Investor Presentation. Deutsche Telekom.
Walter Raizner Member of the Board of Management Deutsche Telekom CEO Broadband/ Fixed Network
Investor Presentation. Deutsche Telekom. West LB German Telco Day - - PowerPoint PPT Presentation
Investor Presentation. Deutsche Telekom. West LB German Telco Day 30th August 2006 Walter Raizner Member of the Board of Management Deutsche Telekom CEO Broadband/ Fixed Network Disclaimer. This presentation contains forward-looking
Walter Raizner Member of the Board of Management Deutsche Telekom CEO Broadband/ Fixed Network
August 30, 2006, Page 2
Disclaimer.
This presentation contains forward-looking statements that reflect the current views of Deutsche Telekom management with respect to future events. They include statements as to market potential, the “Targets 2006 and 2007” statements as well as our dividend outlook. They are generally identified by the words “expect,” “anticipate,” “believe,” “intend,” “estimate,” “aim,” “goal,” “plan,” “will,” “seek,” “outlook” or similar expressions and include generally any information that relates to expectations or targets for revenue, adjusted EBITDA
them with caution. Such statements are subject to risks and uncertainties, most of which are difficult to predict and are generally beyond Deutsche Telekom’s control, including those described in the sections “Forward-Looking Statements” and “Risk Factors” of the company’s Form 20-F report filed with the U.S. Securities and Exchange Commission. Among the relevant factors are the progress of Deutsche Telekom’s workforce reduction initiative and the impact of other significant strategic or business initiatives, including acquisitions, dispositions and business combinations. In addition, regulatory rulings, stronger than expected competition, technological change, litigation and supervisory developments, among other factors, may have a material adverse effect on costs and revenue
incorrect, Deutsche Telekom’s actual results may be materially different from those expressed or implied by such statements. Deutsche Telekom can offer no assurance that its expectations or targets will be achieved. Deutsche Telekom does not assume any obligation to update forward-looking statements to take new information or future events into account or otherwise. Deutsche Telekom does not reconcile its adjusted EBITDA guidance to a GAAP measure because it would require unreasonable effort to do so. As a general matter, Deutsche Telekom does not predict the net effect of future special factors because of their uncertainty. Special factors and interest, taxes, depreciation and amortization (including impairment losses) can be significant to the company’s results. Among the adjustments to be made in determining adjusted EBITDA in 2006 and 2007 will be the costs of the Group’s workforce adjustment initiative, which Deutsche Telekom estimates will result in costs and charges totaling approximately EUR 3.3 billion. In addition to figures prepared in accordance with IFRS, Deutsche Telekom presents non-GAAP financial performance measures, e.g., EBITDA, EBITDA margin, adjusted EBITDA, adjusted EBITDA margin, adjusted EBIT, adjusted net profit, free cash flow, gross debt and net
with IFRS. Non-GAAP financial performance measures are not subject to IFRS or any other generally accepted accounting principles. Other companies may define these terms in different ways. For further information relevant to the interpretation of these terms, please refer to the chapter “Reconciliation of pro forma figures” of this Report, which is also posted on Deutsche Telekom’s Investor Relations website at [www.deutschetelekom.com.]
August 30, 2006, Page 3
Broadband/Fixed Network. Development in H1 2006.
13.0 12.3
Group revenue (€ billion)
Group adj. EBITDA margin (%)
37.4 36.7 H1 2005 H1 2006 11.7 10.9 4.4 4.1
Domestic revenue (€ billion)
Domestic adj. EBITDA (€ billion)
August 30, 2006, Page 4
Domestic market. Challenging market environment.
Loss of access lines
Strong price competition specially in the DSL segment
Bundled offers
VoIP and fixed mobile substitution
Regulation on VDSL network
August 30, 2006, Page 5
Broadband/Fixed Network. Guidance & strategy.
BBFN 8.8 –9.0 24.6 –25.0 New 9.4 – 9.6
2006 (€ bn) 25.4 – 25.8 Nov 2005 Revenue 2006 (€ bn)
Defend fixed core business/ churn management Attack with new products Secure international growth
Strategy Guidance of Broadband/ Fixed network
August 30, 2006, Page 6
Broadband/Fixed Network. Re-invent – measures to fight back.
DSL New product portfolio T-One Triple Play
Innovation and Growth
Product portfolio reduced by 40% Headcount reduction program on track Streamlining of T-Com Headquarters
Quality and Efficiency
Churn management Optimizing end-to-end-process Separation of sales & care organization Expand customer promises
Customer Centricity
Integration of T-Online
August 30, 2006, Page 7
Development Domestic DSL access lines (million)
Broadband/Fixed Network. Future broadband growth supported by low penetration.
Resale BBFN Retail
0.2 5.8 4.0 5 10 15 2003 2004 2005 H1/06 7.9 1.6 +1.8 + 2 . 1 9.0 2.5 +1.1 Broadband growth driven by DSL resale Bundled products to defend retail
market share only after merger possible
Launch of new portfolio 52% of customer base on 2 Mbit/s or
higher DSL speed
Still great potential of broadband
growth*
* As example New Street Research expects roughly doubling of penetration rate in Germany up to 62% in 2010. (YE 2006 expectation is 34%)
August 30, 2006, Page 8
T-One – fixed mobile convergence. Unique mass market product in Germany.
Successful launch in August Customer benefits Attractive tariffs everywhere Quality Convenience T-One - the power of ONE One phone One mailbox One address book One bill GSM/WLAN phone
GSM
@home
August 30, 2006, Page 9
Triple Play. Upgrade and development of DSL.
Successful launch in August 100 TV channels under contract Attractive content secured e.g Bundesliga VDSL network More than 3 million households
passed in 10 cities, 6 million hh envisaged by end of 2006
Further roll out in other cities
depends on regulatory environment and customer demand
Future of Triple Play More attractive content and features Interactive Individual
August 30, 2006, Page 10
Defend core business. New product portfolio.
Attractive
Level I Level II
Offers for demanding customers
Level III
Top service „All Inclusive“ Level of service
T-Home Classic
DSL 2000 + Double- Flat + T-Home Classic
T-Home Complete Basic
VDSL 25Mbit + Double- Flat + T-Home Basic
T-Home CompletePlus
VDSL 25Mbit + Double- Flat + T-Home Plus
Call&Surf Basic
CallTime new + DSL2000 + 500MB
Call&Surf Comfort
DSL 2000 + Double-Flat
Call&Surf Comfort Plus
DSL 16.000 + Double-Flat + Security
Calltime new
120 free minutes within Germany
XXL Local new
Unlimited calling to city area
XXLFulltime new
Flat rate to German fixed line
Triple- Play Double- Play Single- Play
Goals of the new portfolio
Simple tariffs Attractive prices Push of flat rates Push of service
August 30, 2006, Page 11
Q3 Q4 Q2 Q1 Q4
200 2006 2007 007 Roadmap BBFN Transformation
Cus Customer er cent centrici city ty guid guides process process relignem elignement nt an and mo monitoring ng perf perform
nce
Harmonis isat atio ion Web- Of Offer ferings
CallCenter Billing Order processing Order confirmation
Fully lly integ tegrated ed se self lf-servic ervice-offeri erings gs ONE t ONE telephone lephone numb umber voice entranc trance New b w billi illing layout yout Full ll a automa tomated ted ord rder p er proc
sing ng Firm confirmat Firm confirmation
fer at Poi t Point of t of Sale Sale
Internet IT-Systems
ONE c customer er da databa base se ONE Fr E Fron
tend nd System (CRM-T
Re Reti tire reme ment
IT- ap applicat lications ns
BBFN national: quality- and process improvements Conversion from a company so far focused on products to a company focused on customers.
Synchroni Synchronisati ation o n of b billi illing time-fr
nd billi illing flexib flexibili ility ty
August 30, 2006, Page 12
EBITDA improvement of EUR 450 m achieved as of June 2006. Simplicity program right on track.
Target Q4 2006 500 500
Re Realized EBITDA effec lized EBITDA effect [ [EUR m] UR m]
Sum until Q2 2006 Full Year Effect 2008 450 450 1, 1,500 500
Job r b reduc duction [ ion [FTE] TE]
Target 2006 14,000 14,000 Substitution
tracting 15,167 15,167
1) 2.800 FTE left the company by end of Q2 2006
1, 1,084 084 3, 3,083 083 2, 2,800 800 Actual reduction 2006 Outsourcing Staff to leave company 8, 8,200 200 Staff left company1)