DeClout Limited Corporate & Business Update 5 March 2018 - PowerPoint PPT Presentation

DeClout Limited Corporate & Business Update 5 March 2018

Disclaimer This presentation does not constitute, or form any part of any offer for sale or subscription of, or solicitation of any offer to buy or subscribe for, any securities in DeClout Limited (“DeClout”) in Singapore or any other jurisdiction nor shall it or any part of it form the basis of, or be relied on in connection with, any investment decision, contract or commitment whatsoever in this or any jurisdiction. This presentation may contain forward-looking statements that involve assumptions, risks and uncertainties. Actual future performance, outcomes and results may differ materially from those expressed in forward-looking statements as a result of a number of risks, uncertainties and assumptions. You are cautioned not to place undue reliance on these forward-looking statements, if any, which are based on the current view of management on future events. The information contained in this presentation has not been independently verified. No representation or warranty expressed or implied is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or opinions contained in this presentation. Neither DeClout or any of its affiliates, advisers or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss howsoever arising, whether directly or indirectly, from any use, reliance or distribution of this presentation or its contents or otherwise arising in connection with this presentation. The past performance of DeClout is not indicative of the future performance of DeClout. The value of shares in DeClout (“Shares”) and the income derived from them may fall as well as rise. Shares are not obligations of, deposits in, or guaranteed by, DeClout or any of its affiliates. An investment in Shares is subject to investment risks, including the possible loss of the principal amount invested. This presentation has been prepared by the Company and its contents have been reviewed by the Company’s sponsor, SAC Capital Private Limited (“Sponsor”), for compliance with the relevant rules of the Singapore Exchange Securities Trading Limited (“SGX - ST”) . The Sponsor has not independently verified the contents of this presentation. This presentation has not been examined or approved by the SGX-ST and the SGX-ST assumes no responsibility for the contents of this presentation, including the correctness of any of the statements or opinions made, or reports contained in this presentation The contact person for the Sponsor is Ms. Lee Khai Yinn (Tel: (65) 6532 3829) at 1 Robinson Road, #21-02 AIA Tower, Singapore 048542.

Presentation Overview 1. Corporate Overview 2. FY2017 Financial Analysis 3. Key Objectives 4. Strategic Initiatives 5. Group Outlook

Corporate Overview

Who We Are Global Builder of Next Generation Companies IDENTIFY INCUBATE SCALE HARVEST 2 3 4 1 Build and incubate Harvest our Identify disruptive Scale to be global businesses that are either businesses in trends to create new or regional aggregators, enablers or 3 to 5 years growth platforms champions eco-system builders

Our Eco-System Domain Vertical Clouds E-LOGISTICS & E-TRADE PLATFORM vCARGO CLOUD Trade Facilitation, Cargo Community, e-Commerce IT Infrastructure ICT PLATFORM Sales and Services BEAQON Telco, Network Infrastructure and Security AGGREGATOR PLATFORM AGGREGATOR PLATFORM AGGREGATOR PLATFORM PROCURRI Data Centre Equipment and Lifecycle Services Accelerator Incubation and Fund Raising Facilitation DECLOUT Fintech, Cyber Security, INVESTMENTS Smart Logistics and Data Analytics

FY2017 Financial Analysis

FY2017 Financial Analysis FY2017 saw an absence of fresh “harvests” and recorded a S$16.4m • net loss attributable to owners of the company A one-off S$4.9 million downward adjustment for total consideration • received for the divestment of Acclivis Corous360 recorded S$5.0 million losses and restructuring of Corous360 • led to lower revenues and one-off charges of S$6.6m DeClout’s share of losses in Procurri recorded a negative swing of • S$3.9m from FY2016 to FY2017 Excluding total write-offs, non-recurring losses and gains of $11.5m, the • Group would have recorded operational losses of $4.9m instead

Breakdown of FY2017 Losses Attributable to Owners of the Company S$4.9m share of (4.9) operational losses Corous360 S$16.4m one-off restructuring- (6.6) related costs losses attributable to owners of the company S$11.5m one-off losses One-off downward (4.9) adjustment from sale of Acclivis

Breakdown of Share of Operational Profit/(Losses) ‘million 3.5 (5.0) (1.3) (1.1) (1) (4.9) Corporate Total

Key Objectives

Strategic Direction Post-FY2017 Strengthen foundation and accelerate corporate recovery through existing portfolio companies Seeding future growth Shareholder value may be better enhanced in future “harvests”; through possible in-specie distribution to shareholders, corporate actions or recycling capital to incubate more portfolio companies

Strategic Initiatives

Four Strategic Initiatives Sharpen Focus of Competencies; 01 Consolidate and Strengthen Foundation Capitalise on Existing Data Opportunities 02 to Expand Revenue Streams Accelerate DeClout Investments and 03 Identify Complementary Opportunities 04 Improve Corporate Cost Efficiencies

Strategy #1 Sharpen Focus of Competencies; Consolidate and Strengthen Foundation

Building a Strong Foundation Beaqon Triple Play Services Neutral Hosting Services for Mixed Development Buildings Help facility owners and operators take control and optimise capex: Data Voice Video Cellular WiFi Security we provide Capitalise on our existing TECHNOLOGY technology Build we invest in Relieve CAPEX constraints CAPEX from telecom operators Own we provide Lease Offers steady source of SERVICES recurring income

Building a Strong Foundation Beaqon Growth drivers Favourable future-proof business model which harnesses new technologies and fast-evolving trends Increasing ICT convergence security create high Order Book demand awareness 2 against physical infrastructure (as at 31 Jan 2018) deployment (homeland) and cyber S$45 million 1 threats Excluding Neutral Hosting Services 3 IoTis leading Convergence to rapid 4 of IT, Voice and growth in AI Data Strong order book provides predictable source of income

Building a Strong Foundation vCargo Cloud CamelONE deployed as E-logistics backend Information Exchange for Tasty Singapore Hub in selected CAREC in Shanghai countries Connectivity solution to connect to ASEAN Georgia Kazakhstan Single Window for Ministry of Commerce Creating Network of Trade in Cambodia Azerbaijan China Nodes … Uganda Deployed in 12 countries 1 Cambodia through CamelONE Rwanda Kenya Singapore 2 Fully operational Burundi Kentrade Tanzania Insurance for GMV 1 2017 Implemented CamelONE with 3 Kenya ADB, USAID, Trademark EAC S$113b Mauritius Total S$69b Export S$44b Import of Singapore’s 11% total import & 1 GMV - Gross Merchandise Volume export in 2017

Building a Strong Foundation vCargo Cloud The Digital Silk Road What we are building… 1 Geographical Locations (Connectivity) 2 Technology 3 Trade Volume (Transaction) What we are going after… 1 GMV (% of Trade) 2 Why the Triangle Fee per Transaction • Untapped/under-tapped market 3 • Aligned with China’s Belt and Road Initiative (OBOR) Subscription • Inter-reinforcing trade relations

Building a Strong Foundation Procurri Confidence in DeClout will work Procurri CEO Sean closely with Procurri’s Murphy’s leadership management to and the execution of deliver and unlock Procurri’s four value to strategies to return to shareholders of both profitability DeClout and Procurri

Strategy #2 Capitalise on Existing Data Opportunities to Expand Revenue Streams

Capitalise on Existing Data Opportunities to Expand Revenue Stream Data Digitalisation Enable data integration and use of new data sets to: Offer add-on services to capture and structure data for potential • applications Develop Data-as-a-Service revenue models through partnerships • Build new business opportunities •

Strategy #3 Accelerate DeClout Investments and Identify Complementary Opportunities

Seeding the Future DeClout Investments will spearhead efforts to accelerate its investments and • identify complementary opportunities to the Group Initiatives may include bolting on new competencies and acquiring talents to • monetise data opportunities DeClout Investments will intensify efforts to: • Co-invest with Singapore’s NRF Aim to make at Support ICT startups (S$10m), private least two via SPRING equity or venture investments in Singapore’s Startup capital firms FY2018 SG Accelerator scheme

Strategy #4 Improve Corporate Cost Efficiencies