Annual Report 2024
Three years ago, we embarked on our strategic reset,
capitalising on technology proliferation and large-scale
digitalisation to drive new growth and create value in the
5G era. We have made good progress across the four key
pillars of our reset – reinvigorating our core connectivity
businesses with 5G; developing new growth engines in
Nxera and NCS; unlocking the value of our assets; and
championing sustainability and our people. With our
expertise and unique assets, we are well-positioned to
chart new paths of growth with our new plan Singtel28 while
continuing to pursue a more sustainable and inclusive future.
Contents
Overview
02
Our Business Footprint
04
Financial Highlights
06
Chairman and GCEO Message
08
Strategic Reset Scorecard
10
Singtel28 – Our New Growth Plan
12
Board of Directors
17
Group Organisation Structure
18
Group Management Committee
Business Reviews
22
Group CFO Review
24
Singtel Singapore CEO Review
26
Optus CEO Review
30
Digital InfraCo CEO Review
32
NCS CEO Review
Governance and Sustainability
36
Corporate Governance
78
Investor Relations
80
Risk Management Philosophy and Approach
92
Sustainability
Performance
100
Group Five-year Financial Summary
103
Management Discussion and Analysis
Financials
114
Directors’ Statement
125
Independent Auditors’ Report
131
Consolidated Income Statement
132
Consolidated Statement of Comprehensive Income
133
Statements of Financial Position
135
Statements of Changes in Equity
139
Consolidated Statement of Cash Flows
142
Notes to the Financial Statements
Additional Information
233
Interested Person Transactions
234
Further Information on Board of Directors
238
Additional Information on Directors Seeking Re-election
256
Further Information on Group Management Committee
260
Key Awards and Accolades
263
Shareholder Information
265
Corporate Information
266
Contact Points
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Singtel Annual Report 2024 online.
01
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Our Business Footprint
of our people are based out
of Singapore
45%
76%
Underlying net profit from
operations outside Singapore
Deep customer relationships
and insights, with
>780m
mobile customers
countries
21
in
ASIA'S LEADING
COMMUNICATIONS
TECHNOLOGY GROUP
We are a technology leader with businesses in
next-generation connectivity, digital infrastructure
and digital services in an exciting region undergoing
rapid digitalisation. Together with our regional
associates Airtel, AIS, Globe and Telkomsel, our
presence spans Asia, Australia and Africa. Besides
providing core connectivity services through Singtel
Singapore and Optus, we are scaling Nxera and NCS,
our growth engines in the data centre and IT services
space. With our deep domain expertise, we are
helping to unleash greater innovation, transforming
economies and industries as well as the way
people live and work as we strive to advance
a more sustainable digital future for all.
Digital Infrastructure
Connectivity
Digital Services
02
Notes:
(1)
Based on direct equity interest only.
(2)
Singtel has an economic interest of 46.7% in Globe.
All figures at 31 March 2024 unless otherwise stated.
GREATER CHINA
INDIA,
SOUTH ASIA,
AFRICA
Effective interest:
28.9%
Mobile customers
India: 352m
South Asia: 2.9m
Africa: 153m
Broadband
customers
India: 7.6m
Ordinary shares:
23.3%(1)
Mobile
customers:
45m
Broadband
customers:
4.8m
THAILAND
Ordinary shares:
24.99%
An investor in
telcos, media
and technology
AUSTRALIA
Mobile
customers:
10.5m
Broadband
customers:
1.3m
INDONESIA
Effective interest:
30.1%
Mobile
customers:
160m
Broadband
customers:
8.9m
PHILIPPINES
Voting shares:
22.3%(2)
Mobile
customers:
58.8m
Broadband
customers:
1.7m
SINGAPORE
Mobile
customers:
4.6m
Broadband
customers:
0.7m
03
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Financial Highlights
Notes:
(1)
Assuming constant exchange rates for the Australian Dollar, United States Dollar and/or regional currencies from the corresponding second half/year ended
31 March 2023.
(2)
Excludes 5.0 cents per share of special dividends declared in FY2023.
(3)
Return on invested capital is defined as EBIT (post-tax) divided by average capital (excluding Optus goodwill).
FY2024
FY2023
YOY Change (%)
Operating revenue
(S$m)
14,128
14,624
3.4
(-0.2) (1)
Share of associates’ pre-tax profits
(S$m)
2,338
2,287
2.2
(+6.3) (1)
EBIT
(S$m)
3,491
3,399
2.7
(+5.8) (1)
Underlying net profit
(S$m)
2,261
2,053
10.1
(+13.1) (1)
Net profit
(S$m)
795
2,225
64.3
(-62.7) (1)
Dividend per share (2)
(S cents)
15.00
9.90
51.5
Return on invested capital (3)
(%)
9.3
8.3
1.0
percentage point
04
Financial Highlights
Notes:
(1)
Excludes 5.0 cents per share of special dividends declared in FY2023.
(2)
Based on announced asset recycling. Approximately S$6.2 billion in proceeds received as of 31 March 2024.
Return on invested capital
(%)
FY2021
FY2022
FY2023
FY2024
6.8
7.3
8.3
9.3
Asset recycling (2)
(S$b)
FY2021
FY2022
FY2023
FY2024
2.1
3.8
2.3
Underlying net profit
(S$m)
FY2021
FY2022
FY2023
FY2024
1,733
1,923
2,053
2,261
Ordinary dividends
Dividend yield (%)
Dividend per share (S cents)
FY2021
FY2022
FY2023
FY2024
7.5
9.3
9.9 (1)
15.0
3.1
3.5
4.0
5.9
Strategic Reset (FY2022 – FY2024)
05
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Dear Shareholders,
The improvement in the region’s
economic fundamentals lent a resiliency
to our underlying performance driven
by higher contributions from our
regional associates which also
benefited from continued industry
repair. Despite significant currency
headwinds, our FY2024 underlying
net profit was up 10% to S$2.26 billion,
buoyed also by higher interest income.
Net profit dropped 64% to S$795 million
on an exceptional loss of S$1.47 billion
due mainly to non-cash impairment
charges on goodwill and Optus
Enterprise’s fixed network assets.
The Group will pay an ordinary
dividend of 15.0 cents for FY2024 –
the third increase since the strategic
reset in FY2022. This includes a new
value realisation dividend of
3.8 cents, introduced to share the
rewards of our capital recycling
programme, by returning excess
capital to shareholders.
Lee Theng Kiat
Chairman
Yuen Kuan Moon
Group Chief Executive Officer
Three years ago,
we embarked on a
strategic reset to
transform the company
amid accelerated
digitalisation brought
on by COVID. Today,
Singtel’s composition
is radically different
– sharpened to focus
on the three key areas
of connectivity, digital
services and digital
infrastructure.
Repositioned for growth
From strategic reset
to Singtel28
As Asia’s economic outlook brightens,
the stage is set for our next phase
of growth, for which the Group has
been well-primed. Three years ago,
we embarked on a strategic reset
to transform the company amid
accelerated digitalisation brought on
by COVID. Today, Singtel’s composition
is radically different – sharpened
to focus on the three key areas of
connectivity, digital services and digital
infrastructure. The Group has made
significant operational improvements
such as consolidating the consumer
and enterprise business units in both
Singapore and Australia, besides
executing to a proven capital recycling
programme that has unlocked
S$8 billion to support this reset.
Having restructured and delivered
our transformation at pace, we have
built a strong foundation from which to
move into our next phase of growth.
Singtel28 – a new strategy
for growth
While the reset was a strategy for
transformation, Singtel28 is a strategy
for growth that is premised on lifting
business performance and smart
capital management.
With the consolidation of the consumer
and enterprise businesses of Singtel
Singapore and Optus, the Group is
simplifying product offerings and
removing complexity for customers.
It will also reap greater synergies by
implementing leaner cost structures to
better compete and strengthen market
leadership. A recent network sharing deal
between Optus and TPG will drive capital
efficiency while improving services
for customers in regional Australia.
Enhancing customer experience remains
key and our innovations in areas such
as 5G network slicing, telco application
programming interfaces and Network-
as-a-Service present new opportunities
for tangible differentiation.
Chairman and GCEO Message
06
our core or growth businesses. Besides
the funding flexibility afforded by asset
recycling, partnering the right investors
on capital-intensive businesses will
bring patient capital for longer term
projects, valuable strategic expertise
and also help illuminate the value of
the ventures.
Changed dividend policy and
sustained value realisation
The dividend policy has been changed
to better reflect our new priorities. Core
dividends will track improvements in
business performance while a new
value realisation dividend has been
introduced to share the rewards from
our capital management programme
with shareholders after setting aside
funds for growth. This demonstrates
confidence in our performance and
outlook for cashflow and will allow us
to return excess capital to shareholders
in a sustained manner even as we keep
investing in growth. In November 2023,
the Group raised the payout range
of its core dividend to 70% and 90% of
underlying net profit.
Championing people
and sustainability
At the start of our strategic reset
three years back, we deepened
our commitment to put people
and sustainability at the heart of
our business. The Group has since
accelerated its commitment 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. Our interim target is to
lower 55% of scope 1 and 2 carbon
emissions and 40% of scope 3 by 2030.
This will be achieved by reducing
Our digital services arm NCS has scaled
meaningfully and secured S$3 billion
in bookings this past year, having
expanded its client base to the enterprise
sector and into the region. To support
this, it has grown its global delivery
network while investing in AI and tech
resiliency for clients as it continues to
scale at pace. Our data centre business
Nxera is poised to expand its operational
capacity from the existing 62MW to
over 200MW in the region in the next
three years, leveraging the fast-growing
adoption of AI. Bolstered by support
from international investment firm
KKR which took a 20% stake in the
new business, Nxera was valued at
S$5.5 billion in September 2023.
In the regional associates’ markets,
the Group has repositioned for new
opportunities in the emerging area
of fixed broadband and mobile
convergence by integrating IndiHome
with Telkomsel in Indonesia and 3BB
with AIS in Thailand. We expect them
to continue capturing opportunities in
this under-penetrated space with their
sizeable mobile base providing cross-
selling potential and cost synergies.
Smart capital management
The Group will continue its smart capital
management, building on the successful
capital recycling programme that saw
S$8 billion unlocked over the past three
years. That was a key component of
our transformation as the proceeds
allowed us to fund growth, pay down
debt and return some of that capital
to shareholders. Going forward, a
further pipeline of around S$6 billion in
monetisable assets has been identified
to further support our growth initiatives
and new revenue streams such as
GPU-as-a-Service and our Paragon
edge-cloud orchestration platform.
We will keep tapping external capital
partners to jointly fund capital-intensive
growth engines such as KKR’s investment
in Nxera.
This strategy of recycling assets and
teaming with capital partners will help
us deploy capex sustainably – be it for
While the reset was a strategy for
transformation, Singtel28 is a strategy for growth
that is premised on lifting business performance
and smart capital management.
Lee Theng Kiat
Chairman
Yuen Kuan Moon
Group Chief Executive Officer
energy use, improving energy efficiency
and increasing the proportion of
electricity consumption backed by
renewable energy sources. We remain
committed to driving digital inclusivity
in the communities where we operate.
Our Singtel Touching Lives Fund has
supported special needs students in
Singapore for two decades, tracking their
progress as we armed them with digital
skills in recent years to better navigate
the new economy. Our people are our
most valuable asset and we will continue
investing S$20 million a year to help them
reskill and upskill for the digital economy.
Performing while transforming is never
easy. We would like to extend our
thanks to our staff and management for
staying the course and delivering to the
reset, readying the Group for changes
in the dynamic digital economy. Our
appreciation also goes to our fellow
directors for their guidance during
this time of transition. While the main
transformational work is over, there is still
more to do as we strive to deliver value
for our customers and shareholders and
keep doing good for our stakeholders.
We look forward to everyone’s continued
support on this journey.
Yours Sincerely,
07
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Strategic Reset Scorecard
Our strategic reset has been a strategy for transformation over the last three years. We have reorganised the Group to focus on
connectivity, digital infrastructure and digital services to better position for growth. Through proactive capital management,
we have unlocked S$8 billion to fund growth opportunities and strengthen our balance sheet. Having delivered on our strategic
reset, we have built a strong foundation for the Group to move into the next phase of growth with our new growth plan, Singtel28.
Read about Singtel28 on pages 10 to 11.
Strategic Reset (FY2022 – FY2024)
OUR DIFFERENTIATORS
OUR STRATEGIC PILLARS
5G leadership
Extensive scale and reach
Our brand
Our people
Data insights
Infrastructure
MACROTRENDS SHAPING OUR INDUSTRY
Rise of
digital economy
Technology and
platform proliferation
Reinvigorated the core
Established 5G leadership in
Singapore and Australia
Drove synergies and efficiencies
• Consolidated consumer and
enterprise businesses in Singapore
and Australia
• Initiated S$0.6b cost-out programme
• Established Optus-TPG regional
network sharing
Captured growth opportunities
• Fixed mobile convergence strategy
with IndiHome (Telkomsel) and
3BB (AIS) integration
• Leveraged Airtel's significant
turnaround in the past three years
Capitalised on growth
trends
Formed Nxera data centre arm
• Developing AI-ready data
centre capacity in Singapore,
Indonesia and Thailand
NCS executed to strategy
• Expanded into private sector
and the region
• Increased footprint in Australia
GXS launched in Singapore,
Indonesia and Malaysia
08
Customers
Investors
Communities
Employees
Regulators and governments
OUR STAKEHOLDERS
Increased dependence
on critical infrastructure
Global ESG action
Reallocated capital,
unlocked value
Recycled S$8b of assets
Established capital partnerships
• KKR's investment in Nxera
• Redevelopment of Comcentre
with Lendlease
• AustralianSuper's investment
in Indara
Sold unprofitable non-core
digital businesses
• Trustwave and Amobee
Championed people
and sustainability
Leading in sustainability
• First in Singapore to renew
SBTi-validated targets
• Brought forward net-zero target
from 2050 to 2045
Uplifting our people
• New Group purpose – Empower
Every Generation – defined
• >S$60m training investments
in Singapore and Australia
• >30% women in management
09
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Singtel28 is our new growth plan to enhance customer experiences and deliver sustained value realisation for shareholders.
This follows the successful completion of our three-year strategic reset, which we embarked on in 2021 to transform the Group.
Singtel28 is a two-pronged strategy – lifting business performance and smart capital management. Building on the traction
from the strategic reset, we will optimise our core businesses and scale our growth engines including NCS and Nxera. We will
also pursue smart capital management through our proven capital recycling programme and strong capital partnerships
to fund growth initiatives and drive sustainable shareholder returns. Championing people and sustainability will continue to
underpin our efforts while we deliver to this plan.
Value creation (FY2025 – FY2027)
FY2028 onwards
Lift business
performance
Optimise core
businesses
Scale growth
engines
Smart capital
management
Support higher
returns
Deploy capex
sustainably
Sustained value
realisation
Dividend + Growth
Singtel28 – Our New Growth Plan
Champion people and sustainability
We have revised our dividend policy to reward shareholders by boosting returns. We introduced 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.
Revised dividend policy
(1)
Sustainable growth in ordinary dividends to reflect improved core and continued asset recycling
New programmatic value realisation dividend
3 – 6 cents per share annually
from excess asset recycling proceeds
Core dividend
Between 70% – 90% of underlying NPAT
Note:
(1)
Barring unforeseen circumstances
10
Charting a path to long-term sustained shareholder value
Singtel28 Goals
• Market leader with robust margins
• Agile competitor with lean cost structure
• New growth areas at scale
• Australia’s reinvigorated leading challenger telecoms brand
• Improved ROIC with stronger cashflows/margins
• Efficient capex deployment with network sharing arrangement
• Regional platform leader in digital infrastructure
• Stronger capital partnerships with funding flexibility
• Leverage emerging tech trends to drive growth
• Capitalise on Asia tech leadership with optimised global
delivery network
• Balanced geographical and customer mix
• Trusted innovation and co-creation partner in AI and
tech resiliency
• Strong growth supported by fixed mobile convergence
and enterprise
• Meaningful contributor of dividends
SG
Digital InfraCo
11
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Board of Directors
Our Board sets the overall
direction for the Group’s
strategy and its diversity
in skills, backgrounds,
experiences and gender
enhances decision-making
and contributes to our
long-term success.
Lee Theng Kiat I 71
Chairman,
Non-independent and
Non-executive Director
Committee(s)
• Chairman, Finance and Investment
Committee
• Member, Corporate Governance and
Nominations Committee
• Member, Executive Resource and
Compensation Committee
Date of Appointment
• Director on 15 January 2020
• Chairman on 30 July 2020
Last Re-elected
28 July 2023
Number of Directorships in Listed
Companies (Including Singtel)
1
Yuen Kuan Moon I 57
Group Chief Executive Officer,
Non-independent and
Executive Director
Committee(s)
Member, Technology and Resilience
Committee
Date of Appointment
Director and Group Chief Executive
Officer on 1 January 2021
Last Re-elected
30 July 2021
Number of Directorships in Listed
Companies (Including Singtel)
1
12
John Arthur I 69
Independent
Non-executive Director
Committee(s)
• Member, Risk and Sustainability
Committee
• Member, Technology and Resilience
Committee
Date of Appointment
1 January 2022
Last Re-elected
29 July 2022
Number of Directorships in Listed
Companies (Including Singtel)
1
Gautam Banerjee I 69
Lead Independent and
Non-executive Director
Committee(s)
• Chairman, Audit Committee
• Chairman, Corporate Governance
and Nominations Committee
• Member, Risk and Sustainability
Committee
Date of Appointment
• Director on 1 March 2018
• Lead Independent Director on
30 July 2021
Last Re-elected
30 July 2021
Number of Directorships in Listed
Companies (Including Singtel)
2
Gail Kelly I 68
Independent
Non-executive Director
Committee(s)
• Chairman, Executive Resource and
Compensation Committee
• Member, Audit Committee
• Member, Corporate Governance and
Nominations Committee
Date of Appointment
26 December 2018
Last Re-elected
29 July 2022
Number of Directorships in Listed
Companies (Including Singtel)
2
13
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Board of Directors
Lim Swee Say I 69
Independent
Non-executive Director
Committee(s)
• Chairman, Technology and Resilience
Committee
• Member, Finance and Investment
Committee
Date of Appointment
1 June 2021
Last Re-elected
30 July 2021
Number of Directorships in Listed
Companies (Including Singtel)
4
Rajeev Suri I 56
Independent
Non-executive Director
Committee(s)
• Member, Executive Resource and
Compensation Committee
• Member, Technology and Resilience
Committee
Date of Appointment
1 January 2021
Last Re-elected
30 July 2021
Number of Directorships in Listed
Companies (Including Singtel)
3
Christina Ong I 72
Independent
Non-executive Director
Committee(s)
• Member, Corporate Governance and
Nominations Committee
• Member, Risk and Sustainability
Committee
Date of Appointment
7 April 2014
Last Re-elected
29 July 2022
Number of Directorships in Listed
Companies (Including Singtel)
3
14
Wee Siew Kim I 63
Independent
Non-executive Director
Committee(s)
Member, Finance and Investment
Committee
Date of Appointment
1 October 2020
Last Re-elected
30 July 2021
Number of Directorships in Listed
Companies (Including Singtel)
3
Teo Swee Lian I 64
Independent
Non-executive Director
Committee(s)
• Chairman, Risk and Sustainability
Committee
• Member, Corporate Governance and
Nominations Committee
• Member, Executive Resource and
Compensation Committee
• Member, Technology and Resilience
Committee
Date of Appointment
13 April 2015
Last Re-elected
30 July 2021
Number of Directorships in Listed
Companies (Including Singtel)
3
Tan Tze Gay I 59
Independent
Non-executive Director
Committee(s)
• Member, Audit Committee
• Member, Executive Resource and
Compensation Committee
Date of Appointment
6 February 2023
Last Re-elected
28 July 2023
Number of Directorships in Listed
Companies (Including Singtel)
2
15
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Board of Directors
Yong Hsin Yue I 52
Independent
Non-executive Director
Committee(s)
Member, Finance and Investment
Committee
Date of Appointment
1 January 2022
Last Re-elected
29 July 2022
Number of Directorships in Listed
Companies (Including Singtel)
1
Yong Ying-I I 60
Independent
Non-executive Director
Committee(s)
Member, Risk and Sustainability
Committee
Date of Appointment
15 November 2022
Last Re-elected
28 July 2023
Number of Directorships in Listed
Companies (Including Singtel)
1
Refer to pages 234 to 237 for biographies.
Notes:
(1)
The information in this section is as at 8 June 2024.
(2)
Mr Bradley Horowitz stepped down from the Singtel Board following the conclusion of the Annual General Meeting on 28 July 2023.
16
Group Organisation Structure
As of 1 June 2024
Yuen Kuan Moon
Group Chief Executive Officer
Singtel
GROUP FUNCTIONS (1)
Technology
Jorge Fernandes
Group Chief
Technology Officer
Information
and Digital
William Woo
Group Chief
Information Officer /
Group Chief
Digital Officer
People and
Sustainability
Aileen Tan
Group Chief
People and
Sustainability Officer
Corporate
Lim Cheng Cheng
Group Chief
Corporate Officer
Finance
Arthur Lang
Group Chief
Financial Officer
OPERATING UNITS AND SUBSIDIARIES
Bill Chang
Chief Executive Officer
Digital InfraCo
Nxera
Ng Kuo Pin
Chief Executive Officer
NCS
Michael Venter
Interim Chief
Executive Officer
and
Chief Financial Officer
Optus
Ng Tian Chong
Chief Executive Officer
Anna Yip
Deputy Chief
Executive Officer
Singtel
Singapore
Anna Yip
Chief Executive Officer
Business
Development
Note:
(1)
The Group Chief Internal Auditor reports functionally to the Audit Committee and administratively to the Group Chief Executive Officer.
17
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Group Management Committee
Our Group Management Committee comprises
members with demonstrated leadership
capabilities and expertise in areas critical to
our success, including technology, engineering,
finance, human capital and consulting.
1. William Woo
Group Chief Information Officer /
Group Chief Digital Officer
2. Ng Tian Chong
Chief Executive Officer,
Singtel Singapore
5. Yuen Kuan Moon
Group Chief Executive Officer
6. Jorge Fernandes
Group Chief Technology Officer
From left to right:
3. Aileen Tan
Group Chief People and
Sustainability Officer
4. Ng Kuo Pin
Chief Executive Officer,
NCS
7. Lim Cheng Cheng
Group Chief Corporate Officer
8. Bill Chang
Chief Executive Officer,
Digital InfraCo
9. Arthur Lang
Group Chief Financial Officer
10. Anna Yip
Deputy Chief Executive Officer,
Singtel Singapore /
Chief Executive Officer,
Business Development
11. Michael Venter
Interim Chief Executive Officer
and Chief Financial Officer,
Optus
Refer to pages 256 to 259 for biographies.
DEEPENING
OUR CAPABILITIES
We enhanced our award-winning portfolio of
platforms, critical information infrastructure assets
and digital services to deliver even more value to
the enterprises and consumers we serve. With the
expansion of our growth engines Nxera and NCS
in Asia Pacific, we can help drive greater digital
transformation and innovation across the region.
Group CFO Review
Laying the foundation
for the next phase
This year marked the third year of our strategic reset,
which has delivered steadily increasing profits and returns
to shareholders against a backdrop of macroeconomic
uncertainty. Beyond transforming the business, our
proactive approach to managing capital has helped us
achieve better capital efficiency and a more optimal capital
structure. We unlocked S$8 billion of proceeds from our
capital management efforts.
This capital has been put to good use as we deployed it to
grow our data centre and ICT businesses. We also returned
S$0.8 billion in special dividends to shareholders. This is on
top of the S$5.6 billion in dividends declared, as we have
increased payouts every year since the start of the strategic
reset. Our balance sheet has also been strengthened
with net debt down by S$4.6 billion (1). This has seen a 15%
reduction in net interest expense in spite of a rising interest
rate environment. We are now in an even stronger position
to execute our disciplined capital approach of balancing
investing for greater growth and delivering strong,
sustainable returns for our shareholders.
Funding returns and growth through
smart capital management
With the launch of our new growth plan Singtel28, we will
build on our proven capital recycling programme which
has unlocked value from assets such as our stakes in Indara
(formerly known as Australia Tower Network) and Airtel.
Asset monetisation gives us funding flexibility for growth
initiatives and we have already identified a further asset
pipeline of around S$6 billion.
Besides capital recycling, we also intend to seek private
capital partners as we scale our capital-intensive growth
businesses. We believe attracting the right investors will
bring a critical external lens to our businesses, valuable
strategic expertise and help illuminate their true value.
KKR’s commitment of up to S$1.1 billion for a 20% stake in
Nxera last September crystalised the value of our overall
regional data centre business at S$5.5 billion, and KKR has
the option to increase its stake to 25% by 2027. Through this
collaboration, Nxera can access capital to accelerate the
expansion of its regional data centre business across Asia
Pacific and also benefit from KKR’s strong track record in
digital infrastructure investments to scale up the platform
to become a meaningful growth engine for Singtel.
The value of our holdings in Airtel was similarly illuminated
through the recent sale of a 0.8% direct stake in Airtel
to GQG Partners which unlocked close to S$1.0 billion.
While Airtel remains a long-term strategic investment, we
have been working with our partner Bharti Enterprises to
gradually equalise our effective stake in Airtel over time.
Given the strategic transition of our business, we have
changed our dividend policy. Excess proceeds from our
recycling efforts will be used to support a new value
realisation dividend of 3 to 6 cents per share per annum,
allowing shareholders to benefit directly from our successful
capital management initiatives. This is in addition to a core
dividend which had its payout range increased to between
70% and 90% of underlying net profit last November.
Together, they will allow us to return capital to shareholders
in a sustained manner and progressively grow dividends,
reflective of what we want to achieve in Singtel28.
Note:
(1)
Compared to March 2021.
22
Growth engines and digital banking
venture powering on
We have positioned the Group to capitalise on the
region’s rapidly growing digital economies through Nxera
and NCS, leveraging our expertise in digital services
and infrastructure.
Nxera is scaling rapidly with its capital expenditure in the
near term fully funded by KKR’s investment and our green
loan. NCS has continued its expansion from the public to
the private sector and the region, and boosted margins by
stepping up and optimising their global delivery resources.
We have also made significant progress in the digital
banking space. KakaoBank joined forces with Singtel,
Grab and Emtek Group to invest in our Indonesian digital
bank Superbank, by acquiring a 10% stake. GXBank –
our digital bank venture with Grab and consortium
partners – made history as the inaugural digital bank
launched in Malaysia.
Regional associates capturing
opportunities in fixed mobile convergence
Our regional associates, which started out as pure mobile
companies, are focusing on the opportunities in fixed
mobile convergence. This is an area we can add value
to given Singtel Singapore’s experience in the fixed
broadband business. Telkomsel, through the successful
integration of IndiHome, has solidified its leading
presence in Indonesia's connectivity market. Meanwhile,
AIS emerged as Thailand's leading fixed broadband
provider following regulatory approval of its merger with
3BB, extending connectivity benefits to more customers,
particularly in rural areas. These developments will
enhance the growth prospects of AIS and Telkomsel while
also being value accretive for us as a long-term investor.
Striving for a sustainable world
Sustainability is a resolute commitment for us and we have
brought forward our net-zero goal from 2050 to 2045 even
while we accelerate business growth. During the year, we
started to operationalise and embed an internal carbon fee
in purchases and business cases, and introduced our own
environmental weighted average cost of carbon – the first
in Singapore. With more granular emissions-related data
from vendors, we have been able to make more informed
decisions and further reduce our reported carbon emissions.
This internal carbon pricing (ICP) initiative expands on
earlier efforts to align our financing strategy to broader
sustainability goals through Olives, our sustainable financing
programme. Olives has grown to S$3.5 billion to date
and includes our first green loan for our data centres. We
have also been collaborating with our regional associates
to amplify the impact of our contributions as one Group,
sharing our experience on ICP and other best practices.
Delivering value realisation
The key goal of Singtel28 is to drive meaningful growth
in our business performance and deliver sustained
value realisation for shareholders. To achieve this objective,
we will continue to optimise the core businesses and scale
growth engines to deliver stronger EBIT growth and support
our mid-term goal of a low double-digit return on invested
capital. Shareholders can also expect better returns, as we
execute to our smart capital management policy.
Arthur Lang
Group Chief Financial Officer, Singtel
Beyond transforming the business, our proactive approach to
managing capital has helped us achieve better capital efficiency and
a more optimal capital structure. We unlocked S$8 billion of proceeds
from our capital management efforts.
23
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Singtel Singapore CEO Review
Since I came on board last June, my leadership team and
I have been working closely to transform Singtel Singapore
to get us fighting fitter and more future-ready. For a
start, we have consolidated our consumer and enterprise
segments in Singapore into a single operating company
and established a roadmap of our own – Prime 26 – to
steer us towards long-term growth in a dynamic economy.
This plan involves creating new growth engines, getting
more efficient, streamlining our cost structures, enhancing
customer experiences and transforming the culture of our
organisation to achieve these ambitions. We are already
seeing early signs of savings flowing through to the
bottom-line, which will bear fruit in FY2025.
We continue to lead Singapore’s telecommunications
landscape, pioneering many global firsts in network
technologies that support the needs of consumers
and enterprises.
Pivoting for growth
Innovating with new technologies
With digitalisation sweeping the world, enterprises are
seeking secure, reliable connectivity to support their
businesses, especially in mission-critical applications.
Backed by our strong engineering capabilities, we have been
innovating in areas such as 5G network slicing, application
programmable interfaces and AI, and developing new
digital solutions to meet these demands. Singtel CUB is
a great example of how we are integrating our network
services to enable our customers to seamlessly orchestrate,
manage and service their enterprise networks from a
single, automated interface.
We are also continuing to expand our mobile capabilities
beyond our borders through connected cars and IoT
solutions which have grown our revenue by 41% year-on-
year. This growth is enabled by our extensive roaming
networks and advanced network technologies such as
RedCap that significantly reduce the battery consumption
and production cost of IoT devices. This has opened a
universe of opportunities in the 5G IoT ecosystem from
smart watches to industrial sensors.
For consumers, we trialled a 5G Concert Pass service at the
recent Taylor Swift concert in Singapore. The pass provided
concertgoers with priority access to Singtel’s 5G network,
allowing them to enjoy stable, 1.5 times faster connectivity.
We also successfully trialled the world’s first app-based
network slicing technology which enables app owners
to activate a dedicated, customised slice of Singtel’s 5G
network to boost the performance of their apps and
enhance user experiences in situations involving high
network congestion. This innovation creates opportunities
for business-to-business-to-consumer (B2B2C) partnerships
to bring differentiated customer experiences to everyone.
We continue to explore further business-to-consumer
and B2B2C applications of our 5G slicing capabilities for
our customers.
Creating value for customers
Through our investments in generative AI and digitalisation
across our networks and operations we are helping our
customers, especially the small-medium enterprises to
scale their business and expand their digital and
analytics capabilities.
The increasing automation and digitalisation of our services
has also helped over 100,000 enterprise customers seamlessly
discover new products, make purchases, monitor business
performance and manage their network.
24
For our consumers, we have been applying generative AI
to augment the capabilities of our digital assistants so
they can receive timely and personalised assistance.
This, coupled with several other measures, has resulted
in over 400,000 fewer calls, WhatsApp messages and
emails to our contact centres – significantly freeing up
capacity for our frontline staff to handle more complex
customer issues.
To add value beyond our shores, we have also revamped
our roaming offerings to include faster speeds, wider
coverage and more rewards via our one-stop cross-border
telco rewards programme which gives travellers access to
unique local deals. Developed in partnership with leading
regional telcos, these initiatives also help strengthen
customer loyalty.
Boosting national resilience
New technological developments also bring growing threats
that affect both consumers and businesses.
Beyond our efforts to protect customers from the network
to device levels, we are helping consumers mitigate fraud
and scams with our recently launched application,
SingVerify – a seamless and secure authentication method
through which a customer’s identity is validated in real time
against phone numbers registered with service providers
and Singtel. Authentication is conducted in the background,
significantly reducing the opportunities for scammers to
take over the two-factor authentication or multi-factor
authentication process. We got M1 on board to better
combat this problem nationwide.
Similarly, to boost the cyber resilience of businesses in
Singapore, we launched the Cyber Elevate and Defence
Against Cyber Scams programmes and are providing
critical education and assistance, with the support of
SkillsFuture Singapore.
In keeping with Singtel’s ongoing nation-building and
future-proofing efforts, we are also developing Singapore’s
nationwide quantum safe network and related security
solutions to protect businesses from future quantum threats.
Prioritising people and sustainability
Our people are the bedrock of our sustainable growth.
Our culture and change management approach is
focused on fostering a sense of belonging, empowering
our people to deliver meaningful, impactful work, and
supporting career growth through mobility and training.
Even as we reorganised our portfolio and moved offices,
we managed to improve our employee engagement scores
by 8% year-on-year to over 80%. This improvement puts us
at 15% above Singapore’s top quartile of highly engaged
companies and 8% above the global top quartile.
In line with our net-zero goals, we are making our operations
more environmentally friendly, upgrading our infrastructure
and leveraging technology to reduce our carbon footprint.
Such improvements include maximising the deployment
of solar photovoltaic panels across our facilities in Singapore
and electrifying our vehicle fleet by 2028 to enable an
annual reduction of scope 1 emissions by 450 tonnes. We
have also introduced e-SIM cards, which will reduce our
e-waste generation significantly.
We are ramping up our efforts in fostering digital inclusion
within our community, through partnerships with the South
West Community Development Council and Infocomm Media
Development Authority of Singapore. Together, we have been
running cyber awareness workshops for senior citizens so
they too can enjoy a digital lifestyle safely. We have also been
providing the migrant worker community with affordable
prepaid mobile plans as well as teaching them how to remit
funds securely via the Singtel hi!App.
For our various initiatives, we have received accolades such
as the Cybersecurity Company of the Year from Frost &
Sullivan and the World Communication Awards for our strong
5G network. But despite these achievements, there’s no
room for complacency. Singtel Singapore will continue
pushing the boundaries of technology to deliver greater
value to our consumers and businesses.
Ng Tian Chong
Chief Executive Officer, Singtel Singapore
Singtel Singapore’s roadmap, Prime 26, is focused on creating
new growth engines, getting more efficient, streamlining our cost structures,
enhancing customer experiences and transforming the culture of our
organisation to get us fighting fitter to thrive in a dynamic economy.
25
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
The past financial year saw Optus strengthen our focus on
network resilience and rebuilding trust with our customers
as we looked to the future following the November 2023
network outage.
This year’s performance demonstrates a resilient company
and culture, with stable EBITDA and EBIT when compared
with the year prior. Momentum however began to recover
in the second half, driving a 4.8% increase in EBITDA, whilst
EBIT grew by 20% to A$147 million. Over the year, Optus
added 116,000 customers to our mobile base, including solid
gains of 108,000 prepaid customers.
The outage was a challenging day for our customers and
the community. We are disappointed and deeply sorry that
we fell short of delivering the services expected of us. In
response, we have made important changes to systems
and processes, including the reconfiguration of some key
equipment and enhancing processes to allow restoration
activities to occur faster remotely. Delivering a reliable
experience for our customers is our focus and we have
committed additional investments into further strengthening
our network and technology resiliency.
We also continued our investments in cyber security,
delivering on our commitments to keep customer data safe.
We will continue to partner with global leaders in cyber
security and collaborate with the industry to ensure we
collectively stay vigilant.
Rebuilding trust
We are excited to start executing on our new regional
network sharing agreement with TPG Telecom which
will mark a new era for telco services in Australia. The
agreement, which is subject to regulatory approval,
demonstrates our commitment to providing regional and
rural customers with real choice as well as a network that
delivers better capacity, speed and service quality. Under
this agreement, TPG Telecom will gain access to 2,444
Optus mobile network sites in regional Australia, increasing
its current national 4G coverage from around 400,000
square kilometres to around 1,000,000 square kilometres
and 98.4% of the population. The agreement will reduce
combined 5G network rollout costs in regional Australia,
which will enable the deployment of 5G infrastructure to
be completed two years earlier than previously planned.
Meeting customer needs
Over the year, we have continued to simplify and improve
our customers’ experience in several key areas. We
introduced enhancements to the My Optus App, bringing
more meaningful experiences to our users, including an
improved shopping experience, 24/7 messaging support,
and easy payment options.
We have transformed our contact centres through integrated
automation, AI, data and analytics which have contributed
to a reduction in customer complaints, improved call centre
customer transfer rates and a 10% year-on-year uplift in first
call resolution rates.
At the same time, we are investing in ‘mobile-first’ solutions
for our enterprise and business customers. Optus has
partnered with Lendlease to deliver a mobile-first experience
Optus CEO Review
Lasting customer
relationships are
our priority
26
for its employees and those who live and work in its real
estate precincts. Optus’ network will enable Lendlease to
collaborate and monitor data in real time, enabling efficient
decision-making and streamlined project management.
Our small business customers have told us that building
digital capability is one of the key challenges that they
face. To help tackle this, we have created FutureFit, a series
of workshops to help enterprises go digital and learn to
identify and respond to business risks. Participants left the
sessions with a personalised strategy for their business,
including how to leverage technologies such as AI, social
media, digital marketing tools and website development.
We are always looking for ways to bring new technologies
to our customers and a significant step forward was
the SpaceX partnership announcement made in July 2023.
Optus’ work with SpaceX aims to bring the coverage
capabilities of satellites direct to compatible mobile
handsets without the need for customers to buy
additional equipment.
As a key contributor to the economy, it is imperative that
we do business responsibly. This year we launched a new
5G modem which is made with a minimum of 95% recycled
plastics and packaging that is 100% recyclable, with no
single-use plastics. Its packaging also includes guides on
how customers can recycle their old modem.
Digital safety and inclusion
Scam protections remain extremely important to us
and our customers. Working with key partners such as
the Australian Financial Crimes Exchange, we are
pioneering market-leading technology and initiatives
that better protect our customers from scammers.
Optus has implemented a series of anti-scam measures,
allowing us to block more than 380 million scam calls
and 130 million SMS scam messages since December
2020. ScamWise and Call Stop innovations were launched
this year to protect our customer community and we
remain committed to playing our part to address this
national priority alongside business, government and
the broader community.
We continue to enhance the digital safety, well-being and
capability of young people and families with educational
workshops, guides and resources under our Digital
Thumbprint programme, which has educated more than
618,000 Australian students since it launched in 2013.
One of the most effective ways to address the digital
divide is Optus’ Donate Your Data programme. Since its
inception, the partnership has provided 37,500 students
and their family members with free SIM cards loaded with
calls, texts and data, which has supported children with
online learning and education. The unique programme has
expanded to include additional charities, and to date, over
44,500 people in total, including over 5,700 First Nations
participants, have received support with free calls, texts
and data. This equates to A$30 million of equivalent value
delivered across the life of the programme.
Best we can be for our customers
There is no doubt that we have faced challenges over the
past 18 months, however we are focused on rebuilding
trusted relationships with our customers through the
dedication, energy and resilience of our people.
In the year ahead, we are focused on meeting – and
exceeding – our customer expectations: in the resiliency
of our network, simplifying their experiences and being a
more efficient company to deal with. Our customers’ needs
will always guide our decisions, and we are energised and
optimistic about what the future holds for them and the
communities we serve.
Michael Venter
Interim Chief Executive Officer and Chief Financial Officer,
Optus
In the year ahead, we are focused on meeting –
and exceeding – our customer expectations:
in the resiliency of our network, simplifying their experiences
and being a more efficient company to deal with.
27
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
THE NEXT GENERATION
OF DATA CENTRES
Regional data centre business
valued at
S$5.5 billion
(1)
Capacity to more than double from
across Singapore, Indonesia
and Thailand
in 2023
by 2026
62MW
155MW
The global growth in AI adoption is fuelling
the need for a new generation of data centres
optimised for the intensive AI workloads of
enterprises and cloud companies.
With its extensive expertise and experience
designing, building and operating data centres,
complemented by the backing of leading
global investment firm KKR, Nxera is poised
to capture this demand with new sustainable,
hyper-connected AI-ready data centres as it
expands in Asia – one of the fastest growing
data centre regions in the world.
Jan 2017
Singtel launches DC West,
a cloud-enabled, data centre
with next-generation
high-density computing and
high-speed connectivity.
Dec 2022
Singtel partners Telkom
and Medco Power to build
a new 51MW hyperscale
data centre in Indonesia.
Feb 2023
Singtel announces a partnership
with GULF and AIS to construct a
new 20MW data centre in Thailand
with state-of-the-art technologies
including comprehensive security
and access control system.
Note:
(1)
As at September 2023.
Sep 2023
KKR acquires a 20% stake in
Nxera, valuing the business
at S$5.5 billion.
Jan 2024
Nxera advances AI development
through collaborations with
NVIDIA, energy companies,
technology partners and
institutes of higher learning.
Aug 2023
Singtel begins construction of
DC Tuas, Singapore’s highest power
density, hyper-connected green data
centre. The 58MW data centre will
be one of Asia’s most efficient data
centres with a PUE of 1.23 at full load.
Digital InfraCo CEO Review
A new era in
transformation
We live in an exciting era of rapid digitalisation, cloud and
AI adoption. Reliable, high quality digital infrastructure
has become the backbone of today’s societies and
economies, facilitating commerce, fostering innovation
and connecting people.
In line with the Group’s strategic reset to develop new growth
engines, Digital InfraCo was carved out as a new entity and
a catalyst for innovation and economic growth in the region
and beyond. Our diverse portfolio of businesses includes the
Group’s regional data centres, subsea cable and satellite
carriers as well as Paragon, our patented digital acceleration
platform for 5G multi-access edge compute and cloud
orchestration. We also have plans to offer GPU-as-a-Service
to empower and support enterprises with the adoption of AI.
Boosting innovation with regional data
centre platform
Singapore is a key data centre hub with excellent
connectivity, making it an ideal base for Nxera’s
expansion into the region to capture the rising demand
from the wave of digital transformation. To reflect our
strong leadership position in this space, we launched
our regional data centre brand, Nxera, derived from
‘next era’; two words that herald a new generation of
sustainable, hyper-connected and AI-ready data centres
in this region. We aim to develop and grow the industry’s
most sustainable, next-generation digital assets with
extensive and diverse local and international network
connectivity for high intensity compute and AI workloads.
We are glad to have the support of leading global
investment firm KKR as we scale Nxera to become a
regional platform and leader. With KKR’s commitment
of up to S$1.1 billion for a 20% stake and expertise in data
centres and critical telecommunication infrastructure,
we are able to accelerate our expansion across the Asia
Pacific. Their investment is also a strong endorsement
of Nxera, placing the value of our data centre business
at S$5.5 billion.
Last August, we broke ground on Singapore’s highest
power density, hyper-connected green data centre,
DC Tuas. When operational in early 2026, DC Tuas will
offer 58MW of capacity. With a power usage efficiency of
less than 1.3 at full load, DC Tuas will feature a sustainable
design and build, as well as next-generation liquid cooling
systems. We are also developing partnerships to further
improve water usage effectiveness.
Besides Singapore, we are growing Nxera’s portfolio
with next-generation data centres in Thailand and
Indonesia which will more than double our total
operational capacity from the existing 62MW to over
155MW. We aim to reach more than 200MW in the next
three years and we will be entering new markets such as
Malaysia, and also exploring others in the region.
We strongly believe that digitalisation does not have to
come at the expense of decarbonisation and we intend to
reach net-zero operational emissions by 2028. We will be
the first data centre operator to use sustainable energy
from the grid to reduce our overall carbon footprint. We will
also support our customers in their green transition journey,
working closely with our ecosystem of energy partners to
help them access a suite of carbon offset solutions.
30
Having the right talent is also key to Nxera’s success. We are
partnering with various institutes of higher learning to form
a Regional Sustainable Data Centre Academy through which
we will develop a specially curated sustainable data centre
curriculum to grow the expertise in this field. Industry players
in Singapore and our regional joint ventures can also tap on
this Academy to develop their talent pipelines.
Advancing economies with cutting-edge
connectivity solutions
Our comprehensive network of subsea fibre-optic cables
continues to provide customers with the best country-to-
country connectivity in Asia Pacific. We signed an MOU
with Viettel to plan and develop a submarine cable system
directly connecting Vietnam and Singapore. This cable
system is scheduled to be operational by the second
quarter of 2027. Another noteworthy milestone is the
addition of multi-orbit satellite connectivity solutions to our
comprehensive carrier service portfolio – aimed at ensuring
high reliability, high speed performance and top-tier
quality experiences for our customers. These include the
launch of a new satellite that will go into orbit in mid-
2027, which will be ready for commercial service in early
2028 and the integration of Starlink services. We have
also won multiple contracts to host the gateways of some
geostationary equatorial orbit (GEO) and non-GEO
communications and earth observation satellite operators
to land their traffic in Singapore to connect to the internet
and their public/private cloud service providers.
Driving 5G adoption with industry-leading
Paragon
Paragon, our patented and comprehensive orchestration
platform, continues to gain traction and generate significant
interest among telco operators and enterprises.
Globally, enterprises have been actively embracing 5G
and edge computing. Paragon has been key in driving
this adoption – enabling faster monetisation of 5G
infrastructure and reducing complexities. In the past year,
we have extended Paragon’s footprint to five markets –
Singapore, Thailand, Taiwan, Spain and Indonesia. We
are also working with technology companies to expand
Paragon’s capabilities and network. One such partnership
is with Broadcom to combine the advanced capabilities
of Singtel’s 5G with VMware’s virtualisation, enabling
enterprises to support applications deployed on VMWare
with the Paragon platform.
As more telcos adopt this platform, this allows Paragon
to further scale – which in turn attracts more technology
partners to build more solutions, creating a virtuous
network effect of growth. This is extremely advantageous
to businesses operating in the smart city and telemedicine
domains, as well as automated factories where network
and application proximity is critical to real-time, high-
performance operations.
Investing for growth
We will continue to build on our strong foundation by
innovating and developing new capabilities to achieve
the leadership and sustainability goals we have set for
ourselves across our data centre, carrier businesses as
well as Paragon. Committed to excellence, we strive
to redefine the landscape of digital infrastructure and
services. Our goal is to drive digital economies forward
in innovative and sustainable ways, establishing ourselves
as the undisputed leader in the field.
Bill Chang
Chief Executive Officer, Digital InfraCo
Digital InfraCo was carved out as a new entity and a catalyst for innovation
and economic growth in the region and beyond ... Our goal is to drive
digital economies forward in innovative and sustainable ways,
establishing ourselves as the undisputed leader in the field.
31
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
FY2024 has been an exciting year for NCS. Amid continuing
economic challenges, we achieved a notable revenue
growth of 3.9% (4.5% in constant currency terms) to reach
S$2.84 billion, exceeding industry peers. EBIT rose 31% year-
on-year through concerted efforts by our people to drive
higher operating revenue and strong cost optimisation.
We achieved balanced growth across our businesses – Gov+,
Enterprise and Telco+ Strategic Business Groups. We also
scaled up our global delivery network with a 30% growth
in headcount, enabling industrialised delivery and access
to regional talent, leading to lower cost-to-serve. Having
secured S$3 billion of new bookings, we are on a solid footing.
Our strong performance in FY2024 demonstrates the
consistency of our growth momentum since FY2020. It
is the result of our focus on executing our 3-axis growth
strategy – expanding across Asia Pacific (APAC), doubling
down on government and enterprise sectors, and scaling
up our digital capabilities. We are laying a firm foundation
to realise our vision of becoming a significant, pan-APAC
leader in digital and technology services.
Making an impact across Asia Pacific
NCS is strategically positioned for geographic expansion.
We have been advancing in high-growth markets in the
region to better serve our clients and harness opportunities.
In Australia, we completed the integration of our
acquisitions into One NCS Australia and are now pivoting
to grow our business in large-scale system integration to
better meet our clients’ needs in the market. In Greater
China, we achieved strong double-digit organic growth
in operating revenue and made further inroads through
our Greater Bay New Tech Delivery Centre in Guangzhou,
where we have strengthened our digital innovation
capabilities and delivery services network.
We deepened our collaboration with leading companies
such as Dell, Google Cloud, IBM, Microsoft, Mandiant,
Visa, Globe Group and AI Singapore, enabling us to scale
our regional capabilities and drive greater innovation in
key areas such as generative AI, cyber security and data
insights. We further positioned ourselves at the forefront
of technology and innovation by launching our inaugural
technology forum, NCS Impact, an annual event that
underscores our thought leadership and technological
capabilities in the industry.
Advancing digital innovation
In recent years, we have accelerated the adoption of AI,
cloud and immersive technologies by clients and are leading
the AI market through investments in innovation and
co-creation with governments and enterprises. We have
also been recognised as a leader in the IDC MarketScape:
Asia/Pacific Cloud Professional Services 2023-2024
Vendor Assessment (1).
Our Gov+ Strategic Business Group has been growing steadily
as a trusted innovation partner. We partnered with Amazon
Web Services to develop and pilot an innovative AI solution
for Singapore’s Ministry of Manpower’s (MOM) Contact
Centre, which serves as an intelligent assistant for MOM’s
Contact Centre agents, making it easier for them to address
public queries and manage high call volumes efficiently.
We worked closely with HTX (Home Team Science and
Technology Agency) in harnessing technology to secure and
NCS CEO Review
Becoming a
regional technology
services leader
32
safeguard the nation and citizens of Singapore. An example
is an immersive virtual mission room which allows multiple
agencies to collaborate on operations and investigations,
integrating live video, mapping data, and intelligent
recommendations to provide real-time situational awareness.
NCS NEXT has been driving innovation in digital, data,
cloud and platforms, including harnessing generative AI
to redefine digital experiences for consumers. We
collaborated with the National Gallery of Singapore to
prototype immersive experiences for visitors through
generative AI and augmented reality. Clients have
been tapping into our suite of AI offerings to develop
innovative solutions such as: NCS’ Kai Sense to harness
video intelligence for sensemaking, facilities management
and security; our NEXTgpt to build and test generative AI
applications quickly; and through our partnership with Dell,
our Video-AI-in-a-box solution to ramp up workplace safety.
Our Enterprise Strategic Business Group has co-developed
cutting-edge solutions that enable our banking, capital
markets and insurance clients to transform their customer
experience and simplify regulatory compliance. Working
with clients to improve preventive health and health
information systems, we have helped raise the quality of
patient care. In the telecommunications domain, our Telco+
Strategic Business Group has drawn on the combined
strengths of NCS, Singtel and Optus to enable clients in
APAC to accelerate and strengthen their core businesses by
harnessing cloud, data, generative AI and automation. We
are applying advanced and hyper-localised speech-to-text
models to customer service, enabling clients to raise their
service quality substantially.
To encourage our clients to adopt next-generation
technologies, Tesseract, our innovation showcase in
Singapore, has been conducting experiential workshops
and co-innovation projects with clients in areas such as
generative AI and immersive digital spaces.
Nurturing the next generation of tech talent
People are at the heart of our success. This is why we have
been doubling down on nurturing local tech talent, as
well as reskilling and upskilling our current workforce. We
introduced a new work-study programme, Ignite, for Institute
of Technical Education graduates. This complements similar
NCS programmes for polytechnic and university graduates,
therefore providing a full range of work-study programmes
to develop young talent across different academic levels.
Together with the Infocomm Media Development Authority
and other partners, we have also been training our people in
in-demand areas such as AI, cloud and cyber.
Commitment to our purpose
APAC offers the best growth opportunities for a technology
services company like NCS. The IT services industry in the
APAC region is forecasted to grow the fastest in the world (2).
NCS is well-positioned to harness these opportunities and
we are fully committed to growing in the region. We will
continue to innovate and co-create with clients, focusing on
AI and digital resilience.
As we become a pan-APAC leader in technology services,
we will continue to be driven by our purpose and beliefs.
Partnering with governments and enterprises to harness
technology, we will strive to make tomorrow game-changing
for our communities and businesses in how we live, work,
play and collaborate, and make the extraordinary happen.
Ng Kuo Pin
Chief Executive Officer, NCS
Our strong performance in FY2024 demonstrates the consistency of our
growth momentum since FY2020. It is the result of our focus on executing
our 3-axis growth strategy... We are laying a firm foundation to realise our vision
of becoming a significant, pan-APAC leader in digital and technology services.
Notes:
(1)
IDC, ‘IDC MarketScape: Asia/Pacific Cloud Professional Services 2023-2024 Vendor Assessment’, doc #AP50426623, November 2023.
(2)
Forrester Global IT Services Market Forecast 2023-2028.
33
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
CATALYSING
POSITIVE CHANGE
We embed sustainability into every aspect of our operations, a reflection
of our determination to create a better future. Our new environmental
sustainability strategy, aligned with our refreshed set of Science Based
Targets initiative-validated targets and net-zero goal of 2045, will help
us to leave a better planet behind. We have put in place programmes
to enable communities to benefit from digitalisation and actively shape
an organisational culture where all our people can thrive.
Corporate Governance
Our governance organisation
Audit Committee
Chairman
Gautam Banerjee
3 independent Directors
Key objective
Assist the Board in discharging its statutory and other responsibilities
relating to internal controls and management of financial, operational,
compliance and information technology risks
Corporate Governance and Nominations Committee
Chairman
Gautam Banerjee
4 independent Directors and
1 non-independent Director
Key objectives
Establish and review the profile of Board members, make
recommendations to the Board on the appointment, re-nomination
and retirement of Directors, review Board succession plans, review
the independence of Directors, assist the Board in evaluating the
performance of the Board, Board Committees and Directors, and
develop and review the Company’s corporate governance practices
Executive Resource and Compensation Committee
Chairman
Gail Kelly
4 independent Directors and
1 non-independent Director
Key objectives
Establish the Group remuneration framework, oversee the remuneration
of the Board and Senior Management, review succession planning,
talent management, as well as the Group’s organisation culture and
employee engagement
Finance and Investment Committee
Chairman
Lee Theng Kiat
3 independent Directors and
1 non-independent Director
Key objectives
Provide advisory support on the development of the Group’s overall
strategy, review strategic issues, approve investments and divestments,
review the Group’s Investment and Treasury Policies, evaluate and approve
financing offers and banking facilities, and manage the Group’s liabilities
Risk and Sustainability Committee*
Chairman
Teo Swee Lian
5 independent Directors
Key objectives
Ensure that Management maintains a sound system of risk management
and internal controls to safeguard shareholders’ interests and the Group’s
assets, and determine the nature and extent of the material risks that the
Board is willing to take in achieving the Group’s strategic objectives. Assist
the Board in providing oversight of Singtel Group’s sustainability strategy,
targets, programmes and performance, covering key ESG matters which
represent both risks and opportunities for the business
Technology and Resilience Committee
Chairman
Lim Swee Say
4 independent Directors and
1 non-independent Director
Key objectives
Review the frameworks, policies, strategies and resourcing for the internal
control environment in relation to technology, security and operational
resilience and oversee the related risk exposures, and vulnerabilities with
respect to its information technology and operational technology systems
Group Chief Executive Officer
Yuen Kuan Moon
Key objectives
Manage the Group’s business and implement strategy and policy
Group Management Committee
Group CEO (chairman)
CEO Singtel Singapore
Deputy CEO Singtel Singapore/
CEO Business Development
CEO Digital InfraCo
CEO NCS
CEO Optus
Group Chief Financial Officer
Group Chief Corporate Officer
Group Chief People and
Sustainability Officer
Group Chief Information Officer/
Group Chief Digital Officer
Group Chief Technology Officer
Key objective
Direct Management on operational policies and activities
Chairman
Lee Theng Kiat
Key objective
Responsible for
leadership of the
Board and for creating
conditions for overall
Board, Board Committee
and individual Director
effectiveness
Lead Independent
Director
Gautam Banerjee
Key objective
Serves in a lead
capacity to coordinate
the activities of the
non-executive Directors
in circumstances where
it would be inappropriate
for the Chairman to serve
in such capacity
The Board of Singtel
13 Directors:
11 independent Directors
and 2 non-independent
Directors
Key objective
Create value for
shareholders and
ensure the long-term
success of the Group
* The Risk Committee was
renamed the Risk and
Sustainability Committee
in September 2023.
36
Introduction
Singtel aspires to the highest standards of corporate
governance as we believe that good governance supports
long-term value creation. To this end, Singtel has a set of
well-defined policies and processes in place to enhance
corporate performance and accountability, as well as
protect the interests of stakeholders. The Board of Directors
is responsible for Singtel’s corporate governance standards
and policies, stressing their importance across the Group.
Singtel is listed on the Singapore Exchange Securities Trading
Limited (SGX) and has complied in all material respects
with the principles and provisions in the Singapore Code of
Corporate Governance 2018 (2018 Code). This report sets
out Singtel’s governance organisation and our approach to
corporate governance practices with reference to the 2018
Code and the Practice Guidance to the 2018 Code (Practice
Guidance). Where there are deviations from the principles
and provisions, we have explained our rationale and set
out our practice to uphold the spirit of the 2018 Code.
We provide a summary of our compliance with the express
disclosure requirements in the 2018 Code on pages 76 to 77.
At Singtel, our pursuit of exemplary corporate governance
extends beyond our core operations to the strategic oversight
of our three key subsidiaries, namely NCS Pte. Ltd. (NCS),
Nxera Investment Holdings Pte. Ltd. (Nxera) and Singtel
Optus Pty Limited (Optus). These key subsidiaries are
governed by dedicated subsidiary boards which are integral
components of our governance framework. The boards of
our key subsidiaries maintain distinct responsibilities to
oversee strategic initiatives, monitor performance and
ensure robust governance practices that align with the
Group's objectives.
Board Matters
Role of the Board
The Board aims to create value for shareholders and
ensure the long-term success of the Group by focusing
on the development of the right strategy, business model,
risk appetite, management, succession plan and
compensation framework. It also seeks to align the interests
of the Board and Management with that of shareholders
and balance the interests of all stakeholders. In addition,
the Board sets the tone for the entire organisation where
ethics and values are concerned.
The Board oversees the business affairs of the Group.
It assumes responsibility for the Group’s overall strategic
plans and performance objectives, financial plans and
annual budget, key operational initiatives, major funding
and investment proposals, financial performance reviews,
compliance and accountability systems, and corporate
governance practices. The Board also appoints the Group
CEO, approves policies and guidelines on remuneration
as well as the remuneration for the Board and the Group
Management Committee, and approves the appointment of
Directors. In line with best practices in corporate governance,
the Board also oversees the long-term succession planning
for the Group Management Committee.
Recognition of Singtel’s Commitment to Best Practices in Corporate Governance
Singapore Governance and
Transparency Index 2023
Singapore Corporate
Awards 2023
SIAS Investors’ Choice
Awards 2023
• Ranked 1st
• Best Annual Report (Silver)
• Best Risk Management (Silver)
• Singapore Corporate
Governance Award (Diversity)
• Most Transparent Company
Award (Communications)
• Shareholder Communications
Excellence Award (Big Cap)
37
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
other occasions deemed appropriate. The independent
Directors meet at least once annually.
The Board holds up to six scheduled meetings each year
and may also hold ad hoc meetings as and when warranted
by circumstances. A total of eight Board meetings (including
two ad hoc Board meetings) were held in the financial
year ended 31 March 2024. Attendance at Board or Board
Committee meetings via telephone or video conference is
permitted by Singtel’s Constitution.
Typically, where circumstances permit, one Board
meeting a year is held in Australia, where one of Singtel’s
key subsidiaries, Optus, is located. In addition, where
circumstances permit, the Board makes an overseas trip
annually to a country where the Group has a significant
investment or has an interest in investing, or where
Board members can explore new technology relevant
to the Group’s growth strategy. On such occasions,
the Board may meet with local business leaders and
government officials to help Board members gain greater
insight into those countries. The Board also meets with
Singtel’s partners and key customers in those countries
to develop stronger relationships with such partners and
customers. Board meetings may include presentations
by senior executives and external consultants/experts on
developments in areas relevant to the Group’s business.
This allows the Board to develop a good understanding of
the Group’s businesses and to promote active engagement
with the Group’s partners and key executives.
Annual Strategy Management Workshop
Each year, the Singtel Board and Senior Management
hold a Strategy Management Workshop (SMW). In 2023,
the SMW was held in Sydney on 8 November 2023. The
SMW 2023 was structured around presentations and
facilitated discussions to foster collaborative thinking and
generate new ideas. The discussion agenda for the SMW
2023 focused on the achievements and learnings from the
Strategic Reset initiated in 2021, and the framework and
the key elements to move to the next phase of growth. The
discussions and the Board's guidance laid the foundations
for the next growth plan, which was then further developed
and sharpened, and then launched on 23 May 2024
as “Singtel28”, with particular focus on lifting business
performance and smart capital management to deliver
enhanced customer experiences and sustained value
realisation for shareholders.
All members of the Board and Senior Management team
attended the SMW 2023.
Singtel has established financial authorisation and
approval limits for operating and capital expenditure,
the procurement of goods and services, and the acquisition
and disposal of investments. The Board approves
transactions exceeding certain threshold limits, while
delegating authority for transactions below those limits
to the Board Committees and the Group Management
Committee to optimise operational efficiency.
Material items that require Board approval
• The Group’s strategic plans
• The Group’s annual operating plan and budget
• Full-year and half-year financial results
• Dividend policy and payout
• Issue of shares
• Board succession plans
• Succession plans for Group Management Committee
positions, including appointment of, and compensation
for, Group Management Committee members
• Underlying principles of long-term incentive schemes
for employees
• The Group’s risk appetite and risk tolerance for
different categories of risk, as well as risk strategy
and the policies for management of material risks
• Acquisitions and disposals of investments exceeding
certain material limits
• Capital expenditure exceeding certain material limits
• Interested Person Transactions exceeding certain
limits
• Overall sustainability and climate-related strategies,
including materiality topics and reviews of the progress
and performance of the Group’s Environmental, Social
and Governance (ESG) commitments and strategy
Board meetings
The Board and Board Committees meet regularly to discuss
strategy, operational matters and governance issues. All
Board and Board Committee meetings are scheduled well
in advance of each year in consultation with the Directors.
At each scheduled Board meeting, the Board sets aside
time for discussion without the presence of Management
(except the executive Director) and also sets aside time
for the non-executive Directors to meet without any
executives present. This includes a session led by the
Lead Independent Director, without the Chairman present,
to appraise the Chairman’s performance and on any
Corporate Governance
38
Decisions of Singtel’s Board are generally made by
consensus. Under Singtel’s Constitution, a quorum for
Board meetings is one-third of the Directors for the time
being (or, if their number is not a multiple of three, the
number nearest to but not less than one-third) or two
Directors, whichever is the higher number. Questions
arising at any Board meeting shall be determined by
a majority of votes. In cases of an equality of votes
(except where only two Directors are present and form
the quorum or when only two Directors are competent
to vote on the question in issue), the Chairman of the
meeting shall have a second or casting vote. For significant
issues, the Board convenes meetings to discuss and
deliberate such issues thoroughly, ensuring that critical
decisions benefit from comprehensive input and discussion.
In contrast, administrative or routine matters may be
efficiently resolved via circulating resolutions, provided they
are agreed upon by all Directors in Singapore forming a
quorum, including through approved electronic means.
A record of the Directors’ attendance at Board meetings
during the financial year ended 31 March 2024 is set
out below. Where a Director is unable to attend a Board
meeting, he is provided with the briefing materials and
may discuss issues relating to matters to be tabled at
the Board meeting with the Chairman or the Group CEO.
Directors’ attendance at Board/general meetings during the financial year ended 31 March 2024 (1)
Scheduled
Board Meetings
Ad Hoc
Board Meetings
Independent
Directors’ Meeting
Annual
General Meeting
Meetings
Held
Meetings
Attended
Meetings
Held
Meetings
Attended
Name of Director
Lee Theng Kiat
6
6
2
2
-
✓
Yuen Kuan Moon
6
6
2
2
-
✓
John Arthur
6
6
2
2
✓
✓
Gautam Banerjee
6
6
2
2
✓
✓
Gail Kelly
6
6
2
1
✓
✓
Lim Swee Say
6
6
2
2
✓
✓
Christina Ong
6
6
2
1
✓
✓
Rajeev Suri
6
5
2
2
✓
✓
Tan Tze Gay
6
6
2
2
✓
✓
Teo Swee Lian
6
6
2
2
✓
✓
Wee Siew Kim
6
6
2
2
✓
✓
Yong Hsin Yue
6
6
2
2
✓
✓
Yong Ying-I
6
6
2
2
✓
✓
Bradley Horowitz (2)
2
2
-
-
-
✓
Notes:
(1)
Refers to meetings held/attended while each Director was in office.
(2)
Mr Bradley Horowitz stepped down from the Board following the conclusion of the AGM on 28 July 2023.
39
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Access to information
Prior to each Board meeting, Singtel’s Management
provides the Board with information relevant to matters
on the agenda for the meeting. As far as possible,
such information is provided a week in advance of the
Board meeting. The Board also receives regular reports
pertaining to the operational and financial performance
of the Group, as well as information on developments
relevant to the Group. Such reports enable the Directors
to keep abreast of key issues and developments in the
industry, as well as challenges and opportunities for
the Group.
The Board has separate and independent access to
Senior Management and the Company Secretary at all
times. Procedures are in place for Directors and Board
Committees, where necessary, to seek independent
professional advice, paid for by Singtel.
Director development/training
The Board values ongoing professional development
and recognises that it is important that all Directors
receive regular training to be able to serve effectively on,
and contribute to, the Board. The Board has therefore
adopted a policy on continuous professional development
for Directors. The Chairman and the Group CEO are
responsible for planning and implementing the Board’s
development programme, supported by the Company
Secretary and relevant Singtel Management.
All Directors are encouraged to undergo continual
professional development during their term of appointment
to ensure that they are able to fulfill their obligations and
continually improve the performance of the Board.
Professional development may relate to a particular
subject area, committee membership, or key developments
in Singtel’s environment, market or operations. Directors
are encouraged to consult the Chairman if they consider
that they personally, or the Board as a whole, would
benefit from specific education or training regarding
matters that fall within the responsibility of the Board
or relate to the business of Singtel.
The Board has a structured orientation programme for
new Directors. As part of the programme, all new Directors
appointed to the Board are briefed by the Chairman,
as well as the chairmen of the Board Committees, on
issues relevant to the Board and Board Committees. They
are also briefed by Senior Management on the Group’s
business activities, strategic direction and policies, key
business risks, the regulatory environment in which the
Group operates and governance practices, as well as their
statutory and other duties and responsibilities as Directors.
In addition, Singtel arranges for new Directors to tour
various Singtel facilities, such as the Singtel FutureNow
Innovation Centre and the DC West data centre, to help
familiarise new Directors with the Group’s business.
Directors who have no prior experience as a director of
an issuer listed on the SGX are provided with training
on the roles and responsibilities of a listed issuer in
accordance with the SGX listing rules. The training costs
are borne by Singtel. Singtel also arranges for additional
training conducted by the Singapore Institute of Directors
and the Institute of Singapore Chartered Accountants as
requested by the Directors.
Directors also receive briefings on ESG-related matters,
including specific discussions on overall climate strategy
and targets.
Upon appointment to the Board, each Director receives
a Directors’ Manual, which sets out the Director’s duties
and responsibilities and the Board’s governance policies
and practices. The Directors’ Manual is maintained by
the Company Secretary. In line with best practices in
corporate governance, new Directors also sign a letter
of appointment from the Company stating clearly the
role of the Board and non-executive Directors, the time
commitment that would be expected of the Director
and other relevant matters.
Board composition
The Singtel Board has a strong independent element.
There are 13 Directors on the Board, comprising
11 independent non-executive Directors, one non-
independent non-executive Director and one executive
Director. Non-executive Directors constitute at least
a majority of the Board to prevent undue influence of
Management and to ensure that appropriate checks and
balances are in place. The Board has appointed a Lead
Independent Director. A description of the role of the
Lead Independent Director is set out on page 50. The
profiles of the Directors are set out on pages 12 to 16
and pages 234 to 237. There are no alternate directors
on the Board.
The size and composition of the Board are reviewed
from time to time by the Corporate Governance and
Nominations Committee (CGNC). The CGNC seeks to
ensure that the sizes of the Board and Board Committees
are conducive for effective discussion and decision
making, and that the Board has an appropriate number
Corporate Governance
40
of independent Directors. The CGNC also aims to maintain
a diversity of expertise, skills and attributes among the
Directors. Any potential conflicts of interest are taken
into consideration.
In order to ensure that Singtel continues to be able to meet
the challenges and demands of the markets in which Singtel
operates, the Board is focused on enhancing the diversity
of skills, expertise and perspectives on the Board in a
structured way, by proactively mapping out Singtel’s Board
composition needs over the short and medium term.
Board membership and leadership succession
The CGNC establishes and reviews the profile required of
Board members and makes recommendations to the
Board on the appointment, re-nomination and retirement
of Directors.
In addition to establishing the required profiles for
Board members, the CGNC is also responsible for the
establishment and review of the Board’s succession
plans. These plans are critical to ensuring the continuity
and vitality of our governance framework. The CGNC’s
efforts are complemented by the Executive Resource and
Compensation Committee (ERCC), which periodically
review the succession planning for the Group Management
Committee including the Group CEO, with a formal review
carried out prior to submission of the succession plan to
the Board on an annual basis. If external candidates are to
be considered in the event of the replacement of the
Group CEO, the Chairman of the Board will draw upon
resources from the ERCC and the CGNC and lead a
special process to identify high-calibre individuals
capable of delivering to the Company’s present and future
requirements. This structured approach ensures that both
Board-level and executive management successions are
handled with foresight and strategic alignment, supporting
seamless transitions and sustained leadership effectiveness
across Singtel.
When an existing Director chooses to retire, or is required to
retire from office by rotation, or the need for a new Director
arises, the CGNC reviews the range of expertise, skills and
attributes of the Board and the composition of the Board.
The CGNC then identifies Singtel’s needs and prepares
a shortlist of candidates with the appropriate profile for
nomination or re-nomination.
The CGNC takes factors such as attendance, preparedness,
participation and candour into consideration when
evaluating the past performance (including his or her
performance as an independent Director), commitment,
and contributions of a Director during the Board
recommendation process. However, the re-nomination or
replacement of a Director does not necessarily reflect the
Director’s performance or contributions to the Board. The
CGNC may have to consider the need to position and shape
the Board in line with the evolving needs of Singtel and
the business.
When deciding on the appointment of new Directors to
the Board, the CGNC and the Board consider a variety
of factors, including the core competencies, skills and
experience that are required on the Board and Board
Committees, as well as diversity, independence, conflicts
of interest and time commitments. To find suitable
candidates, the CGNC may utilise multiple channels,
including external search consultants, to ensure a wide
and diverse talent pool.
The selection process is rigorous, with a clear emphasis
on diversity and inclusion. As part of our commitment to
gender diversity, the CGNC ensures that female candidates
are included for consideration whenever a new Director
is sought. The evaluation of potential Directors involves
thorough interviews and reference checks, conducted
prior to a candidate’s endorsement by the CGNC.
Directors must ensure that they are able to give sufficient
time and attention to the affairs of Singtel and, as part of its
review process, the CGNC decides whether or not a Director
is able to do so and whether he has adequately carried
out his duties as a Director of Singtel. The Board has also
adopted an internal guideline that seeks to address the
competing time commitments that may be faced when a
Director holds multiple board appointments. The guideline
provides that, as a general rule, each Director should hold
no more than five directorships in public listed companies.
However, the Board recognises that the individual
circumstances and capacity of each Director differ and
there may be circumstances where a different limit on
board appointments is appropriate. The guideline also
provides that (a) in support of their candidature for
directorship or re-election, Directors are to provide the
CGNC with details of other commitments and an indication
of the time involved; and (b) non-executive Directors
should consult the Chairman or chairman of the CGNC
before accepting any new appointments as Directors.
Based on reviews of participation and contributions during
Board and Board Committee meetings for FY2024, the
CGNC and the Board were satisfied that all Directors,
including those with other directorships and/or other
principal commitments, were able to perform, and had
diligently discharged, their duties on the Board.
41
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Board tenure
In order to ensure Board renewal, the Board has in place
guidelines on the tenure of the Chairman and Directors. The
guidelines provide that Directors are appointed for an initial
term of three years and this may be extended to a second
three-year term. As a general rule, a Director shall step
down from the Board no later than at the Annual General
Meeting (AGM) to be held in his sixth year of service. Where
a Director is not appointed at an AGM, the Director’s term
will be deemed to have commenced on the date of the AGM
immediately following the date on which the Director was
appointed. The CGNC may, in appropriate circumstances,
recommend to the Board that a Director’s term be extended
beyond the second three-year term. For the Chairman, the
same principles apply except that the term is determined
from the point he became the Chairman.
The Company’s Constitution provides that a Director must
retire from office at the third AGM after the Director was
elected or last re-elected.
A retiring Director is eligible for re-election by Singtel
shareholders at the AGM. In addition, a Director appointed
by the Board to fill a casual vacancy or appointed as an
additional Director may only hold office until the next
AGM, at which time he will be eligible for re-election by
shareholders. If at any AGM, fewer than three Directors
would retire pursuant to the requirements set out above,
the additional Directors to retire at that AGM shall be those
who have been longest in office since their last re-election
or appointment. The Group CEO, as a Director, is subject to
the same retirement by rotation, resignation and removal
provisions as the other Directors, and such provisions will
not be subject to any contractual terms that may have been
entered into with the Company. Shareholders are provided
with relevant information in the Annual Report on the
candidates for election or re-election.
For the forthcoming 32nd AGM, the Board, following the
recommendation of the CGNC, has proposed the re-election
of Directors, namely Mr Gautam Banerjee, Mr Lim Swee Say,
Mr Rajeev Suri, Mr Wee Siew Kim and Mr Yuen Kuan Moon,
upon their retirement in accordance with Article 100 of the
Company’s Constitution. Being eligible, the said Directors
have offered themselves for re-election by shareholders.
The CGNC has considered the experience and contributions
of Mr Gautam Banerjee as a long-serving member of the
Board. The CGNC is of the opinion that it is in the Group’s
interests for Mr Banerjee to continue serving on the Board
beyond his sixth year of service, to provide continuity and
insights into the business. Mr Banerjee has served for many
years on the Audit Committee (AC), the CGNC and the Risk
and Sustainability Committee (RSC), allowing Singtel to tap
into his distinguished experience within the finance industry.
As chairman of the AC and CGNC, he plays a pivotal role in
helping Singtel navigate key issues relating to the Group’s
risk exposures and leadership succession. He is also the
Lead Independent Director.
The Board has been notified that Mrs Christina Ong
and Ms Teo Swee Lian wish to step down from the Board
at the forthcoming 32nd AGM. The Board extends its
deepest thanks for their invaluable contributions and
dedicated service.
Board diversity
Singtel is committed to building a diverse, inclusive and
collaborative culture. Singtel recognises and embraces the
benefits of diversity on the Board, and views diversity at the
Board level as essential to supporting the attainment of its
strategic objectives and its sustainable development.
A diverse Board will include and make good use of
differences between the Directors in terms of skills,
experience, background, gender, age, ethnicity and
Corporate Governance
42
other relevant factors. Such diversity allows for different
viewpoints to be represented, encourage richer discussions
amongst the Board and Management and help drive
better outcomes for the Group.
Since 2016, the Board has adopted a Board Diversity
Policy to ensure an appropriate balance of perspectives,
skills and experience on the Board. The Board Diversity
Policy provides that, in reviewing Board composition and
succession planning, the CGNC will consider the benefits
of all aspects of diversity, including diversity of skills,
experience, background, gender, age, ethnicity and other
relevant factors. These differences will be considered in
determining the optimum composition of the Board and,
when possible, should be balanced appropriately. All
Board appointments are made based on merit, in the
context of the skills, experience, independence and
knowledge which the Board as a whole requires to be
effective. Diversity is a key criterion in the instructions to
external search consultants.
The Board’s diversity targets are as follows:
•
Gender diversity: At least 30% of Directors should be
female;
•
Geographic diversity: The Board will include international
Directors (based outside of Singapore) on the Board
to provide expertise and connections in geographical
regions where the Group has operations; and
•
Skills diversity: In view of the size and complexity of the
Group and the business and regulatory environment in
which it operates, Singtel aims to have expertise across
different domain knowledge and functional disciplines
represented on the Board, including expertise in
technology, legal/regulatory, sustainability, audit, risk,
people, investments and public policy.
The Board’s current composition reflects its commitment
to diversity in all the abovementioned areas.
In relation to gender diversity, 46% of the Singtel Board,
or six out of the 13 Board members, are female. The
Board is of the view that gender is an important aspect
of diversity and will strive to ensure that (a) any brief to
external search consultants to identify candidates for
appointment to the Board will include a requirement to
present female candidates; (b) female candidates are
included for consideration by the CGNC whenever it
seeks to identify a new Director for appointment to
the Board; (c) the Board appoints at least one female
Director to the CGNC; and (d) there is significant and
appropriate female representation on the Board,
recognising that the Board’s needs will change over
time taking into account the skills and experience of
the Board.
In relation to geographical diversity, three of Singtel’s
13 Directors, namely, Mr John Arthur, Mrs Gail Kelly
and Mr Rajeev Suri, are based in and have extensive
experience in jurisdictions outside Singapore including
Australia, the United States of America, the United
Kingdom and Europe. The Singapore-based Directors
also have experience with countries outside Singapore,
including countries in the Asia Pacific.
In relation to skills diversity, the current Board comprises
members who are business leaders and professionals with
diverse expertise, experience and backgrounds including
telecommunications, engineering, technology, investment,
banking, finance, accounting/audit, legal, regulatory/
government, public policy and general management.
43
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Corporate Governance
Expertise and Experience Matrix
Strategic
Planning
Organisation
Development
Human
Resources
Finance
Mergers &
Acquisitions
Consumer
Marketing
Technology/
Digital
Legal
Regulatory
Government
ESG/
Sustainability
Non-Profit
Expertise and Experience by Geography
Australia
Indonesia
Singapore
Thailand
Philippines
India
China
Asia Pacific
USA
Independence
Independent,
non-executive
Directors
84%
Non-independent,
non-executive
Director
8%
Executive Director/
Group CEO
8%
Length of
Service
0-3 years
39%
>3-5 years
31%
>5-7 years
15%
>9 years
15%
Gender
Diversity
Male Directors
54%
Female Directors
46%
Age of
Directors
51-55
8%
56-60
31%
61-65
15%
66-70
31%
71-75
15%
77%
62%
69%
46%
54%
23%
54%
31%
54%
54%
31%
15%
46%
31%
85%
31%
15%
31%
31%
15%
23%
44
Directors' independence
The Board, taking into account the views of the CGNC,
assesses the independence of each Director annually, and
as and when circumstances require, in accordance with the
2018 Code. A Director is considered independent if he has
no relationship with the Company, its related corporations,
substantial shareholders or its officers that could interfere
or be reasonably perceived to interfere, with the exercise of
the Director’s independent business judgement in the best
interests of the Company.
The Board considers the existence of relationships or
circumstances, including those identified by the listing rules
of the SGX and the Practice Guidance, that are relevant in
its determination as to whether a Director is independent.
Such relationships or circumstances include the employment
of a Director by the Company or any of its related
corporations during the financial year in question or in
any of the previous three financial years; a Director being
on the Board for an aggregate period of more than nine
years; the acceptance by a Director of any significant
compensation from the Company or any of its subsidiaries
for the provision of services during the financial year
in question or the previous financial year, other than
compensation for board service; and a Director being
related to any organisation to which the Company or any
of its subsidiaries made, or from which the Company or
any of its subsidiaries received, significant payments or
material services during the financial year in question or
the previous financial year.
The CGNC and the Board have assessed the independence
of each of the Directors in FY2024. A summary of the
outcome of that assessment is set out below.
Based on the declarations of independence provided by
the Directors and taking into consideration the guidance
in the 2018 Code, the listing rules and (where relevant)
the Practice Guidance, the Board has determined that
Mr Lee Theng Kiat, Chairman of the Board and Mr Yuen
Kuan Moon, Singtel’s Group CEO are the only non-
independent Directors. All other members of the Board are
considered to be independent Directors. In line with the
Board’s Code of Conduct and Ethics, each of the members
of the CGNC and the Board abstained in respect of the
confirmation of his/her independence status.
Mr Lee Theng Kiat is deemed non-independent given his
previous role as Executive Director of Temasek Holdings
(Private) Limited (Temasek) between April 2019 and
September 2021 and his current roles as a non-executive
Director of Temasek and the Chairman of Temasek
International Pte. Ltd. He is not a nominee of Temasek on
the Singtel Board and does not act for Temasek in respect
of his Board role at Singtel.
Mr John Arthur
Mr John Arthur is a non-executive Director on the boards of
Singtel’s wholly-owned subsidiaries, NCS Pte Ltd (NCS)
and Singtel Optus Pty Limited (Optus) and is Chairman of
Optus’ Audit Committee. He receives directors’ fees from
NCS and Optus.
The Board has considered the conduct of Mr Arthur in the
discharge of his duties and responsibilities as a Director
and is of the view that the abovementioned relationships did
not impair his ability to act with independent judgement in
the discharge of his duties and responsibilities as a Director.
Apart from the relationships stated above, Mr Arthur does
not have any other relationships and is not faced with any
of the circumstances identified in the 2018 Code, the SGX
Listing Manual and the Practice Guidance that may affect
his independent judgement. The Board is of the view that
Mr Arthur has demonstrated independence in the discharge
of his duties and responsibilities as a Director and is
therefore an independent Director. Mr Arthur will recuse
himself from participating in any deliberations of the Board
on any transactions that could potentially give rise to a
conflict of interest.
Mr Gautam Banerjee
Mr Gautam Banerjee is a non-executive independent
Director of GIC Private Limited (GIC), which purchased
IT services from the Singtel Group in the ordinary course
of business. Mr Banerjee’s role in GIC is non-executive in
nature and he is not involved in the day-to-day conduct of
the business of GIC. He was not involved in the process or
approval of the aforementioned transactions, which were
conducted in the ordinary course of business, on arm’s
length basis and based on normal commercial terms and/
or market rates. The services obtained by GIC from, and
payments made by GIC to, the Singtel Group were not
material or significant in the context of the Singtel Group or
GIC for the relevant period.
Mr Banerjee is a non-executive non-independent Director
of Singapore Airlines Limited (SIA). The Singtel Group
provides telecommunications and related services to the
SIA group, and the SIA group provides services to the
Singtel Group. Mr Banerjee's role in SIA is non-executive
in nature and he is not involved the day-to-day conduct
of SIA’s business. He was not involved in the process or
approval of the aforementioned transactions, which were
conducted in the ordinary course of business, on arm’s
length basis and based on normal commercial terms and/
or market rates. The services obtained by the SIA group
from, and payments made by the SIA group to, the Singtel
Group, and the services obtained by the Singtel Group, and
the payments made by the Singtel Group, to the SIA group,
were not material or significant in the context of the Singtel
Group or the SIA group for the relevant period.
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Additional Information
The Board has considered the conduct of Mr Banerjee in
the discharge of his duties and responsibilities as a Director
and is of the view that the relationships set out above did
not impair his ability to act with independent judgement in
the discharge of his duties and responsibilities as a Director.
Apart from the relationships stated above, Mr Banerjee does
not have any other relationships and is not faced with any of
the circumstances identified in the 2018 Code, the SGX Listing
Manual and the Practice Guidance that may affect
his independent judgement. The Board is of the view that
Mr Banerjee has demonstrated independence in the
discharge of his duties and responsibilities as a Director and
is therefore an independent Director. Mr Banerjee will recuse
himself from participating in any deliberations of the Board
on any transactions that could potentially give rise to a
conflict of interest.
Mrs Gail Kelly
Mrs Gail Kelly does not have any of the relationships and is
not faced with any of the circumstances identified in the 2018
Code, the SGX Listing Manual and the Practice Guidance
that could interfere, or be reasonably perceived to interfere,
with the exercise of her independent business judgement in
the best interests of Singtel. The CGNC and the Board are
of the view that Mrs Kelly has demonstrated independence
in the discharge of her duties and responsibilities as a
Director and is therefore an independent Director.
Mr Lim Swee Say
Mr Lim Swee Say is the non-executive Chairman of
NTUC LearningHub Pte. Ltd. (NTUCLH). The Singtel Group
provides services to NTUCLH and NTUCLH provides services
to the Singtel Group. The services obtained by NTUCLH from,
and payments made to, the Singtel Group are not material
or significant in the context of the Singtel Group or NTUCLH
for the relevant period. The services obtained by the Singtel
Group from, and payments made to, NTUCLH are not
material or significant in the context of the Singtel Group
or NTUCLH for the relevant period.
Mr Lim's role in NTUCLH is non-executive in nature and
he was not involved in the process or approval of the
aforementioned transactions. The services provided by the
Singtel Group to NTUCLH and by NTUCLH to the Singtel Group
are conducted in the ordinary course of business, on arm’s
length basis and based on normal commercial terms and/or
market rates.
Mr Lim is the non-executive Chairman of Singtel's wholly-
owned subsidiary, NCS, and receives fees from NCS for
serving in that capacity.
The Board has considered the conduct of Mr Lim in the
discharge of his duties and responsibilities as a Director and
is of the view that the relationships set out above did not
impair his ability to act with independent judgement in the
discharge of his duties and responsibilities as a Director. Apart
from the relationships stated above, Mr Lim does not have
any other relationships and is not faced with any of
the circumstances identified in the 2018 Code, the SGX
Listing Manual and the Practice Guidance that may affect
his independent judgement. The Board is of the view that
Mr Lim has demonstrated independence in the discharge
of his duties and responsibilities as a Director and is
therefore an independent Director. Mr Lim will recuse
himself from participating in any deliberations of the
Board on any transactions that could potentially give
rise to a conflict of interest.
Mrs Christina Ong
Mrs Christina Ong is a partner of Allen & Gledhill LLP (A&G). She
does not hold a 5% or more interest in A&G. A&G provides legal
services to, and receives fees from, the Singtel Group. A&G also
obtains telecommunications and related services from, and
makes payments to, the Singtel Group in the ordinary course of
business. The fees received by A&G from the Singtel Group, and
the services obtained by A&G from, and the payments made by
A&G to, the Singtel Group are not material or significant in the
context of A&G for the relevant period. The services provided
by, and fees paid by the Singtel Group to, A&G, and the services
provided to, and payments received by the Singtel Group from,
A&G are not material or significant in the context of Singtel
Group for the relevant period.
Mrs Ong is a member of Board of the Civil Aviation Authority
of Singapore (CAAS). The CAAS group obtains telco and
telco-related services from, and makes payment to, the
Singtel Group in the ordinary course of business. The services
obtained from, and payments made by the CAAS group
to, the Singtel Group are not material or significant in the
context of the CAAS group for the relevant period.
Mrs Ong is a non-executive independent Director of
Oversea-Chinese Banking Corporation Limited (OCBC). OCBC,
in the normal course of business, obtained telecommunications
and related services from, and made payments to, the Singtel
Group not unlike many organisations in Singapore. The services
provided by the Singtel Group to, and payments received by
the Singtel Group from, OCBC are not material or significant
in the context of the Singtel Group for the relevant period.
OCBC also provides banking services to the Singtel Group and
receives payments from the Singtel Group for these services.
The banking services provided by OCBC and payments made
by the Singtel Group to OCBC are not material or significant in
the context of the Singtel Group for the relevant period.
The Board has considered the conduct of Mrs Ong in the
discharge of her duties and responsibilities as a Director
and is of the view that the relationships set out above did
not impair her ability to act with independent judgement in
the discharge of her duties and responsibilities as a Director.
Apart from the relationships stated above, Mrs Ong does
Corporate Governance
46
not have any other relationships and is not faced with any
of the circumstances identified in the 2018 Code, the SGX
Listing Manual and the Practice Guidance that may affect
her independent judgement. The Board is of the view that
Mrs Ong has demonstrated independence in the discharge
of her duties and responsibilities as a Director and is
therefore an independent Director. Mrs Ong will recuse
herself from participating in any deliberations of the Board
on any transactions that could potentially give rise to a
conflict of interest.
Mr Rajeev Suri
Mr Rajeev Suri does not have any of the relationships and is
not faced with any of the circumstances identified in the 2018
Code, the SGX Listing Manual and the Practice Guidance
that could interfere, or be reasonably perceived to interfere,
with the exercise of his independent business judgement in
the best interests of Singtel. The CGNC and the Board are of
the view that Mr Suri has demonstrated independence in the
discharge of his duties and responsibilities as a Director and
is therefore an independent Director.
Ms Tan Tze Gay
Ms Tan Tze Gay is a partner of Allen & Gledhill LLP (A&G).
She does not hold a 5% or more interest in A&G. A&G
provides legal services to, and receives fees from, the Singtel
Group. A&G also obtains telecommunications and related
services from, and makes payments to, the Singtel Group in
the ordinary course of business. The fees received by A&G
from the Singtel Group, and the services obtained by A&G
from, and the payments made by A&G to, the Singtel Group
are not material or significant in the context of A&G for the
relevant period. The services provided by, and fees paid by
the Singtel Group to, A&G, and the services provided to, and
payments received by the Singtel Group from, A&G are not
material or significant in the context of Singtel Group for the
relevant period.
Ms Tan is a non-executive independent Director of
SIA Engineering Company Limited (SIAEC). The SIAEC group
may have dealings with Singtel in the ordinary course of
business but Ms Tan is not a party to any decision-making in
the business relationship. SIAEC’s transactions with Singtel
are for standard telecommunications services and were
not accorded special or favourable treatment. The services
provided to, and payments received by, the Singtel Group
from the SIAEC group are not material or significant in the
context of the Singtel Group for the relevant period.
The Board has considered the conduct of Ms Tan in the
discharge of her duties and responsibilities as a Director
and is of the view that the relationships set out above did
not impair her ability to act with independent judgement in
the discharge of her duties and responsibilities as a Director.
Apart from the relationships stated above, Ms Tan does not
have any other relationships and is not faced with any of
the circumstances identified in the 2018 Code, the SGX
Listing Manual and the Practice Guidance that may affect
her independent judgement. The Board is of the view that
Ms Tan has demonstrated independence in the discharge of
her duties and responsibilities as a Director and is therefore
an independent Director. Ms Tan will recuse herself from
participating in any deliberations of the Board on any
transactions that could potentially give rise to a conflict
of interest.
Ms Teo Swee Lian
Ms Teo Swee Lian is the non-executive Chairman of
CapitaLand Integrated Commercial Trust Management
Limited (manager of CapitaLand Integrated Commercial
Trust) (CICT). The Singtel Group provides telecommunication
services to CICT and its subsidiaries (CICT Group) and
CapitaLand Investment Limited (CLI) and its subsidiaries
(CLI Group). CLI is a substantial unitholder of CICT. Singtel
is also a tenant in some shopping malls in CICT’s portfolio.
CLI Group also provided campaign management and
marketing services through the CapitaStar app to Singtel.
Ms Teo also serves as an independent non-executive Director
of HSBC Holdings plc (HSBC), with effect from 1 October 2023.
The HSBC group of companies (HSBC Group) provide
banking and related services to the Singtel Group. Ms Teo
served as an independent non-executive director of AIA Group
Ltd (AIA) until 31 August 2023. The Singtel Group provides
telecommunications services to the AIA and its subsidiaries
(AIA Group), and the AIA Group provides insurance services
to the Singtel Group.
Ms Teo’s roles in CICT, HSBC and AIA are/were (in the case
of AIA) non-executive in nature and she was not involved
in the business operations or day-to-day conduct of the
CICT Group, HSBC Group or AIA Group. She was not
involved in the process or approval of the aforementioned
transactions, which were conducted in the ordinary course
of business, on arm’s length basis and based on normal
commercial terms and/or market rates.
In addition to her role in CICT, Ms Teo also serves as a
non-executive Director of an associated company of
Temasek and such associated company’s subsidiary.
Temasek is deemed to be a substantial unitholder of CICT,
through its indirect interest in CLI, and is also a substantial
shareholder of Singtel. Ms Teo’s roles in these corporations
are non-executive in nature and she is not involved in the
day-to-day conduct of the business of those corporations.
She has also confirmed that she is not under any obligation,
whether formal or informal, to act in accordance with the
directions, instructions or wishes of Temasek in relation to
the corporate affairs of Singtel.
The Board has considered the conduct of Ms Teo in the
discharge of her duties and responsibilities as a Director
and is of the view that the relationships set out above did
not impair her ability to act with independent judgement in
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Financials
Additional Information
the discharge of her duties and responsibilities as a Director.
Apart from the relationships stated above, Ms Teo does not
have any other relationships and is not faced with any of
the circumstances identified in the 2018 Code, the SGX
Listing Manual and the Practice Guidance that may affect
her independent judgement. The Board is of the view that
Ms Teo has demonstrated independence in the discharge
of her duties and responsibilities as a Director and is
therefore an independent Director. Ms Teo will recuse herself
from participating in any deliberations of the Board on any
transactions that could potentially give rise to a conflict
of interest.
Mr Wee Siew Kim
Mr Wee Siew Kim is the chairman of the board of Jurong
Port Pte Ltd (JPPL). JPPL purchases services from, and makes
payments to, the Singtel Group in the ordinary course of
business. Mr Wee’s role as chairman of JPPL is non-executive
in nature and he is not involved in the day-to-day conduct
of JPPL’s business. He was not involved in the process or
approval of the aforementioned transactions, which were
conducted in the ordinary course of business, on arm’s
length basis and based on normal commercial terms
and/or market rates. The services obtained by JPPL from,
and payments made by JPPL to, the Singtel Group are not
material or significant in the context of the Singtel Group for
the relevant period.
Mr Wee is a non-executive and independent Director of
SIA Engineering Company Limited (SIAEC). The SIAEC group
may have dealings with Singtel in the ordinary course of
business but Mr Wee is not a party to any decision-making
in the business relationship. SIAEC’s transactions with Singtel
are for standard telecommunications services and were
not accorded special or favourable treatment. The services
provided to, and payments received by, the Singtel Group
from the SIAEC group are not material or significant in the
context of the Singtel Group for the relevant period.
The Board has considered the conduct of Mr Wee in the
discharge of his duties and responsibilities as a Director
and is of the view that the relationships set out above did
not impair his ability to act with independent judgement in
the discharge of his duties and responsibilities as a Director.
Apart from the relationships stated above, Mr Wee does not
have any other relationships and is not faced with any of
the circumstances identified in the 2018 Code, the SGX
Listing Manual and the Practice Guidance that may affect
his independent judgement. The Board is of the view that
Mr Wee has demonstrated independence in the discharge
of his duties and responsibilities as a Director and is
therefore an independent Director. Mr Wee will recuse
himself from participating in any deliberations of the Board
on any transactions that could potentially give rise to a
conflict of interest.
Ms Yong Hsin Yue
Ms Yong Hsin Yue is a Director of KSL Corporate Services
Pte Ltd (KSL). KSL purchases telecommunications services
from, and makes payments to, the Singtel Group in
the ordinary course of business. The payments are for
standard services based on published rates and/or routine
transactions on arm’s length basis. The services obtained by
KSL from, and payments made by KSL to, the Singtel Group
are not material or significant in the context of the Singtel
Group for the relevant period.
The Board has considered the conduct of Ms Yong in the
discharge of her duties and responsibilities as a Director
and is of the view that the relationships set out above did
not impair her ability to act with independent judgement
in the discharge of her duties and responsibilities as a
Director. Apart from the relationships stated above, Ms Yong
does not have any other relationships and is not faced with
any of the circumstances identified in the 2018 Code, the SGX
Listing Manual and the Practice Guidance that may affect
her independent judgement. The Board is of the view that
Ms Yong has demonstrated independence in the discharge
of her duties and responsibilities as a Director and is
therefore an independent Director. Ms Yong will recuse
herself from participating in any deliberations of the Board
on any transactions that could potentially give rise to a
conflict of interest.
Ms Yong Ying-I
Ms Yong Ying-I is the Chairman of the Central Provident
Fund Board (CPFB). CPFB purchases IT services from
Singtel’s subsidiary, NCS Pte. Ltd. CPFB is a Statutory Board
whose procurement of IT services from various vendors
are governed strictly by Government procurement rules for
fairness and effectiveness. Ms Yong’s role as chairman of
CPFB is non-executive in nature and she has no involvement
in CPFB’s procurement decisions. The services obtained by
CPFB from, and payments made by CPFB to, the Singtel
Group are not material or significant in the context of the
Singtel Group for the relevant period.
Ms Yong is a non-executive Director on the board of Singtel’s
majority-owned subsidiary, Nxera Investment Holdings
Pte. Ltd. (Nxera). She receives directors’ fees from Nxera.
The Board has considered the conduct of Ms Yong in the
discharge of her duties and responsibilities as a Director
and is of the view that the relationships set out above did
not impair her ability to act with independent judgement
in the discharge of her duties and responsibilities as a
Director. Apart from the relationships stated above,
Ms Yong does not have any other relationships and is not
faced with any of the circumstances identified in the 2018
Code, the SGX Listing Manual and the Practice Guidance
that may affect her independent judgement. The Board is
Corporate Governance
48
of the view that Ms Yong has demonstrated independence
in the discharge of her duties and responsibilities as
a Director and is therefore an independent Director.
Ms Yong will recuse herself from participating in any
deliberations of the Board on any transactions that could
potentially give rise to a conflict of interest.
Conflicts of interest
Under the Board’s Code of Business Conduct and Ethics,
Directors must avoid situations in which their own personal
or business interests directly or indirectly conflict, or
appear to conflict, with the interests of Singtel. The Code
of Business Conduct and Ethics provides that where a
Director has a conflict of interest, or it appears that he
might have a conflict of interest, in relation to any matter,
he should immediately declare his interest at a meeting
of the Directors or send a written notice to the Company
containing details of his interest and the conflict, and recuse
himself from participating in any discussion and decision
on the matter. Where relevant, the Directors have complied
with the provisions of the Code of Business Conduct and
Ethics, and such compliance has been duly recorded in
the minutes of meeting.
Board performance and evaluation
The Board undertakes a rigorous and formal evaluation of
its performance and that of its committees and individual
Directors each year. The evaluations are overseen by the
CGNC and they enable the Board to identify key strengths
and areas for enhancement, as well as provide insights
on the Board’s culture. For 2024, an independent external
consultant, Willis Towers Watson (WTW), was appointed
to facilitate a comprehensive evaluation. The CGNC
considered WTW, who had undertaken the 2023 evaluation,
to be best placed to reflect on the progress made by
the Board since the last evaluation. The evaluation
involved detailed interviews by WTW to seek qualitative
feedback and insights from each Board member and
Senior Management.
The 2024 evaluation was conducted based on a framework
that focused on the Board’s role in regulatory conformance,
organisational performance and sustainability and future-
proofing. The key themes explored included:
•
the Board’s role in Singtel’s transformation strategy;
•
the Group’s governance structure;
•
the Board’s capabilities for the future of Singtel;
•
the Board’s culture and contributions;
•
the Board Committees and meeting structure; and
•
the relationship between the Board and management.
The findings were evaluated by the consultant and
reported, together with the consultant’s recommendations,
to the CGNC and then the Board. The overall feedback
from the Board and Management was positive, with candid
views that gave valuable insights into the Board’s strengths
as well as ideas to consider for enhancing the Board’s
effectiveness. Key findings included the following:
•
the general view is that the Board is a high functioning
board, with high-calibre directors and a well-balanced
diversity of skills and experience;
•
the Board is active in its oversight of strategy with focus on
supporting management in execution and delivery
of results; and
•
the Board culture is seen by the Board and Management
as being harmonious and respectful with a strong
collegiate culture and healthy diversity of views and
absence of partisanship. The Directors have a high
degree of commitment in the interest of the Company.
As a result of the evaluation and the discussions that
followed, the Board identified areas of particular focus
and related actions:
Focus area
Summary of actions
Group governance
• Continue review of the Group
operating model and focus on
streamlining interaction between
Group and subsidiary boards and
committees
• With the Board’s increasing focus
on sustainability issues, the aim is to
establish a separate Sustainability
Committee (currently part of the
Risk and Sustainability Committee)
that will focus on sustainability
matters, including coordinating the
work of the other Board Committees
on sustainability-related matters
Relationship with
senior management
• Consider a mentor system between
Board members and members of
the Senior Management team
As part of the external Board evaluation, WTW provided
feedback in its report on the performance of the Chairman.
The performance of the GCEO is assessed by the ERCC
and the non-executive Board as part of the yearly
performance evaluation of all employees.
In addition to the annual Board evaluation process, the
contributions and performance of each Director and the
Board Committees are assessed by the CGNC in the
context of its periodic reviews of the composition of the
Board and Board Committees. The Board is also able to
assess the performance of the Board Committees through
their regular reports to the Board on their activities.
In the process, the CGNC and Board are able to identify
areas for improving the effectiveness of the Board and
Board Committees.
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The Chairman works with the Board, the relevant Board
Committees and Management to establish the boundaries
of risk undertaken by the Group and ensure that governance
systems and processes are in place and regularly evaluated.
The Chairman plays a significant leadership role by providing
clear oversight, advice and guidance to the Group CEO and
Management on strategy and the drive to transform Singtel’s
businesses. This involves developing a keen understanding
of the Group’s diverse and complex businesses, the industry,
partners, regulators and competitors.
The Chairman provides support and advice to, and acts
as a sounding board for, the Group CEO, while respecting
executive responsibility. He engages with other members of
the senior leadership regularly.
The Chairman also maintains effective communications
with large shareholders and supports the Group CEO in
engaging with a wide range of other stakeholders such
as partners, governments and regulators where the Group
operates.
Role of the Lead Independent Director
The Lead Independent Director is appointed by the Board
to serve in a lead capacity to coordinate the activities of the
non-executive Directors in circumstances where it would be
inappropriate for the Chairman to serve in such capacity.
He also assists the Chairman and the Board to assure
effective corporate governance in managing the affairs
of the Board and the Company.
The Lead Independent Director serves as Chairman of the
CGNC. The role of the Lead Independent Director includes
meeting with the independent Directors at least annually.
He provides feedback on the meeting(s) to the Board and/
or the Chairman as appropriate. He will also be available to
shareholders if they have concerns relating to matters that
contact through the Chairman, Group CEO or Group CFO
has failed to resolve, or where such contact is inappropriate.
Role of the Company Secretary
The Company Secretary attends all Board meetings and is
accountable directly to the Board, through the Chairman,
on all matters to do with the proper functioning of the
Board, including advising the Board on corporate and
administrative matters, as well as facilitating orientation
and assisting with professional development as required.
She assists the Board in implementing and strengthening
corporate governance policies and processes. The Company
Secretary is the primary point of contact between the
Company and the SGX. The Company Secretary is legally
trained, with experience in legal matters and company
secretarial practices. The appointment and removal of the
Company Secretary is subject to the approval of the Board.
Corporate Governance
Board evaluation process for the financial year ended
31 March 2024
Scoping
• The CGNC discussed potential evaluators and
approved Willis Towers Watson (WTW) as the
evaluator for the financial year ended 31 March 2024
• The scope of the review was discussed with WTW
and approved by the CGNC Chairman
Interviews
• WTW sought feedback, via face to face interviews,
from each Director and Senior Management
Feedback
• WTW provided feedback on the effectiveness of
the Board as a whole, the Board Committees, and
the performance of the Chairman
• The CGNC, and thereafter the Board, discussed
the results of the evaluation and steps to address
the recommendations
The Chairman and the Group CEO
The Chairman of the Board is a non-executive appointment
and is separate from the office of the Group CEO. The
Chairman leads the Board and is responsible for ensuring
the effectiveness of the Board and its governance processes,
while the Group CEO is responsible for implementing the
Group’s strategies and policies, and for conducting the Group’s
business. The Chairman and the Group CEO are not related.
Role of the Chairman
The Chairman is responsible for leadership of the Board
and is pivotal in creating the conditions for overall Board,
Board Committee and individual Director effectiveness,
both inside and outside the boardroom. This includes
setting the agenda of the Board in consultation with the
Directors and the Group CEO, and promoting active
engagement and an open dialogue among the Directors,
as well as between the Board and the Group CEO.
The Chairman ensures that the performance of the Board
is evaluated regularly, and guides the development needs
of the Board. The Chairman leads the evaluation of the
Group CEO’s performance and works with the Group CEO
in overseeing talent management to ensure that robust
succession plans are in place for the senior leadership team.
50
Board and Group Management Committees
The following Board Committees assist the Board in
executing its duties:
•
Audit Committee (AC)
•
Corporate Governance and Nominations Committee (CGNC)
•
Executive Resource and Compensation Committee (ERCC)
•
Finance and Investment Committee (FIC)
•
Risk and Sustainability Committee (RSC)
•
Technology and Resilience Committee (TRC)
Each Board Committee may make decisions on matters
within its terms of reference and applicable limits of
authority. The terms of reference of each Board Committee
are reviewed from time to time, as are the committee
structure and membership. A copy of the terms of reference
for each Board Committee is available on the corporate
governance page of Singtel’s website at www.singtel.com/
about-us/company/corporate-governance.
The selection of Board Committee members requires
careful management to ensure that each Board Committee
comprises Directors with appropriate qualifications
and skills, and that there is an equitable distribution of
responsibilities among Board members. The need to
maximise the effectiveness of the Board, and encourage
active participation and contribution from Board members,
is also taken into consideration.
A record of each Director’s Board Committee memberships
and attendance at Board Committee meetings during the
financial year ended 31 March 2024 is set out on page 56.
Audit Committee
Membership
Gautam Banerjee, committee chairman and independent
non-executive Director
Gail Kelly, independent non-executive Director
Tan Tze Gay, independent non-executive Director
Key Objective
• Assist the Board objectively in discharging its statutory
and other responsibilities relating to internal controls and
management of financial, operational, compliance and
information technology risks
The terms of reference of the AC provide that the AC shall
comprise at least three Directors, all of whom are non-
executive Directors and the majority, including the Chairman,
are independent Directors. At least two members of the AC,
including the AC Chairman, must have recent and relevant
accounting or related financial management expertise or
experience. The Chairman of the AC is not the Chairman of
the Singtel Board. The AC members are not former partners or
directors of KPMG LLP, the external auditor of the Group, and
hold no financial interest in the firm.
The AC has explicit authority to investigate any matter within
its terms of reference, and has full cooperation and access to
Management. It has direct access to the internal and external
auditors, and full discretion to invite any Director or executive
officer to attend its meetings, and reasonable resources to
enable it to discharge its functions. It also has the authority
to review its terms of reference and its own effectiveness
annually and recommend necessary changes to the Board.
The main responsibilities of the AC are to assist the
Board objectively in discharging its statutory and other
responsibilities relating to internal controls, including
information technology controls, financial and accounting
matters, compliance, business and financial risk management.
In the next financial year, with the IFRS Sustainability
Disclosure Standards issued by the International Sustainability
Standards Board (ISSB) taking effect, the AC’s role
and responsibilities are expanded to oversee relevant
sustainability disclosures and the related internal controls.
The AC met four times during the financial year. At these
meetings, the Group CEO, Group CFO, Group Chief
Corporate Officer, Group Financial Controller, Managing
Director (Group Finance), Vice President (Group Financial
Reporting), Group Chief Internal Auditor and the respective
CEOs of the businesses were also in attendance.
The AC reports to the Board on the results of the audits
conducted by the internal and external auditors, the
adequacy of information disclosure, and the effectiveness
of the risk management and internal control. It reviews
the half-yearly and annual financial statements with
Management and the external auditors, as well as the
internal and external auditors’ evaluation of the Group’s
internal controls. The AC also reviews and approves the
annual audit plans for the internal and external auditors.
During the financial year, the AC met with the internal
and external auditors without the presence of
Management quarterly.
With the Singtel Group’s move to adopt a decentralised
operating company-driven structure, Optus has established
the Optus AC to provide oversight on Optus’ financial
reporting, accounting matters, internal controls and activities
by the external and internal auditors. The Optus AC, chaired
by Mr John Arthur (independent non-executive Director of
Singtel), held its inaugural meeting in May 2024 and will
meet quarterly.
51
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Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
External Audit
The AC is responsible for evaluating the cost effectiveness
of external audits, the independence and objectivity of
the external auditors, and the nature and extent of the
non-audit services provided by the external auditors to
ensure that the independence of the external auditors is
not compromised. It also makes recommendations to the
Board on the appointment or re-appointment, remuneration
and terms of engagement of the external auditors.
The external auditors provided regular updates and
periodic briefings to the AC on changes or amendments
to accounting standards to enable the AC members to keep
abreast of such changes and their potential impact on the
financial statements. Directors are also invited to attend
relevant seminars on changes to accounting standards
and related issues, conducted by leading accounting firms.
Internal Audit
The AC approves the Singtel Internal Audit Charter and
reviews the internal audit function for independence
and effectiveness, resource adequacy, including staff
qualifications and experience, and its standing within
Singtel. The AC also reviews the performance of Internal
Audit (IA), including approving decisions relating to
appointment or removal of the Group Chief Internal Auditor
and approving the performance and compensation of
the Group Chief Internal Auditor. Based on this, the AC is
satisfied that the internal audit function is independent,
effective and adequately resourced.
During the financial year, the AC reviewed Management’s
and Singtel IA’s assessment of fraud risk and held discussions
with the external auditors to obtain reasonable assurance
that adequate measures were in place to mitigate fraud risk
exposure in the Group. Annually, the AC reviews the adequacy
of the whistleblower arrangements established by the Group,
through which staff and external parties can confidentially
raise concerns about possible improprieties in financial
reporting or other matters. All whistleblower complaints
were reviewed half-yearly by the AC to ensure independent,
thorough investigations and adequate follow-up.
The AC also reviewed the results of audits conducted by
IA based on the approved audit plan, significant litigation
and fraud investigations, register of interested person
transactions and non-audit services rendered by the
external auditors during the financial year.
Financial reporting and disclosure matters
Following the amendments to Rule 705 of the SGX Listing
Manual on 7 February 2020, the Group adopted half-yearly
announcements of its financial results with effect from
1 April 2020. This is complemented with business updates
for the first quarter and third quarter. The AC reviewed
the half-year and full-year financial statements, and the
business updates of the Group before the announcement
of the Group’s results. In the process, the AC reviewed the key
areas of Management’s estimates and judgement applied for
key financial issues including revenue recognition, impairment
assessment of goodwill, the joint ventures’ and associates’
contingent liabilities, taxation, critical accounting policies and
any other significant matters that might affect the integrity of
the financial statements. The AC also considered the report
from the external auditors, including their findings on the key
areas of audit focus. Significant matters that were discussed
with Management, internal and external auditors have been
included as key audit matters (KAMs) in the Independent
Auditors’ Report for the financial year ended 31 March 2024.
Refer to pages 125 to 130 of this Annual Report.
The AC took into consideration the approach and methodology
applied in the valuation of acquired businesses, as well as the
reasonableness of the estimates and key assumptions used. In
addition to the views from the external auditors, subject matter
experts including external tax specialists and legal experts, were
consulted. The AC concluded that Management’s accounting
treatment and estimates in each of the KAMs were appropriate.
The information included in the Annual Report, excluding the
Financial Statements and Independent Auditors’ Report, was
provided to the external auditors after the Independent Auditors’
Report date. The external auditors have provided a written
confirmation to the AC that they have completed the work in
accordance with SSA 720 (Revised), The Auditor’s Responsibilities
Relating to Other Information, and they have noted no exception.
Corporate Governance and Nominations
Committee
Membership
Gautam Banerjee, committee chairman and independent
non-executive Director
Lee Theng Kiat, non-executive Chairman of the Board
Gail Kelly, independent non-executive Director
Christina Ong, independent non-executive Director
Teo Swee Lian, independent non-executive Director
Key Objectives
• Establish and review the profile of Board members
• Make recommendations to the Board on the
appointment, re-nomination and retirement of Directors
• Review Board succession plans
• Review the independence of Directors
• Assist the Board in evaluating the performance of
the Board, Board Committees and Directors
• Develop and review the Company’s corporate
governance practices, taking into account relevant
local and international developments in the area of
corporate governance
Corporate Governance
52
The terms of reference of the CGNC provide that the CGNC
shall comprise at least three Directors, the majority of
whom, including the Chairman, shall be independent. As
part of its commitment to gender diversity, the Board will
appoint at least one female Director to the CGNC. The Lead
Independent Director serves as the Chairman of the CGNC.
The main activities of the CGNC are described in the
commentaries on “Director development/training”,
“Board composition”, “Board membership and leadership
succession”, “Board tenure”, “Board diversity”, "Directors'
independence" and “Board performance and evaluation”
from pages 40 to 50.
The CGNC met four times during the financial year ended
31 March 2024, and also approved various matters by
written resolution.
Executive Resource and Compensation
Committee
Membership
Gail Kelly, committee chairman and independent
non-executive Director
Lee Theng Kiat, non-executive Chairman of the Board
Rajeev Suri, independent non-executive Director
Tan Tze Gay, independent non-executive Director
Teo Swee Lian, independent non-executive Director
Key Objectives
• Establish the Group remuneration framework
in alignment with the Group’s goals and deliver
sustainable shareholder value
• Oversee the remuneration of the Board and Senior
Management to ensure appropriateness and alignment
with market practice
• Ensure competitive, effective and progressive policies
and practices are in place to attract, develop, motivate
and engage talented executives
• Review succession planning and talent management
to ensure a robust bench strength to drive the current
and future growth of the Group
• Review the Group’s organisation culture and employee
engagement to ensure a healthy culture, high
engagement level and progressive organisation,
underpinned by the Group Purpose and Core Values
The ERCC plays an important role in helping to ensure that
the Group is able to attract, motivate and retain the best
talents through competitive and effective remuneration,
as well as progressive and robust policies to achieve the
Group’s goals and deliver sustainable shareholder value.
The terms of reference of the ERCC provide that the ERCC
shall comprise at least three Directors, all of whom shall
be non-executive and the majority of whom shall be
independent. The ERCC is chaired by an independent
non-executive Director.
The main responsibilities of the ERCC, as delegated by the
Board, are to oversee the remuneration of the Board and
Senior Management. It sets appropriate remuneration
framework and policies, including long-term incentive
schemes, to deliver annual and long-term performance of
the Group.
The ERCC has been tasked by the Board to approve or
recommend to the Board the appointment, promotion and
remuneration of Senior Management. The ERCC reviews the
targets of Senior Management across five broad categories
of Breakthrough, Financial, Operational, People and
Environment, Social and Governance (ESG) at the beginning
of the financial year and assesses the performance against
these targets at the end of the financial year. The ERCC
also recommends the Directors’ compensation for the
Board’s endorsement. Directors’ compensation is subject
to the approval of shareholders at the AGM. The ERCC’s
recommendations cover all aspects of remuneration for
Directors and Senior Management, including but not limited
to Directors’ fees, salaries, allowances, bonuses, options,
share-based incentives, management awards, and
benefits-in-kind.
The ERCC seeks expert advice and views on remuneration
and governance matters from both within and outside
the Group as appropriate. The ERCC draws on a pool of
independent consultants for diversified views and specific
expertise. The ERCC will ensure that existing relationships,
if any, between the Group and its appointed remuneration
consultants will not affect the independence and objectivity
of the remuneration consultants.
The ERCC approves or recommends termination payments,
retirement payments, gratuities, ex-gratia payments,
severance payments and other similar payments to Senior
Management. The ERCC ensures that contracts of service
for Senior Management contain fair and reasonable
termination clauses.
To ensure the Group has a strong and sound leadership
bench strength for the long-term sustainability of the
business, the ERCC conducts the annual Talent & Leadership
Review to ensure appropriate recruitment, development
and succession planning programmes are in place for key
executive roles.
53
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Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
The ERCC reviews the Group’s culture and human capital
health to ensure alignment with long-term people
strategy and sustainable organisational development.
ERCC evaluates the progress of culture building and
transformation, including employee engagement,
Diversity, Equity, Inclusion and Belonging (DEIB), and
employer branding.
The Group CEO, who is not a member of the ERCC, may
attend meetings of the ERCC but does not attend discussions
relating to his own performance and remuneration. Singtel’s
remuneration policy and remuneration for Directors and
Senior Management are discussed in this report from
pages 63 to 76.
The ERCC met five times during the financial year ended
31 March 2024.
Finance and Investment Committee
Membership
Lee Theng Kiat, committee chairman and non-executive
Chairman of the Board
Lim Swee Say, independent non-executive Director
Wee Siew Kim, independent non-executive Director
Yong Hsin Yue, independent non-executive Director
Key Objectives
• Provide advisory support on the development of the
Group’s overall strategy and on strategic issues for the
Singapore and international businesses
• Consider and approve investments and divestments
• Review and approve changes in the Group’s investment
and treasury policies
• Evaluate and approve any financing offers and banking
facilities and manage the Group’s liabilities in line with
the Board’s policies and directives
• Oversee any on-market share repurchases pursuant to
Singtel’s share purchase mandate
The terms of reference of the FIC provide that the FIC shall
comprise at least three Directors, the majority of whom shall
be independent Directors. Membership of the AC and the
FIC is mutually exclusive.
During the year, the FIC reviewed and approved various
investment, acquisition and divestment proposals, the
engagement of advisers for key transactions, and
treasury-related matters, and provided advice and guidance
to Management on such matters.
The FIC met four times during the financial year ended
31 March 2024.
Risk and Sustainability Committee
Membership
Teo Swee Lian, committee chairman and independent
non-executive Director
John Arthur, independent non-executive Director
Gautam Banerjee, independent non-executive Director
Christina Ong, independent non-executive Director
Yong Ying-I, independent non-executive Director
Key Objectives
• Assist the Board in fulfilling its responsibilities in relation
to governance of material risks in the Group’s business,
which include ensuring that Management maintains
a sound system of risk management and internal
controls to safeguard shareholders’ interests and the
Group’s assets, and determining the nature and extent
of the material risks that the Board is willing to take in
achieving the Group’s strategic objectives
• Assist the Board in providing oversight of Singtel Group’s
sustainability strategy, targets, programmes and
performance, covering key ESG matters which represent
both risks and opportunities for the business.
The terms of reference of the RSC, previously known as
the Risk Committee, provide that the RSC shall comprise at
least three members including the chairman, the majority
of whom shall be independent. Members of the RSC are
appointed by the Board, on the recommendation of the
CGNC. There is at least one common member between
the RSC and the AC.
During the year, we revised the terms of reference for the
RSC. The Committee now has an additional mandate to
assist the Board in providing oversight of Singtel Group’s
sustainability matters, including climate, strategy, targets,
programmes and performance, in addition to risk matters.
In relation to Risk, the RSC reviewed the Group’s strategy,
policies, framework, processes and procedures for the
identification, measurement, reporting and mitigation of
material risks in the Group’s business and reported any
significant matters, findings and recommendations in this
regard to the Board. In relation to Sustainability, the RSC
was briefed on the sustainability landscape, and reviewed
the Singtel Group sustainability strategy and sustainability
report structure.
The RSC met three times during the financial year ended
31 March 2024.
Corporate Governance
54
Technology and Resilience Committee
Membership
Lim Swee Say, committee chairman and independent
non-executive Director
Yuen Kuan Moon, executive Director
John Arthur, independent non-executive Director
Rajeev Suri, independent non-executive Director
Teo Swee Lian, independent non-executive Director
Key Objectives
• Oversight of Group’s approach to the review of its
frameworks, policies, strategies and resourcing for the
internal control environment relevant to information,
network and operations technology resilience and
innovation
• Oversee the related risk exposures and vulnerabilities
with respect to its information technology and
operational technology systems
Members of the TRC are appointed by the Board, on the
recommendation of the chairman of the TRC in consultation
with the CGNC.
The TRC provides oversight of the management of technology
and cyber resilience so as to achieve consistency throughout
the Group, through the review of the Group’s strategies,
frameworks, policies and best practices relevant to technology
resilience and its application of them. During the financial
year, the TRC focused on key areas including Cybersecurity,
Technology Infrastructure/Network, Business Continuity and
Innovations, to strengthen and improve the overall technology
resilience across the Group.
The TRC met four times during the financial year ended
31 March 2024.
Group Management Committee
Singtel has a Group Management Committee that comprises
the Group CEO, CEO Singtel Singapore, Deputy CEO Singtel
Singapore/CEO Business Development, CEO Digital InfraCo,
CEO NCS, CEO Optus, Group CFO, Group Chief Corporate
Officer, Group Chief People and Sustainability Officer, Group
Chief Information Officer/Group Chief Digital Officer and
Group Chief Technology Officer.
The Group Management Committee meets once or twice
monthly to review and direct Management on operational
policies and activities.
Key Subsidiary Boards (1)
Singtel’s key subsidiary boards strengthen our governance
framework, ensuring that each subsidiary’s strategic
direction aligns with the Singtel Group’s vision. They play
a pivotal role in steering strategic direction, ensuring
compliance and upholding governance standards across
diverse operational and geographical landscapes.
Additionally, the terms of reference and/or the board
charter of each subsidiary board have been established
to clarify responsibilities and enhance communication
between the subsidiary boards and their management, as
well as with Singtel.
Note:
(1)
The key subsidiaries are NCS Pte. Ltd., Nxera Investment Holdings Pte. Ltd.
and Singtel Optus Pty Limited.
55
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Directors’ Board Committee memberships and attendance at Board Committee meetings during the
financial year ended 31 March 2024 (1)
Audit
Committee
Corporate
Governance and
Nominations
Committee
Executive
Resource and
Compensation
Committee
Finance and
Investment
Committee
Risk and
Sustainability
Committee
Technology
and Resilience
Committee
Meetings
Held
Meetings
Attended
Meetings
Held
Meetings
Attended
Meetings
Held
Meetings
Attended
Meetings
Held
Meetings
Attended
Meetings
Held
Meetings
Attended
Meetings
Held
Meetings
Attended
Name of Director
Lee Theng Kiat
–
–
4
4
5
4
4
4
–
–
–
–
Yuen Kuan Moon (2)
see Note (2) below
4
4
John Arthur (3)
2
2
–
–
–
–
–
–
3
3
4
4
Gautam Banerjee
4
4
4
4
–
–
–
1 (6)
3
3
–
–
Gail Kelly
4
4
4
4
5
5
–
–
–
–
–
–
Lim Swee Say
–
–
–
–
–
–
4
4
–
–
4
4
Christina Ong
–
–
4
3
–
–
–
–
3
3
–
–
Rajeev Suri
–
–
–
–
5
5
–
–
–
–
4
4
Tan Tze Gay (4)
4
4
–
–
3
3
–
–
–
–
–
–
Teo Swee Lian
–
4 (6)
4
3
5
5
–
–
3
3
4
4
Wee Siew Kim
–
–
–
–
–
–
4
3
–
–
–
–
Yong Hsin Yue
–
–
–
–
–
–
4
4
–
–
–
–
Yong Ying-I
–
4 (6)
–
–
–
–
–
–
3
2
–
–
Bradley Horowitz (5)
–
–
–
–
–
–
2
2
–
–
–
–
Notes:
(1)
Refers to meetings held/attended while each Director was in office.
(2)
Mr Yuen Kuan Moon is not a member of the Audit Committee, the Corporate Governance and Nominations Committee, the Executive Resource and
Compensation Committee, the Finance and Investment Committee and the Risk and Sustainability Committee, although he attended meetings of these
Board Committees as appropriate.
(3)
Mr John Arthur ceased to be a member of the Audit Committee with effect from 1 October 2023.
(4)
Ms Tan Tze Gay was appointed to the Executive Resource and Compensation Committee on 23 May 2023.
(5)
Mr Bradley Horowitz stepped down from the Board following the conclusion of the AGM on 28 July 2023.
(6)
The Director attended these meetings at the invitation of the respective Board Committees.
Accountability and Audit
Risk management and internal control
The Board has overall responsibility for the governance
of risk and exercises oversight of the material risks in
the Group’s business. During the financial year ended
31 March 2024, the RSC assisted the Board in the oversight
of the Group’s risk profile and policies, adequacy and
effectiveness of the Group’s risk management system
including the framework and process for the identification
and management of significant risks, and reports to the
Board on material matters, findings and recommendations
pertaining to risk management and sustainability. The AC
provides oversight of the financial reporting risks and the
adequacy and effectiveness of the Group’s internal control
and compliance systems.
The Board has approved a Group Risk Management
Framework for the identification of key risks within the
business. This Framework is aligned with the ISO 31000:2018
Risk Management framework and the Committee of
Sponsoring Organisations of the Treadway Commission
(COSO) Internal Controls Integrated Framework. As part of
our efforts to continuously improve risk management, we
have enhanced our controls assurance environment and
Anti-Bribery and Corruption (ABC) compliance programme.
Corporate Governance
56
Major incidents and violations, if any, are reported to the
Board to facilitate the Board’s oversight of the effectiveness
of crisis management and the adequacy of mitigating
measures taken by Management to address the
underlying risks.
The identification and day-to-day management of risks
rest with Management. Management is responsible for the
effective implementation of risk management strategies,
policies and processes to facilitate the achievement
of business plans and goals within the risk tolerance
established by the Board. Key business risks are proactively
identified, addressed and reviewed on an ongoing basis.
The Risk Management Committee, including relevant
members from the Senior Management team, is responsible
for setting the direction of corporate risk management and
monitoring the implementation of risk management policies
and procedures including the adequacy of the Group’s
insurance programme. The Risk Management Committee
reports to the RSC.
The Board has established a Risk Appetite Statement and
Risk Tolerance Framework to provide guidance to the
Management on key risk parameters. In this financial year,
the Risk Appetite Statement has been expanded to include
tax risks. The significant risks in the Group’s business,
including mitigating measures, were also reviewed by the
RSC on a regular basis and reported to the Board. Risk
registers are maintained by the business and operational
units which identify the key risks facing the Group’s business
and the internal controls in place to manage those risks. The
RSC had reviewed the Group’s risk management framework
during the reporting period and was satisfied that it
continued to be sound.
Internal and external auditors conduct audits that involve
testing the effectiveness of the material internal control
systems within the Group, relating to financial, operational,
compliance and information technology risks. Any
material non-compliance or lapses in internal controls
are reported to the AC, including the remedial measures
recommended to address the risks identified. The AC
also reviews the adequacy and timeliness of the actions
taken by Management in response to the recommendations
made by the internal and external auditors. Control
self-assessments in key areas of the Group’s operations are
conducted by Management on a periodic basis to evaluate
the adequacy and effectiveness of the risk management
and internal control systems, including half-yearly and
annual certifications by Management to the AC and the
Board respectively on the integrity of financial reporting and
the adequacy and effectiveness of the risk management,
internal control and compliance systems.
The Group has put in place a Board Escalation Process
where major incidents and violations including major/
material operational loss events and potential breaches of
laws and regulations by the Company and/or its key officers,
are required to be reported by Management and/or IA to
the Board immediately to facilitate the Board’s oversight
of crisis management and adequacy and effectiveness
of follow-up actions taken by Management. Through this
process, the Board has been kept informed promptly of
any incidents with potential material financial, operational,
compliance and information technology risk impact.
On 8 November 2023, the Optus network in Australia
experienced a national outage affecting consumer fixed
and mobile services and some enterprise and business
services. The Optus team resolved the outage for majority of
services on the same day. Optus management is cooperating
with ongoing regulatory inquiries and investigations related
to the outage and remains committed to continuously
improving the resiliency of its network.
Cyber risk continues to be a key risk that is managed within
the Group. Optus management continues to cooperate with
regulatory investigations and defend proceedings relating
to the September 2022 cyber attack. Optus management
also continues to further enhance its cyber capabilities in
response to the changing threat environment.
The Board has received assurance from the Group CEO and
Group CFO that, as at 31 March 2024, the Group’s financial
records have been properly maintained, the financial
statements give a true and fair view of the Group’s financial
position, operations and performance, and that they are
prepared in accordance with accounting standards.
The Board has also received assurance from the Group CEO,
Group CFO and the other Group Management Committee
members that the Group’s internal controls and risk
management systems were adequate and effective as at
31 March 2024 to address financial, operational, compliance
and information technology risks, which the Group considers
relevant and material to its operations.
Based on the internal controls established and maintained
by the Group, work performed by internal and external
auditors, reviews performed by Management and the
various Board Committees as well as assurances from
members of the Group Management Committee, the
Board, with the concurrence of the AC, is of the opinion
that the Group’s internal controls and risk management
systems were adequate and effective as at 31 March 2024 to
address financial, operational, compliance and information
technology risks, which the Group considers relevant and
material to its operations.
57
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
The systems of risk management and internal control
established by Management provide reasonable, but
not absolute, assurance that Singtel will not be adversely
affected by any event that can be reasonably foreseen as it
strives to achieve its business objectives. However, the Board
also notes that no system of risk management and internal
control can provide absolute assurance in this regard, or
absolute assurance against poor judgement in decision-
making, human error, losses, fraud or other irregularities.
Further details of the Group’s Risk Management Philosophy
and Approach can be found on pages 80 to 91.
External auditor
The Board is responsible for the initial appointment of the
external auditor who is then approved by the shareholders
at Singtel’s AGM. The external auditor holds office until
it is removed or resigns. The AC assesses the external
auditor based on factors such as the effectiveness of the
audit process, resources, independence and objectivity,
and recommends its appointment to the Board. In this
assessment, the AC considers the Audit Quality Indicators
Disclosure Framework issued by the Accounting and
Corporate Regulatory Authority (ACRA) and is guided by
Practice Guidance 10 of the 2018 Code.
Pursuant to the requirements of the SGX, an audit partner
may only be in charge of a maximum of five consecutive
annual audits and may then return after two years. KPMG
has met this requirement. Singtel has complied with Rules
712, 715 and 716 of the SGX Listing Manual in relation to the
appointment of its external auditor.
The AC monitors the performance, objectivity and
independence of the external auditor based on the policies
and approval processes in place regarding the types of
non-audit services that the external auditor can provide to
the Group. The AC has considered the revisions to the Ethics
Pronouncement 100 of the Code of Professional Conduct
and Ethics in the review of the non-audit services provided
by the external auditor during the financial year and the
associated fees. The AC is satisfied that the independence
and objectivity of the external auditor has not been impaired
by the provision of those services. The external auditor has
also provided confirmation of its independence to the AC.
Fees for KPMG services for the
financial year ended 31 March 2024
(S$ Mil)
Audit services
6.2
Non-audit services
(excluding audit-related services)
0.7
Group Internal Audit (IA)
Singtel IA comprises an approved headcount of 68 staff
members, including the Group Chief Internal Auditor and
is independent of the activities it audits. Singtel IA reports
functionally to the AC and administratively to the Group CEO.
It has unfettered access to all records, documents, property
and personnel, including access to the AC when conducting
internal audit reviews and has appropriate standing within
Singtel. Singtel IA adheres to the Singtel Code of Conduct,
is a member of the Singapore chapter of the Institute
of Internal Auditors (IIA) and adopts the International
Standards for the Professional Practice of Internal
Auditing (the IIA Standards) laid down in the International
Professional Practices Framework issued by the IIA.
Singtel IA has a quality assurance and improvement
programme to ensure its audit activities conform to the IIA
Standards and the Code of Ethics. As part of the programme,
internal quality assurance reviews are conducted quarterly
and external quality assurance reviews are performed
at least once every five years by qualified professionals
from an external organisation. The last external quality
assurance review was successfully completed in 2022 and
Singtel IA received the highest rating of “generally conforms”,
continuing to meet or exceed the IIA Standards and the Code
of Ethics in all key aspects.
Singtel IA adopts a risk-based approach to formulating its
annual audit plan, aligning its activities with the Group’s
key strategies and risks. This plan is reviewed and approved
by the AC. Singtel IA’s reviews aim to assist the Board in
promoting sound risk management, robust internal controls
and good corporate governance. It assesses the design and
operating effectiveness of controls governing key business
processes and risks identified in the Group’s overall risk
framework. Singtel IA’s reviews focus on compliance with
Singtel’s policies, procedures and regulatory responsibilities
within the scope of financial and operational, revenue
assurance and information systems reviews.
All significant findings and management’s mitigation
plans from the completed audits are reported to Senior
Management and the AC. Singtel IA monitors the
implementation status of the audit recommendations, and
overdue corrective actions are also reported to the Senior
Management and the AC.
In the past year, Singtel IA has expanded its continuous
auditing capability to include a broader range of use
cases, allowing for more comprehensive risk-based audit
coverage and more timely reporting of irregularities and
follow-up actions. The Data Analytics and Robotics function
within Singtel IA has continued to prioritise upskilling
Corporate Governance
58
the team through targeted training programmes, which
has been instrumental in enhancing risk assessment and
audit execution. In addition, pilot test for insider threat
detection has been initiated, leveraging a combination
of machine learning and rule-based methodologies to
strengthen data analytics initiatives. Embracing Agile
methodologies has been a key driver in elevating Singtel IA’s
performance. Selected teams within Singtel IA have piloted
or implemented Agile ways of working, and Agile playbooks
have been developed to guide broader Agile implementation
drive planned in FY2025, further transforming its work
and stakeholder interactions to increase the value and
contribution of Singtel IA to the Group.
Singtel IA collaborates with Management in its advisory
role to enhance effective risk management, robust internal
control and good governance practices in the development
of new products/services, and in the implementation of
new/enhanced systems and processes. Singtel IA also
partners with the internal audit teams of its regional
associates to promote joint reviews and knowledge sharing.
To ensure that the audits are conducted effectively,
Singtel IA hires qualified professional staff with the
necessary skill sets and experience. Singtel IA provides
training and development opportunities for its staff to
maintain up-to-date and relevant technical expertise.
Shareholder Rights and Engagement
Communication with shareholders
Singtel practices fair, equal and timely dissemination
of material information to shareholders. All material
information is disclosed via SGXNet and uploaded to our
website to enable shareholders to keep abreast of strategic
and operational developments relating to the Group.
Singtel is committed to delivering high standards
of corporate disclosure and transparency in our
communications with shareholders, analysts and other
stakeholders in the investment community, underscored
by our Investor Relations policy available on the Investor
Relations page of Singtel’s website. This policy outlines the
mechanisms through which shareholders can engage with
us, ensuring regular, effective, and fair communication.
It details how shareholders can raise questions and how
responses are managed by Singtel, facilitating a robust
two-way exchange of views. Our policy also describes
scheduled engagement events and interim updates,
enhancing accessibility and ensuring that our stakeholders,
including the Board, Management, and Investor Relations
personnel, are aligned in a coordinated approach to
investor engagement.
Singtel proactively engages shareholders and the
investment community through virtual and in-person
meetings and conference calls. These include group
and one-on-one meetings, investor conferences, global
roadshows and an Investor Day. Please refer to the Investor
Relations section on pages 78 to 79 for more details on
shareholder engagement.
A copy of Singtel’s Constitution is available to shareholders
on the corporate governance page of its website.
Shareholder meetings
The 31st Annual General Meeting (AGM 2023) was held in a
wholly physical format at the Orchid Main Ballroom, Level
4, Sands Expo & Convention Center, 10 Bayfront Avenue,
Singapore 018956 on 28 July 2023. Shareholders of Singtel
participated in the AGM 2023 by attending in person,
submitting questions in advance of or during the AGM 2023
and/or appointing proxy(ies) to attend, speak and vote on
their behalf. Singtel addressed all substantial and relevant
questions submitted by shareholders in advance of the
AGM 2023 by publishing its responses on Singtel’s website
and on SGXNet prior to the AGM 2023. The details of the
arrangements for the AGM 2023 were outlined in Singtel’s
Notice of AGM dated 27 June 2023. The minutes of the AGM
2023, which included the responses to substantial and
relevant questions from shareholders, were published on
Singtel’s website and on SGXNet on 16 August 2023.
The 32nd Annual General Meeting (AGM 2024) to be held
in July 2024 will be held in a wholly physical format. The
arrangements relating to attendance and voting at the
AGM 2024, appointment of proxies, submission of questions
in advance of the AGM 2024, addressing of substantial
and relevant questions at the AGM 2024 and access to
documents, are set out in Singtel’s Notice of AGM dated
1 July 2024.
Singtel strongly encourages and supports shareholder
participation at general meetings. Singtel ensures that the
Notice of AGM is made available to all shareholders with
sufficient time for all shareholders to review the Notice of AGM
and appoint a proxy(ies) to attend the AGM, if they wish. The
Notice of AGM is also advertised in The Straits Times for the
benefit of shareholders. Singtel holds its general meetings
(which are in a physical format) at a central location in
Singapore with convenient access to public transportation.
Under Singtel’s Constitution and pursuant to the Companies
Act 1967, relevant intermediaries (as defined in the Companies
Act 1967) and the Central Provident Fund Board may appoint
more than two proxies. A registered shareholder who is not
a relevant intermediary may appoint up to two proxies.
Singtel’s Constitution currently does not provide for voting in
absentia (such as via mail or email) as the authentication of
shareholder identity and other related security and integrity
issues remain a concern.
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Additional Information
There are separate resolutions at general meetings on
each substantially separate issue and Singtel provides
the necessary information on each resolution to enable
shareholders to exercise their vote on an informed basis. All
resolutions at Singtel’s general meetings are voted on by poll
to better reflect shareholders’ interests and ensure greater
transparency. Singtel appoints an independent external
party as scrutineer for the electronic poll voting process.
Prior to the general meeting, the scrutineer will review the
proxies and the electronic poll voting system, and attends
the proxy verification process, to ensure that the proxy and
poll voting information is compiled correctly. During the
general meeting, the scrutineer attends to ensure that the
polling process is properly carried out. The poll voting results
for each general meeting are presented to the audience
and are promptly filed with SGX and published on Singtel’s
website on the same day as the meeting.
At each AGM, the Group CEO delivers a presentation
to update shareholders on Singtel’s progress over the
past year. Presentation materials are also published
on Singtel’s website and on SGXNet for the benefit of
shareholders. Directors and Senior Management are in
attendance to address queries and concerns about Singtel.
Singtel’s external auditor and counsel also attend to help
address shareholders’ queries relating to the conduct of
the audit and the auditor’s reports, as well as clarify any
points of law, regulation or meeting procedure that may
arise. Directors also take the opportunity to engage with
shareholders before and after the meeting, fostering open
communication. Shareholders are informed of the voting
procedures and rules governing the meeting.
Minutes of the general meetings are published on
Singtel’s website and, where required, on SGXNet, as
soon as practicable after these meetings. These minutes
record substantial and relevant comments or queries
from shareholders relating to the agenda of the meeting,
along with responses from the Chairman, Board members
and Management.
Managing Stakeholder Relationships
Singtel seeks to engage all relevant stakeholders in an
open two-way dialogue and our interactions take place
on a regular basis. By understanding our stakeholders’
needs, interests and concerns, we ensure the relevance
of our sustainability strategy and programmes to deliver
the intended outcome and impact. We undertake a formal
stakeholder engagement exercise, which is facilitated by a
third party at least once every three to five years. Singtel’s
executives are involved in ongoing engagements with these
stakeholders through various channels.
We also engage our stakeholders to validate the impacts
that Singtel’s business operations create on people, the
environment and economy, including human rights. These
impacts are prioritised through the consideration of their
severity, including the potential for remediation of negative
impacts and occurrence of potential impacts. The prioritised
impacts form the final list of material topics upon which
targets, metrics, programmes and progress are reviewed
and approved by the Board, before they are published
annually in Singtel’s Sustainability Report.
Singtel’s approach to stakeholder engagement and
materiality assessment can be found on pages 6 to 7 of
the Sustainability Report 2024.
Other Matters
Securities transactions
Singtel has in place a Securities Transactions Policy, which
provides that Directors and top executive members and
persons who are in attendance at Board and top executive
meetings (Key Officers) should not deal in Singtel securities
during the period commencing one month before the
announcement of the financial statements for the half-year and
full financial year, and ending on the date of the announcement
of the relevant results. The policy also applies during the period
commencing two weeks before the announcement of any
business updates for each of the first and third quarters of the
financial year, and ending on the date of the announcement of
the business updates. In addition, employees who are involved
in the preparation of the Group’s financial statements should
not deal in Singtel securities during the period commencing
six weeks before the announcement of financial results for the
half-year and full financial year and any business updates for
the first and third quarters of the financial year, and ending
on the date of the announcement of the relevant results/
business updates. The policy also provides that any of the
above persons who is privy to any material unpublished
price-sensitive information relating to the Group should not
trade in Singtel securities until the information is appropriately
disseminated to the market, regardless of whether it is during
the abovementioned “closed” periods for trading in Singtel
securities. Singtel will also not undertake any buy-back or
acquisition of its securities during the "closed" periods and at
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60
any time after a price or trade sensitive development has
occurred or has been the subject of a decision until the price
or trade sensitive information has been publicly announced.
The Company Secretary sends regular reminders of the
requirements under the policy and the relevant laws and
regulations to the Directors and Management.
A Director is required to notify Singtel of his interest in Singtel
securities within two business days after (a) the date on which
he becomes a Director; or (b) the date on which he acquires
an interest in Singtel securities. A Director is also required to
notify Singtel of any change in his interests in Singtel securities
within two business days after he becomes aware of such
change. Singtel will file such disclosure with SGX within one
business day of receiving notification from the Director.
The Securities Transactions Policy also discourages trading
on short-term considerations and reminds Directors and
officers of their obligations under insider trading laws.
Directors and officers of the Group wishing to deal in
Singtel securities during a closed period must secure prior
written approval of the Chairman (in the case of Directors
of Singtel), the Lead Independent Director (in the case of
the Chairman) or the Group CEO (in the case of directors of
Singtel subsidiaries and Key Officers). Requests for written
approval must contain a full explanation of the exceptional
circumstances and proposed dealing. If approval is granted,
trading must be undertaken in accordance with the limits
set out in the written approval. Directors are to inform the
Company Secretary before trading in Singtel securities. The
Board is kept informed when a Director trades in Singtel
securities. A summary of Singtel’s Securities Transactions
Policy is available in the Corporate Governance section of
the Singtel corporate website.
Pursuant to the SGX Listing Manual, Singtel has put in place
a policy relating to the maintenance of a list(s) of persons
who are privy to price or trade sensitive information relating
to the Group. Under the policy, persons who are included in
the privy persons lists will be reminded not to trade in Singtel
securities while in possession of unpublished price or trade
sensitive information.
In relation to the shares of other companies, Directors are
prohibited from trading in shares of Singtel’s listed associates
when in possession of unpublished price or trade sensitive
information relating to such associates. Directors are also to
refrain from having any direct or indirect financial interest in
Singtel’s competitors that might or might appear to create a
conflict of interest or affect the decisions Directors make on
behalf of Singtel.
Continuous disclosure
There are formal policies and procedures to ensure that
Singtel complies with its disclosure obligations under the
SGX Listing Manual. A Market Disclosure Committee is
responsible for Singtel’s Market Disclosure Policy. The policy
contains guidelines and procedures for internal reporting
and decision-making with regard to the disclosure of
material information.
No material contracts
Since the end of the previous financial year ended 31 March
2023, no material contracts involving the interest of the
Group CEO, any Director, or the controlling shareholder,
Temasek Holdings (Private) Limited, has been entered into
by Singtel or any of its subsidiaries, and no such contract
subsisted as at 31 March 2024, save as may be disclosed on
SGXNet or herein.
Interested person transactions
Singtel has established policies and procedures to govern
the approval and entry of interested person transactions
(IPT) to ensure they are entered at arm’s length including
comparison against market rates and competitive quotes
where available. Interested person transactions are regularly
reviewed by the AC in accordance with the requirements of
Chapter 9 of the SGX Listing Manual. Where any IPT requires
shareholders’ approval, the interested person will abstain
from voting and the decision will be made by disinterested
shareholders.
Singtel IA regularly reviews the IPT entered into by the Group
to verify the accuracy and completeness of the IPT disclosure
and ensure compliance with the SGX reporting requirements
under Chapter 9 of the SGX Listing Manual. The report is
submitted to the AC for review.
On 25 May 2023, Singtel announced that it had entered into a
conditional power purchase agreement with Sembcorp Power
Pte Ltd (the “PPA”) for the supply of electricity for a ten (10)
year contract period starting 1 October 2023. As Sembcorp
Power Pte Ltd, a wholly-owned subsidiary of Sembcorp
Industries Limited, was an associate of Singtel’s controlling
shareholder Temasek Holdings (Private) Limited, the entry into
the PPA was an IPT as defined under Chapter 9 of the SGX
Listing Manual. Given that the annual contract sum under the
PPA exceeded 5% of the audited consolidated net tangible
61
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Performance
Financials
Additional Information
assets of the Singtel Group as at 31 March 2023, shareholders
approval for the entry into the PPA was sought and obtained
at the 31st Annual General Meeting of Singtel on 28 July 2023.
The AC had sought the opinion of Ernst & Young Corporate
Finance (EYCF) as independent financial advisor in relation to
the PPA. After considering the terms of the PPA as well as the
opinion of EYCF, the AC came to the view that the PPA was on
normal commercial terms and not prejudicial to the interest of
the Company and its minority shareholders.
As part of their onboarding, new Board members disclose
their associates and interests in entities that may transact
with Group entities. These disclosures are updated regularly.
The extent of transactions between the Group and Directors
(including their associates and entities in which they have
an interest) is reviewed by the CGNC in the context of the
annual Directors’ independence review.
The Board has adopted a policy that there should be no
loans to Directors, except for loans to fund expenditure
to defend Directors in legal or regulatory proceedings, as
permitted under the Companies Act 1967. As at 31 March
2024, there was no loan granted to Directors.
Details of IPT entered into by the Group are disclosed in this
Annual Report on page 233.
Codes of conduct and practice
The Board has adopted a Code of Business Conduct and
Ethics as a means to guide the Directors on the areas of
ethical risk, and help nurture an environment where integrity
and accountability are key. The Code of Business Conduct
and Ethics includes the following key principles:
•
Directors must avoid situations in which their own
personal or business interests directly or indirectly
conflict, or appear to conflict with the interests of Singtel;
•
Directors are to exercise due care and maintain the
confidentiality of information entrusted to them by Singtel
or other parties who have business dealings with the
Company; and
•
Directors must at all time act honestly and use
reasonable diligence in the discharge of their duties of
their office.
The Board also has a Directors’ Manual, which sets out
specific Board governance policies and practices and the
Directors’ duties and responsibilities. In addition, Singtel has
a code of internal corporate governance practices, policy
statements and standards (Singtel Code), and makes this
available to Board members as well as employees of the
Group. The principles, policies, standards and practices
in the Code of Business Conduct and Ethics, the Directors’
Manual and the Singtel Code are intended to enhance
investor confidence and rapport, and to ensure that
decision-making is properly carried out in the best interests
of the Group. The Code of Business Conduct and Ethics, the
Directors’ Manual and the Singtel Code are maintained by
the Company Secretary and are provided to Directors when
they are appointed to the Board.
Singtel also has a strict Code of Conduct that applies to all
employees (Employee Code). The Employee Code sets out
principles to guide employees in carrying out their duties
and responsibilities to the highest standards of personal
and corporate integrity when dealing with Singtel, its
competitors, customers, suppliers and the community. The
Employee Code covers areas such as equal opportunity
employment practices, anti-discrimination and workplace
harassment, workplace health and safety, conduct in the
workplace, ethical business conduct when dealing with
external parties, protection of Singtel’s assets, proprietary
information and intellectual property, data protection,
confidentiality and conflicts of interest.
Singtel adopts a zero tolerance approach to bribery and
corruption in any form and this is set out in the Employee
Code as well as the Singtel Group Anti-Bribery and
Corruption Policy (ABC Policy). The Employee Code and
the ABC Policy are posted on Singtel’s internal website
and a summarised version of the Employee Code, as
well as the ABC Policy, are accessible from the Singtel
corporate website. The Employee Code and ABC Policy
are supplemented by various internal procedures and
guidelines in key areas of Gifts & Hospitality, Donations,
Sponsorships, Investigations, Employee Grievance Reporting,
Whistleblowing, etc. which provide clear stipulations to guide
employees in carrying out their daily tasks. In the financial
year ended 31 March 2024, we continue to uplift our ABC
programme and initiatives based on the ABC framework
developed in FY2023. Details can be found on pages 61 to 63
of the Sustainability Report 2024.
Singtel has established an escalation process so that the
Board of Directors, Senior Management, and internal and
external auditors are kept informed of corporate crises in a
timely manner, according to their severity. Such crises may
include violations of the code of conduct and/or applicable
laws and regulations, as well as loss events that have or are
expected to have a significant impact, financial or otherwise,
on the Group’s business and operations.
Corporate Governance
62
Whistleblower policy
Whistleblower reporting is an important channel for
uncovering potential or actual misconduct, fraud,
corruption and other illegal or unethical activities that
affect Singtel. A robust whistleblower process significantly
contributes to strong corporate governance. Singtel’s
whistleblower policy provides safe channels for employees
and external parties to report suspected wrongdoing
without fear of retaliation. The policy specifies authorised
recipients for complaints, including direct reporting lines
to Internal Audit and independent whistleblower hotline
services managed by external service providers, ensuring
both transparency of complaint handling and protection of
whistleblowers.
The policy’s key features are:
•
whistleblowers are encouraged to report their concerns
if they have reasonable grounds for suspicion;
•
employees and other persons making reports will be
treated fairly and, to the extent possible, protected from
reprisal, retaliation and detrimental conduct;
•
whistleblowers can report matters anonymously, but if
they choose to disclose their identity, the policy requires
confidentiality to be maintained at all times to protect
their identity;
•
all complaints will be investigated in an objective
manner by an independent team that has appropriate
skills and knowledge, following a structured process to
ensure proper conduct of investigations;
•
the outcome of each whistleblower investigation and
the follow-up actions taken are reported to the AC; and
•
the adequacy of the whistleblower policy and the
underlying processes are reviewed annually and
reported to the AC for review and approval. The review
includes identifying changes to keep our whistleblower
policy in line with best practices and ongoing
compliance with both current and any upcoming
changes to regulatory requirements.
The whistleblower policy is promoted during staff training
and through periodic communications (such as broadcast
emails and articles on internal communication channels)
to all staff. These initiatives form part of the Group’s
commitment to promote fraud and control awareness,
as well as promoting strong ethical values. In addition,
a summary of the whistleblower policy, including the
reporting mechanisms available to employees and external
parties, is publicly available on Singtel Group company
websites for transparency.
Remuneration Matters
The broad principles that guide the ERCC in its administration
of fees, benefits, remuneration and incentives for the Board of
Directors and Senior Management are set out below.
Remuneration of non-executive Directors
Singtel’s Group CEO is an executive Director and is therefore
remunerated as part of Senior Management. He does not
receive Director’s fees.
The ERCC recommends the non-executive Directors’ fees for
the Board’s endorsement and approval by shareholders. To
ensure that the fees are fair, competitive and appropriate,
the fees are referenced against comparable benchmarks.
Singtel seeks shareholders’ approval at the AGM for
Directors’ fees on a current year basis. The fees are paid on
a half-yearly basis in arrears. No Director can decide his or
her own fees. Directors are reimbursed for out-of-pocket
travelling and accommodation expenses should they need to
travel out of their country or city of residence to attend Board
and Board Committee meetings and other Board events.
Save as mentioned below, there are no retirement benefit
schemes or share-based compensation schemes in place for
non-executive Directors.
Directors are encouraged, but not required, to acquire
Singtel shares each year from the open market until they
hold the equivalent of one year’s fees in shares, and to
continue to hold the equivalent of one year’s fees in shares
while they remain on the Board.
Financial year ended 31 March 2024
For the financial year ended 31 March 2024 (FY2024), the
fees for non-executive Directors comprised a basic retainer
fee, additional fees for appointment to Board Committees
and attendance fees for Board and Board Committee
meetings. The framework for non-executive Directors’ fees
for FY2024 is set out on pages 66 to 67.
There is no employee of the Group who is an immediate
family member of a Director or the Group CEO, and
whose remuneration exceeded S$100,000 during FY2024.
No employee of the Group is a substantial shareholder of
the Company.
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Financials
Additional Information
Directors’ fees paid for the financial year ended 31 March 2024
The aggregate Directors’ fees paid to non-executive Directors for FY2024 was S$3,926,526 (details are set out in the table below).
Name of Director
Director’s Fees
(S$)
Lee Theng Kiat (1)
960,000
John Arthur (2)
280,925
Gautam Banerjee
338,750
Gail Kelly
332,638
Lim Swee Say (3)
270,500
Christina Ong
223,500
Rajeev Suri
278,750
Tan Tze Gay (4)
237,838
Teo Swee Lian
356,250
Wee Siew Kim
187,000
Yong Hsin Yue
196,250
Yong Ying-I (5)
196,500
Bradley Horowitz (6)
67,625
Total
3,926,526
Notes:
(1)
Under the remuneration framework for non-executive Directors for FY2024, the all-in Chairman’s fee was S$1,150,000. However, Mr Lee Theng Kiat
requested to receive, and was paid, the lower amount of S$960,000 in Chairman’s fees for FY2024. He also received car-related benefits (S$16,511)
for FY2024.
(2)
Mr John Arthur ceased to be a member of the Audit Committee with effect from 1 October 2023. In addition to the Director’s fees set out above,
Mr Arthur received fees of S$64,000 from NCS Pte. Ltd. (NCS) and has a fee of S$27,258 payable by Singtel Optus Pty Limited (Optus) for his roles as
a director. Both NCS and Optus are wholly-owned subsidiaries of Singtel.
(3)
In addition to the Director’s fees set out above, Mr Lim received fees of S$452,833 for his roles as: (i) chairman of the Executive Committee of NCS,
from 1 April 2023 to 29 February 2024, and (ii) chairman of the Board of Directors of NCS, from 1 March 2024 to 31 March 2024.
(4)
Ms Tan Tze Gay was appointed to the Executive Resource and Compensation Committee on 23 May 2023.
(5)
In addition to the Director’s fees set out above, Ms Yong received fees of S$23,750 in her capacity as a director of Nxera Investment Holdings Pte. Ltd.,
a subsidiary of Singtel.
(6)
Mr Bradley Horowitz stepped down from the Board following the conclusion of the AGM on 28 July 2023.
Corporate Governance
64
Financial year ending 31 March 2025
For the financial year ending 31 March 2025 (FY2025), it is
proposed that aggregate fees of up to S$4,600,000 (FY2024:
up to S$4,600,000) be paid to Directors. The proposed
remuneration framework for the non-executive Directors
(including the Chairman) for FY2025 remains unchanged
from the framework for FY2024.
Under the remuneration framework for the non-executive
Directors for FY2025, the all-in Chairman’s fee is S$1,150,000.
However Mr Lee Theng Kiat has requested to receive the
lower amount of S$960,000 in Chairman’s fees for FY2025.
Mr Lee also requested to receive, and was paid, the lower
amount of S$960,000 in Chairman’s fees for FY2024.
The proposed all-in Chairman’s fee for FY2025 takes into
account:
•
the significant leadership role played by the Chairman of
the Board, and in providing clear oversight and guidance
to management;
•
the amount of time the Chairman spends on Singtel
matters, including providing input and guidance on
strategy and supporting Management in engaging with
a wide range of other stakeholders such as partners,
governments and regulators, as well as travelling to visit
the Group’s key associates in the region. In this regard,
the Board has agreed with the Chairman that he will
commit a significant proportion of his time to his role as
Chairman of the Board and will manage his other time
commitments accordingly; and
•
comparable benchmarks from Singapore-listed
companies.
The proposed all-in Chairman’s fee will be paid approximately
two-thirds in cash and approximately one-third in Singtel
shares to be delivered in the form of a share award to be
granted under the Singtel Performance Share Plan 2012.
The actual number of shares to be awarded will be
determined by reference to the volume-weighted average
price of a share on the SGX over the 10 trading days
immediately following the date of the 32nd Annual General
Meeting, rounded down to the nearest share. The award will
consist of fully paid shares, with no performance conditions
attached and no vesting periods imposed, but it is currently
intended that there will be a moratorium on the sale of such
shares for a period of up to two years after the grant of the
award. No separate retainer fees, Board Committee fees or
attendance fees will be paid to the Chairman.
The quantum of Directors’ fees for the non-executive
Directors (other than the Chairman) for FY2025 are
calculated based on, among other things, the number of
expected Board and Board Committee meetings and the
number of Directors expected to hold office during that year.
Shareholders’ approval is required for the Directors’ fees
pursuant to the Companies Act 1967 of Singapore and the
Constitution of the Company.
The framework for non-executive Directors' fees for FY2025
is set out on pages 66 to 67.
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Financials
Additional Information
Directors’ fee structure for the financial year ended 31 March 2024 and the proposed structure for the financial year
ending 31 March 2025
FY2024
(S$ per annum)
FY2025 (proposed)
(S$ per annum)
Basic Retainer Fee
Board Chairman (all-in fees)
1,150,000 (1)
1,150,000 (1)
Lead Independent Director
144,000
144,000
Director
120,000
120,000
Audit Committee
Committee chairman
70,000
70,000
Committee member
45,000
45,000
Corporate Governance and Nominations Committee
Committee chairman
45,000
45,000
Committee member
30,000
30,000
Executive Resource and Compensation Committee
Committee chairman
70,000
70,000
Committee member
45,000
45,000
Finance and Investment Committee
Committee chairman
70,000
70,000
Committee member
45,000
45,000
Risk and Sustainability Committee
Committee chairman
70,000
70,000
Committee member
45,000
45,000
Technology and Resilience Committee
Committee chairman
70,000
70,000
Committee member
45,000
45,000
Optus Advisory Committee (2)
Committee chairman
45,000
-
Committee member
30,000
-
Other Committee/Panel
Committee/Panel chairman
45,000
45,000
Committee/Panel member
30,000
30,000
Notes:
(1)
The all-in Chairman’s fee is S$1,150,000. However, Mr Lee Theng Kiat, at his request, was paid the lower amount of S$960,000 in Chairman’s fees for FY2024.
Mr Lee has also requested to receive the lower amount of S$960,000 in Chairman’s fees for FY2025.
(2)
The Optus Advisory Committee was dissolved in August 2023.
Corporate Governance
66
FY2024
FY2025 (proposed)
Attendance fees per meeting
Board
(S$)
Board
Committee
(S$)
Board
(S$)
Board
Committee
(S$)
Teleconference
1,000
500
1,000
500
Home city
2,500
1,250
2,500
1,250
In-region
6,000
3,000
6,000
3,000
Out-region
12,000
6,000
12,000
6,000
Same trip as Board meeting
-
1,250
-
1,250
Remuneration principles
The following are our guiding principles for remuneration of Senior Management.
Alignment with shareholders’ interests
•
Align interests between management and
shareholders
•
Select appropriate performance metrics for
annual and long-term incentive plans to support
business strategies and ongoing enhancement of
shareholder value
•
Allow for performance-related clawback if long-term
sustained performance targets are not met
•
Establish sound and structured funding to ensure
affordability
Pay-for-performance
• Measure performance based on a holistic balanced
scorecard approach, comprising both financial and
non-financial metrics
•
Ensure targets are appropriately set for threshold,
target, stretch and exceptional performance levels
Fair and appropriate
•
Offer competitive packages to attract and retain
highly experienced and talented individuals
•
Link a significant proportion of remuneration to
performance, both on an annual and long-term basis
•
Structure a significant but appropriate proportion of
remuneration to be at risk with symmetric upside
and downside
Effective implementation
•
Ensure the link between performance and
remuneration is clear and the framework is simple
for employees to understand
•
Meet rigorous corporate governance requirements
Remuneration Report
Our remuneration strategy is designed to attract, motivate and retain employees to support our strategy, reinforce our
culture and values and deliver sustainable shareholder value.
67
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Financials
Additional Information
Remuneration governance
The effectiveness of our remuneration strategy is
underpinned by robust governance. The ERCC reviews
remuneration of Senior Management through a process
that considers Group, Operating Companies and individual
performance as well as relevant comparative remuneration
in the market. On an annual basis, the ERCC oversees the
setting of performance measures and targets for variable
incentives, reviews the setting and assessment of each
senior executive's KPIs and proposes the remuneration
of the Senior Management for the Board’s approval. In
determining the remuneration recommendations, ERCC
will consider a range of factors, including but not limited
to internal and external relativity for roles of similar size
and complexity, individual’s performance, contributions and
experience. For the role of Group Chief Internal Auditor,
the chairman of the Audit Committee assesses his
performance and approves his remuneration annually.
Engagement with consultants
During the year, the ERCC appointed an independent
remuneration consultant, Willis Towers Watson, to conduct
a comprehensive review of the overall remuneration
framework to ensure continued relevance to our strategic
business objectives and alignment with market practice.
Arising from the review, we have made some revisions to
the remuneration framework with the objectives of driving
alignment with Singtel Group’s go-forward business
strategies while reinforcing our commitment to deliver
sustainable shareholder value and Environment, Social,
and Governance (ESG) priorities. The Performance Share
Award (PSA) is reintroduced as a variable component in the
remuneration structure for Senior Management. PSA was
suspended for Senior Management from 2021 to 2023 as
they were granted a One-Off Long Term Incentive Award in
2021 designed to support Singtel’s transformation agenda
and enhance alignment with long-term shareholder value
creation. For the PSA, the performance measures selected
are key drivers for shareholder value creation, growth and
capital efficiency and commitment to ESG priorities.
Apart from key revisions introduced, the review showed that
other aspects of our remuneration framework remained
relevant and aligned to market practice.
The ERCC also appointed Willis Towers Watson to conduct
Executive Remuneration Benchmarking for Senior
Management. As part of the study, Willis Towers Watson
benchmarked the Senior Management’s remuneration
against comparable peer groups comprising Singapore-
listed companies as well as regional and global peers in the
relevant industries. A pay-for-performance analysis was also
done to review the correlation between the Group CEO’s
remuneration, key financial results and total shareholder
returns over a five-year period, relative to Singapore-
listed peer companies. Overall, the study found that the
Group CEO’s remuneration is aligned with the company’s
performance relative to peers.
As for the valuation and vesting computation for the
Restricted Share Award and Performance Share Award
grants under the Singtel Performance Share Plan 2012,
the ERCC has engaged Aon Hewitt Singapore Pte Ltd
(Aon Hewitt) for the services.
Willis Towers Watson, Aon Hewitt and their consultants
are independent and not related to the Group or any of
its Directors.
Singtel may, under special circumstances, compensate
senior executive for their past contributions when their
services are no longer needed, in line with market
practice; for example, due to redundancies arising from
reorganisation or restructuring of the Group.
If a senior executive is involved in misconduct or fraud,
resulting in financial loss to the company, the ERCC has the
discretion not to award and to forfeit incentive components
of the individual's remuneration, to the extent that such
award or incentive has not been released or disbursed.
Remuneration framework
Our remuneration framework is designed to incentivise
Senior Management to deliver the Group’s strategic
priorities, reinforce our culture and values and enhance
shareholder value over the medium and long term.
Balanced Scorecard Targets Setting
We use a balanced scorecard approach to measure how
successful we are in serving stakeholders and executing
our short to long-term strategy. Our scorecard comprises
key financial and non-financial performance indicators
(KPIs) in five broad categories: Breakthrough, Financial,
Operational, People and ESG. ESG KPIs have been
established in the balanced scorecard since 2021 to foster
greater accountability and ownership across the company.
For more details on our sustainability goals and initiatives,
please refer to the Group Sustainability Report 2024.
Using a balanced scorecard approach, the KPIs are
determined annually based on alignment to the
longer-term strategic priorities and annual operating
plan. Weightings are allocated to KPIs for each senior
executive to ensure a balanced approach in assessing
individual’s performance and determining the appropriate
remuneration. At the start of each financial year, KPIs
for the Senior Management are endorsed by the ERCC
and approved by the Board.
Corporate Governance
68
Performance Assessment and Remuneration Outcome
At the end of the financial year, the ERCC assesses each
senior executive's performance, taking into consideration
the Group CEO's assessment of his direct reports and the
achievements based on a mix of financial and non-financial
outcomes as per the balanced scorecard. This includes
progress made towards the Group’s strategic priorities,
leadership behaviours and demonstration of the Group’s
core values. Based on these quantitative and qualitative
considerations, the ERCC reviews and recommends the
appropriate performance level for each senior executive
for the Board’s approval.
In relation to the performance assessment, the ERCC also
reviews and recommends the remuneration of Senior
Management for the Board’s approval. In determining the
remuneration recommendations, the ERCC considers a
range of factors, including a broader performance overlay
beyond scorecard measures and benchmarking study by
the appointed independent consultant.
Variable Incentives Targets Setting and Outcomes
Each year, the ERCC reviews and approves the targets and
performance conditions of variable incentive plans, and
evaluates the formulaic outcomes based on the achievement
against predetermined targets and performance conditions.
The ERCC has the discretion to adjust the outcome to ensure
reasonableness and appropriateness and is guided by an
established set of principles in its considerations.
Remuneration Components
Our total remuneration provides an appropriate balance
between fixed and variable components, in line with our
pay-for-performance principle. The remuneration structure
is such that the proportion of the variable components
increases for the more senior levels to reflect their greater
accountabilities and impact on business performance.
In addition, a significant portion of the remuneration of
our Senior Management is delivered in Singtel shares to
ensure that their interests are aligned with shareholders.
For more senior executives, their remuneration structure
has a higher weighting on Performance Share Award (PSA)
to drive the long-term performance for the company and
increase focus on shareholder returns. An overview of
the remuneration components for Senior Management is
indicated in the diagram below.
Total Remuneration
=
Fixed Remuneration
Base Salary
Benefits & Provident/
Superannuation
+
Variable Remuneration
Performance Bonus
Performance Shares
Cash
Bonus
Deferred
Shares
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Performance
Financials
Additional Information
Fixed remuneration
Component
Purpose
Description
Base Salary
Reflect the market
worth of the job
and consider
responsibilities,
competencies and
experience of the
individual.
Approve by the Board based on ERCC’s recommendation and review
annually against:
•
Peers of similar financial size and complexity to the Group and
Operating Companies
•
Internal relativity
•
Individual’s contributions and experience
•
Economic conditions
In Australia, consistent with local market practice, Senior Management
may opt for a portion of their salaries to be received in benefits-in-kind,
such as superannuation contributions and motor vehicles, while
maintaining the same overall cost to the company.
Benefits &
Provident/
Superannuation
Fund
Provisions are in line
with local market
practices and legislative
requirements, and
not directly linked to
performance.
Contribute towards the Singapore Central Provident Fund or the Optus
Superannuation Fund or any other chosen fund, as applicable.
Provide in-company medical scheme, club membership, employee
discounts and other benefits that may incur Australian Fringe Benefits Tax,
where applicable.
Participation in benefits is dependent on the country in which the senior
executive is located. For expatriates located away from home, additional
benefits such as accommodation, children’s education and tax equalisation
may be provided.
Variable remuneration
The variable remuneration for Senior Management comprises performance bonus given in the form of cash bonus and
deferred shares, and performance shares. Details of the components are outlined in the following segments.
Component
Purpose and Description
Performance
Bonus
•
Cash Bonus
•
Deferred Shares
in the form of
Restricted Share
Award (RSA)
•
Reward for performance against annual targets set in the balanced
scorecard for each senior executive.
•
Performance Bonus payout vary based on achievement against Group,
Operating Companies and individual performance targets. It comprises:
(A)
a cash bonus that is paid out annually; and
(B)
deferred shares given in the form of RSA that vest in equal
parts over three years, subject to continued employment with
Singtel Group at the point of vesting. Time-based RSA is given
to encourage retention and drive alignment with shareholder
value creation.
Performance
Shares
Performance Share
Award (PSA)
•
Reinforce the delivery of longer-term performance measures and
achievement of the Group’s strategic ambitions, with a focus on
sustainable shareholder value creation, growth and capital efficiency
and ESG priorities.
•
PSA is subject to performance testing against predetermined stretched
targets. Vesting is conditional on achievement of stretched targets at the
end of a three-year performance period. Performance conditions and
vesting outcomes are reviewed and approved by ERCC annually.
Corporate Governance
70
All shares awards in the form of RSA and PSA are provisionally granted to employees based on performance at the end of
each financial year at the discretion of the ERCC. The number of shares awarded under RSA and PSA is determined using
the valuation of the shares based on a Monte-Carlo simulation.
2024 Performance Share Award (PSA) Performance Measures and Vesting Level:
Arising from the recent review of the remuneration framework, the 2024 PSA performance measures and weightings have
been set to incentivise the delivery of the Group and Operating Companies’ strategic priorities from 1 April 2024 to 31 March
2027. Targets have been set to balance stretch and achievability so that the awards act as an effective incentive for Senior
Management, and incentivise outperformance, aligned to our strategic priorities.
Performance Measures for Singtel Group and Operating Companies:
Performance Measures for
Singtel Group
Weighting
Performance Measures for
Operating Companies
Weighting
Singtel Group’s Absolute Total Shareholder
Return (TSR) measured as a multiple of
Cost of Equity against predetermined targets
60%
Singtel Group’s Absolute Total Shareholder
Return (TSR) measured as a multiple of
Cost of Equity against predetermined targets
20%
Singtel Group’s Return on Invested
Capital (ROIC) achieved against
predetermined targets
20%
Operating Company’s Return on Invested
Capital (ROIC) or Asset Yield achieved against
predetermined targets
60%
Singtel Group’s ESG measures against
predetermined targets
20%
Singtel Group’s ESG measures against
predetermined targets
20%
Vesting Level:
Absolute TSR
Growth and Capital Efficiency
(ROIC or Asset Yield)
ESG Measures
Performance
Vesting Level (1)
Performance
Vesting Level (1)
Performance
Vesting Level (1)
Superior
150%
Superior
150%
Superior
150%
Target
100%
Target
100%
Target
100%
Threshold
50%
Threshold
50%
Threshold
50%
Below Threshold
0%
Below Threshold
0%
Below Threshold
0%
Note:
(1)
For achievement between these performance levels, the percentage of shares that will vest would vary accordingly.
Minimum Shareholding Requirement
To further align the interests of Senior Management with shareholders, they are required to build up and retain at least the
equivalent of two times their annual base salary in shares. The Group CEO is expected to hold at least the equivalent of
three times his annual base salary as shareholding.
Treatment of Awards on Cessation of Employment
Special provisions for vesting and lapsing of awards apply for events such as the termination of employment, misconduct,
retirement and any other events approved by the ERCC. Upon occurrence of any of the events, the ERCC will consider, at its
discretion, whether or not to release any award, and will take into account circumstances on a case-by-case basis, including
(but not limited to) the contributions made by the employee.
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Performance
Financials
Additional Information
Performance share award vesting outcome for the year
Performance conditions for 2021 PSA were tested following the conclusion of the three-year performance period from
1 April 2021 to 31 March 2024. In determining the Singtel Group’s Reported NPAT achievement against predetermined targets,
the ERCC has carefully considered the formulaic outcome and applied discretion on an exceptional basis to exclude the
impact of non-cash impairment provision on the goodwill of Optus for the financial year ended 31 March 2024. Overall, as
performance conditions were partially met, the vesting outcome for 2021 PSA is 52%. Details of the 2021 PSA vesting conditions
and outcomes are outlined in the table below.
2021 PSA
Performance Period: 1 April 2021 to 31 March 2024
KPI Vesting Conditions
Weighting
Vesting Outcome %
Singtel Group’s Absolute Total Shareholder Return achieved against
predetermined targets
60%
0%
Singtel Group’s Reported NPAT achieved against predetermined targets
20%
150%
Singtel Group's ESG measures against predetermined targets
20%
109.9%
Overall outcome
52%
Note:
(1) Senior Management were not granted 2021 PSA.
Separate one-off long-term incentive award to drive transformation
In 2021, a separate long-term incentive (LTI) award with a five-year performance period was introduced. This is a One-Off
LTI Award designed to support Singtel’s transformation agenda, enhance alignment with long-term shareholder value
creation, and to retain and motivate the senior executive team.
For the Senior Management who were granted the One-Off LTI Award in 2021, they were not granted 2021 to 2023 PSA.
Key features of the One-Off LTI Award are outlined below.
Component
Purpose and Description
One-Off LTI Award
•
Support Singtel’s transformation agenda, enhance alignment with long-term shareholder value
creation, and to retain and motivate the senior executive team.
•
Has a five-year performance period (1 April 2021 to 31 March 2026) based on the following
performance measures:
Performance Measure
Weighting
Singtel Group’s five-year Absolute Total Shareholder Return (TSR) measured
as a multiple of Cost of Equity against predetermined targets
80%
Singtel Group’s ESG measures against predetermined targets
20%
•
To incentivise senior executives towards earlier achievement of the five-year targets, this LTI
plan has a milestone vesting feature, where 15% would vest after Year 3 or Year 4 if the five-year
Absolute TSR performance threshold is achieved by then, and another 15% would vest 12 months
later, subject to ERCC’s approval. The milestone vesting is also subject to Singtel’s Absolute TSR
exceeding the combination of the median TSR of the Straits Times Index (50%) and the MSCI
Asia (excluding Japan) Telco Index (50%). The remaining 70% would then be subject to final
performance testing after Year 5 if the milestone vesting has been achieved.
•
Similar to the RSA and PSA, the number of shares awarded is determined using the valuation
of the shares based on a Monte-Carlo Simulation. The performance conditions and targets are
approved by the ERCC. The prevailing treatment of awards on cessation of employment will
continue to apply for this one-off share award.
Corporate Governance
72
One-Off LTI Award Performance Measures and Vesting Level:
Absolute TSR (80%)
ESG Measures (20%)
Performance
Vesting Level (1)
Performance
Vesting Level (1)
Superior
150%
Superior
150%
Target
100%
Target
100%
Threshold
50%
Threshold
–
Below Threshold
0%
Note:
(1)
For achievement between these performance levels, the percentage of shares that will vest would vary accordingly.
Milestone Vesting Outcome for One-Off LTI Award:
Based on the three-year performance period from 1 April 2021 to 31 March 2024, there is no milestone vesting for the One-Off
LTI Award as the Singtel Group's Absolute TSR performance threshold was not met.
Remuneration of key management
For the financial year ended 31 March 2024, there were no termination, retirement and post-employment benefits granted to
Directors and Key Management disclosed herein.
Remuneration of Group CEO
Since assuming the role of Group CEO in January 2021, Yuen Kuan Moon has led the Singtel Group on a three-year strategic
reset to transform the organisation.
For FY2024, the Group has delivered resilient results with underlying net profit up 10% to S$2.26 billion. 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.
New growth engines were identified and scaled in both the ICT and data centre space, with NCS and Nxera expanding into
the region. 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. The Group has raised
S$8 billion in the last three years through its capital recycling programme to fund growth opportunities and return excess
capital to shareholders through the value realisation dividend.
The Group has executed well in championing people and sustainability. With the BIG culture resonating with employees, our
employee engagement reached a record 75%, which puts Singtel on par with companies in the global top quartile based on
Kincentric’s survey. In addition, the Group has invested some S$20 million a year to help employees reskill and upskill for the
digital economy. On the sustainability front, the Group deepened its commitments to climate action, becoming Asia’s first
telco to bring forward its net-zero goal to 2045 and renew its science-based targets with SBTi. Singtel was accorded the top
‘A’ rating by CDP, being the first telco in Southeast Asia to achieve this rating.
Under Yuen Kuan Moon’s leadership, the Group has sharpened its business focus, made significant operational improvements
and executed to a proven capital recycling programme to build a strong foundation to move to its next phase of growth. The
Group has introduced Singtel28, a new growth plan designed to enhance customer experiences and deliver sustained value
realisation for shareholders.
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Governance and Sustainability
Performance
Financials
Additional Information
Breakdown of remuneration for Group CEO for the financial year ended 31 March 2024:
The ERCC and Board have reviewed Yuen Kuan Moon’s performance for the year and approved his remuneration as outlined
below.
Name
Salary (S$)(1)
Cash Bonus (S$)(2)
Benefits (S$)(3)
Total Cash &
Benefits (S$)(4)
Yuen Kuan Moon
1,335,242
1,871,336
76,384
3,282,962
The shares granted, vested and lapsed for Mr Yuen as at 31 March 2024 are as follows:
Restricted Share Award (RSA)(5)
Granted
(no. of shares)
Vested
(no. of shares)
Lapsed
(no. of shares)
Released
Date
(no. of shares)
2021 Awards
170,659
170,659
1-Jun-22
56,887
1-Jun-23
56,886
3-Jun-24
56,886
2022 Awards(6)
908,698
605,799
1-Jun-23
302,900
3-Jun-24
302,899
2-Jun-25
2023 Awards(6)
907,853
302,618
3-Jun-24
302,618
2-Jun-25
1-Jun-26
2024 Awards(6),(8)
874,457
2-Jun-25
1-Jun-26
1-Jun-27
Performance Share Award (PSA)(5)
Granted
(no. of shares)
Vested
(no. of shares)
Lapsed
(no. of shares)
Released
Date
(no. of shares)
2024 Awards(7),(8)
1,226,302
1-Jun-27
One-Off Long Term Incentive Award(5)
Granted
(no. of shares)
Vested
(no. of shares)
Lapsed
(no. of shares)
Released
Date
(no. of shares)
2021 Awards(7)
4,188,482
1-Jun-26
Corporate Governance
74
Notes:
(1)
Salary includes the Provident Fund earned for financial year ended 31 March 2024.
(2)
The Cash Bonus varies according to the actual achievement against Group, Operating Companies and individual performance objectives for the financial
year ended 31 March 2024.
(3) Benefits are stated on the basis of direct costs to the company and include car benefits, flexible benefits and other non-cash benefits such as medical cover
and club membership.
(4) Total Cash & Benefits is the sum of Fixed Remuneration, Provident Fund, Benefits and Cash Bonus awarded for the financial year ended 31 March 2024.
(5) Restricted Share Award (RSA), Performance Share Award (PSA) and One-Off Long Term Incentive Award are subject to the Rules of the Singtel Performance
Share Plan 2012.
(6)
The RSA granted will vest and be released in equal parts over three years, subject to continued employment.
(7)
The vesting of PSA and One-Off Long-Term Incentive Award are conditional upon the achievement of predetermined performance targets over the
respective performance period.
(8)
The RSA and PSA grants made in June 2024 are for performance for the financial year ended 31 March 2024. The per unit fair value of the RSA and PSA
is S$2.140 and S$1.526 respectively.
Remuneration of other key management
Due to the confidentiality and sensitivity on remuneration matters, the Board is of the view that the Group's key management
remuneration shall be disclosed as bands, as indicated in the following table. The Board has considered recommendations
set out in Provision 8.1 of the Corporate Governance Code carefully, and believes that, taken as a whole, the disclosures
provided are meaningful and sufficiently transparent in giving an understanding of remuneration of its key management,
the Company's remuneration policies, level and mix of remuneration, the procedure for determining remuneration and
the linkages between remuneration, performance and value creation. For the financial year ended 31 March 2024, the key
management disclosed herein (who are not Directors or the Group CEO) are Aileen Tan, Anna Yip, Arthur Lang, Bill Chang,
Jorge Fernandes (1), Lim Cheng Cheng, Ng Kuo Pin, Ng Tian Chong (1) and William Woo.
Breakdown of remuneration for other key management for the financial year ended 31 March 2024:
Remuneration Band
(S$)(2)
No. of
Employees
Salary
(%)(3)
Cash Bonus
(%)(4)
Benefits
(%)(5)
Total
Cash & Benefits
(%)(6)
$1,750,001 - $2,000,000
1
48%
49%
3%
100%
$1,500,001 - $1,750,000
1
55%
42%
3%
100%
$1,250,001 - $1,500,000
4
56%
40%
4%
100%
$1,000,001 - $1,250,000
3
52%
41%
7%
100%
Total Aggregate Compensation
$12,604,645
The shares granted for the above executives as at 31 March 2024 are as follows:
Restricted Share Award (RSA) (7)
Granted
(no. of shares)
Released
2024 Awards(8)
2,220,898
2-Jun-25
1-Jun-26
1-Jun-27
Performance Share Award (PSA) (7)
Granted
(no. of shares)
Released
2024 Awards(8)
2,515,889
1-Jun-27
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Financials
Additional Information
Notes:
(1)
Compensation for Ng Tian Chong and Jorge Fernandes is for the period from 1 June 2023 to 31 March 2024.
(2)
Remuneration Bands as indicated do not include the value of awards granted under Singtel Performance Share Plan 2012.
(3) Salary includes the Provident Fund earned for financial year ended 31 March 2024.
(4)
The Cash Bonus varies according to the actual achievement against Group, Operating Companies and individual performance objectives for the financial
year ended 31 March 2024.
(5) Benefits are stated on the basis of direct costs to the company and include car benefits, flexible benefits and other non-cash benefits such as medical cover
and club membership.
(6) Total Cash & Benefits is the sum of Fixed Remuneration, Provident Fund, Benefits and Cash Bonus awarded for the financial year ended 31 March 2024.
(7)
Restricted Share Award (RSA) and Performance Share Award (PSA) are subject to the Rules of the Singtel Performance Share Plan 2012.
The RSA will vest and be released in equal parts over three years, subject to continued employment. The vesting of PSA is conditional upon the achievement
of predetermined performance targets over a three-year performance period.
(8)
The RSA and PSA grants made in June 2024 are for performance for the financial year ended 31 March 2024. The per unit fair value of the RSA is S$2.140.
The per unit fair value of the PSA is S$1.526 (for Singtel Group) and S$1.855 (for Operating Companies).
Summary of disclosures – corporate governance
Rule 710 of the SGX Listing Manual requires Singapore listed companies to describe their corporate governance practices
with specific reference to the 2018 Code in their annual reports. This summary of disclosures describes our corporate
governance practices with specific reference to the express disclosure requirements in the principles and provisions of the
2018 Code.
Key information on each Director in this Annual Report:
•
Pages 12 to 16 – Directors’ independence, appointment dates, Board Committee appointments, etc.
•
Pages 39 and 56 – Directors’ meeting attendance
•
Pages 63 to 67 – Non-executive Directors’ remuneration
•
Pages 73 to 75 – Executive Director's remuneration
•
Pages 234 to 237 – Further Information on Board of Directors
•
Pages 238 to 255 – Additional Information on Directors Seeking Re-election at the Annual General Meeting to be held on
30 July 2024
Principles and provisions of the 2018 Code –
Express disclosure requirements
Page reference in
Singtel Annual Report 2024
Provision 1.2
The induction, training and development provided to new and existing Directors.
Page 40
Provision 1.3
Matters that require Board approval.
Page 38
Provision 1.4
Names of the members of the Board Committees, the terms of reference of the
Board Committees, any delegation of the Board’s authority to make decisions, and a
summary of each Board Committee’s activities.
Pages 51 to 55
Provision 1.5
The number of meetings of the Board and Board Committees held in the year, as well
as the attendance of every Board member at these meetings.
Pages 39 and 56
Provision 2.4
The board diversity policy and progress made towards implementing the board
diversity policy, including objectives.
Pages 42 to 44
Provision 4.3
Process for the selection, appointment and re-appointment of Directors to the Board,
including the criteria used to identify and evaluate potential new directors and
channels used in searching for appropriate candidate.
Pages 41 to 42
Provision 4.4
Where the Board considers a Director to be independent in spite of the existence
of a relationship which may affect his or her independence, the nature of the
Director’s relationship and the reasons for considering him or her as independent
should be disclosed.
Pages 45 to 49
Corporate Governance
76
Principles and provisions of the 2018 Code –
Express disclosure requirements
Page reference in
Singtel Annual Report 2024
Provision 4.5
The listed company directorships and principal commitments of each director, and
where a director holds a significant number of such directorships and commitments,
the NC’s and Board’s reasoned assessment of the ability of the director to diligently
discharge his or her duties are disclosed.
Pages 12 to 16 and
Pages 234 to 237
Provision 5.2
How the assessments of the Board, its Board committees and each Director have been
conducted, including the identity of any facilitator and its connection, if any, with the
Company or any of its Directors.
Pages 49 to 50
Provision 6.4
The engagement of any remuneration consultants and their independence.
Pages 53 and 68
Provision 8
Clear disclosure of remuneration policies, level and mix of remuneration, and
procedure for setting remuneration, and the relationship between remuneration,
performance and value creation.
Pages 67 to 73
Provision 8.1
The policy and criteria for setting remuneration, as well as names, amounts and
breakdown of remuneration of (a) each individual Director and the CEO; and (b) at
least the top five key management personnel (who are not Directors or the CEO) in
bands no wider than S$250,000 and in aggregate the total remuneration paid to
these key management personnel.
For the GCEO and Management:
Pages 67 to 76
For non-executive Directors:
Pages 63 to 67
Provision 8.2
Names and remuneration of employees who are substantial shareholders of the
Company, or are immediate family members of a Director, the CEO or a substantial
shareholder of the Company, and whose remuneration exceeds S$100,000 during the
year, in bands no wider than S$100,000. The disclosure states clearly the employee’s
relationship with the relevant Director or the CEO or substantial shareholder.
Page 63
Provision 8.3
All forms of remuneration and other payments and benefits, paid by the Company
and its subsidiaries to Directors and key management personnel of the Company, and
also discloses details of employee share schemes.
For non-executive Directors:
Pages 63 to 67
For key management personnel:
Pages 67 to 76
For employee share schemes:
Pages 67 to 76
Provision 9.2
Whether the Board has received assurance from (a) the CEO and the CFO that the
financial records have been properly maintained and the financial statements give
true and fair view of the Company’s operations and finances; and (b) the CEO and the
other key management personnel who are responsible, regarding the adequacy and
effectiveness of the Company’s risk management and internal control systems.
Page 57
Provision 10.1
The Company publicly discloses, and clearly communicates to employees, the
existence of a whistleblowing policy and procedures for raising such concerns.
Page 63
Provision 11.3
Directors’ attendance at general meetings of shareholders held during the financial year.
Page 39
Provision 12.1
The steps taken to solicit and understand the views of shareholders.
Pages 59 to 60 and
Pages 78 to 79
Provision 13.2
The strategy and key areas of focus in relation to the management of stakeholder
relationships during the reporting period.
Page 60 and
Pages 92 to 99
77
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Investor Relations
Effective and open communication
channels with the investment community
As we transformed our businesses as part of the strategic
reset, a key focus of our investor communications
programme was to help investors track the progress we
have made across the four pillars of our strategy, from
reinvigorating our core, scaling our growth engines,
reallocating capital, to championing our people and
sustainability. The strategic reset has laid a strong
foundation for us to build on as we embark on Singtel28,
with the Group now primed to deliver growth and sustained
value realisation. We will continue to communicate the new
growth plan and its deliverables in the new year.
During the year, we engaged around 700 investors in more
than 120 virtual and in-person meetings, including group
and one-on-one meetings, investor conferences and global
roadshows. We hosted our annual Investor Day event and
organised tours at NCS’ Tesseract and DC West. This gave
investors a first-hand experience of NCS’ cutting-edge work
in AI and showcased why our data centres are one of the
greenest in the region.
During these engagements, the key topics discussed
included competitive dynamics, improving our operations
in core markets, scaling our growth engines and recycling
capital. Investors were also keen to learn how we plan to
improve total shareholder returns and close the valuation
gap in our shares.
As investors are placing greater emphasis on Environment,
Social and Governance (ESG) considerations in their
investment criteria, we have been having more conversations
about our sustainability strategy, efforts and progress to
aid their investment decisions. This also includes material
issues they have identified such as environmental impact
and climate change, data protection and sustainable
supply chain management. We also hosted our inaugural
sustainability forum which was attended by more than 400
customers, vendors, partners and investors. During the
forum, we unveiled our environmental sustainability strategy,
newly aligned with our evolved environmental ambitions and
refreshed set of SBTi-validated targets.
We continue to nurture and maintain strong links with sell-side
research analysts and are well-covered by close to 20 analysts
based in Singapore, Malaysia, India and the UK, who issue
regular reports. To ensure a two-way flow of information,
Singtel commissioned a survey of investors’ perceptions
to solicit feedback from the investment community on a
range of strategic and topical issues. The survey and regular
monitoring of analyst, industry and media reports, form part
of our holistic approach to gathering feedback and improving
disclosures and investor relation practices.
Retail investors form an important part of our outreach
efforts. This year, we actively participated in events hosted
by local brokerage houses and the Singapore Exchange
(SGX), where we helped both trading representatives and
retail investors understand our business better. The events
were well attended, and attendees found the opportunity
to interact with senior management particularly insightful.
We also leveraged digital channels such as social media
platforms to widen our reach to retail investors.
A Thai Depository Receipt (DR) on Singtel was listed on
the Stock Exchange of Thailand on 1 April 2024, allowing
investors in the Thai market to readily access our shares.
We embarked on a series of investor and media
engagements to drum up interest and understanding of
Singtel’s value proposition for Thai investors. The listing
was well-received on a strong order book and volumes.
We have been a long-term sponsor of the Securities
Investors Association’s (Singapore) (SIAS) Investor
Education Programme and the annual SIAS-Singtel
dialogue provides a regular platform for us to communicate
our strategy and performance with retail shareholders.
Singtel shareholders are entitled to SIAS’ complimentary
associate membership as part of the sponsorship.
To sign up, they can visit our IR website or
https://sias.org.sg/membership/.
Committed to lead in corporate governance,
transparency and investor relations
Good corporate governance plays a vital role in shaping
investor perception of a company’s integrity, transparency,
accountability and efficiency. We keep abreast of the
latest developments and benchmark ourselves against
best practices in key areas such as financial reporting
and disclosure, board structure, shareholder rights
and remuneration.
Singtel is a founding member of SGListCos, an association
for companies listed on the SGX. SGListCos is a thought
leadership and advocacy platform, providing a
representative voice when the SGX needs to sound out
new initiatives or review existing listing requirements.
The platform gave us an opportunity to provide feedback
on the incorporation of International Sustainability
Standards Board (ISSB) standards into SGX’s sustainability
reporting rules.
78
IR Calendar of Events
MAY 2023
• Citi Pan-Asia Regional Investor Conference 2023, Singapore
• Non-deal Equity Roadshows, Singapore
• UBS OneAsean Conference 2023, Singapore
• Investor briefing: 5G & DC
JUN 2023
• UBS Future-Now APAC Conference 2023, Singapore
• Non-deal Equity Roadshows, United Kingdom and Europe
JUL 2023
• 31st Annual General Meeting, Singapore
AUG 2023
• Singtel Investor Day, Singapore
• Singtel Explorer Tour, Singapore
SEP 2023
• Investor briefing: KKR’s 20% investment stake
in Singtel’s regional data centre business
• Non-deal Equity Roadshows, United States
OCT 2023
• Non-deal Equity Roadshows, Hong Kong
NOV 2023
• Morgan Stanley Asia Pacific Summit 2023, Singapore
• Non-deal Equity Roadshows, Singapore
• Investor briefing: Optus update
JAN 2024
• BofA ASEAN Conference 2024, Singapore
• SIAS Corporate Connect
MAR 2024
• UBS OneASEAN Summit 2024, Singapore
• Macquarie Invest ASEAN Conference 2024, Australia
• DBSV Pulse of Asia Conference 2024, Singapore
• Maybank Thai Depository Receipt
Singtel strongly encourages and supports shareholder
participation at general meetings. More details can
be found in the Corporate Governance section on
pages 36 to 77.
The Singtel IR website is the primary source of
corporate information, financial data and significant
business developments for both bond and equity
investors. It contains a wealth of investor-related
information on Singtel, including announcements
to SGX, investor presentations, financial results,
annual reports, dividend policy and information for
bond investors. The IR team’s contact details are
also listed on the website for investor queries. All
material announcements are made available on the
IR website immediately after they are released to the
SGX to ensure fair, equal and prompt dissemination of
information. In addition, we constantly review the level
of disclosure to align it with global best practices and
reflect new business developments.
During our half-yearly earnings announcements,
we provide extensive information, including detailed
financial statements, management discussion and
analyses and presentation slides. Our management
responds to questions from investors and analysts
over an investor briefing on the day of the results
announcement, with a transcript of the investor briefing
posted on the Singtel IR website on the next workday.
Apart from half-yearly financial results announcements,
Singtel publishes business updates, which include
key operating and financial metrics, to keep investors
informed about the performance of different business
segments and regional associates. The IR team also
endeavours to respond to shareholders’ queries
within a week.
Shareholder information
As of March 2024, Temasek Holdings (Private) Limited
remained our largest shareholder, with 52% of
issued share capital. Other Singapore shareholders
held approximately 10%. In terms of geographical
distribution, the US/Canada and Europe accounted for
approximately 13% and 8% of issued shares respectively.
79
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Risk management supports the Group’s strategic decision
making and business strategy, focused on risks and
opportunities relevant to the Group’s objectives. Our risk
management framework sets out the governance structure
for managing risks, our risk philosophy, appetite, and
tolerance levels, as well as our risk management approach.
It is designed to enable the Group to comprehensively
identify, assess, and prioritise risks. This in turn allows us to
capitalise on emerging opportunities and proactively mitigate
potential impacts. We also seek continuous improvement and
refinement of our risk management process and practices
and embrace digitalisation and data analytics to stay ahead
in an ever-changing business landscape fraught with a
multitude of risks.
Beyond the framework and process, we believe that risk
management is the collective responsibility for every employee
of our organisation. Through extensive training, transparent
communication, and encouragement of risk-conscious
behaviours, we foster a culture where every employee is
empowered to recognise and address risks in real-time,
strengthening our overall resilience and adaptability.
The Board
•
Instils culture and approach for risk governance
• Provides oversight of risk management systems and internal controls
• Reviews key risks and mitigation plans
• Determines risk appetite and tolerance
• Monitors exposure
Risk Management Committee
•
Reviews risk assessments carried out by the business units
• Reviews and assesses risk management systems and tools
• Reviews efficiency and effectiveness of mitigation and coverage of risk exposures
Risk and Sustainability
Committee
•
Reviews and recommends risk
strategy and policies
• Oversees design,
implementation and monitoring
of internal controls
• Reviews adequacy and
effectiveness of the Group’s risk
framework
• Monitors the implementation
of risk mitigation plans
• Monitors the implementation
of sustainability programmes
Technology and Resilience
Committee
•
Oversees frameworks, policies,
strategies, and resourcing for
the internal control environment
relating to technology, security
and operational resilience
• Oversees related risk exposures,
and procedures with respect
to its information technology
systems, including privacy,
network security and data
retention and security
• Investments in support of the
strategies including innovation,
application, and infrastructure
architecture
• Adopts best practices in
innovation, technology control
and resiliency frameworks
Audit Committee
•
Reviews adequacy and
effectiveness of the Group’s
internal control framework
• Oversees financial reporting
risk for the Group
• Oversees internal and external
audit processes
• Monitors exposure
Risk Management Philosophy and Approach
Risk Management Governance Structure
Our risk management governance structure is designed to support the Group's proactive risk management and foster a culture
of accountability and continuous improvement.
80
Risk Philosophy
Our risk philosophy and risk management approach are based on three key principles:
Risk-centric culture
•
Set the appropriate tone at
the top
• Promote awareness, ownership,
and proactive management of
key risks
• Promote accountability
Strong corporate
governance structure
• Promote good corporate
governance
• Provide proper segregation
of duties
• Clearly define risk-taking
responsibility and authority
• Promote ownership and
accountability for risk-taking
Proactive risk
management process
• Robust processes and systems
to identify, quantify, monitor,
mitigate and manage risks
• Benchmark against global
best practices
Risk Appetite
The Board has approved the following risk appetite statement:
•
The Group is committed to delivering value to our shareholders through sustained profitable growth. However,
we shall not compromise our integrity, values, and reputation by risking brand damage, service delivery standards,
severe network disruption or non-compliance with legislative requirements, including relevant regulatory and
tax laws.
• The Group will defend our market leadership position in Singapore and strengthen our market position in Australia
and in the Pacific through our regional associates. We will continue to pursue business expansion in the emerging
markets, including acquiring controlling stakes in the associates and actively managing the risks.
•
The Group is prepared to take measured risks to seek new growth in the digital space by providing global platforms
and enablers, targeted at a global footprint, while leveraging our current scale and core strengths.
• The Group targets an investment grade credit rating and dividend payout policy consistent with our stated dividend
policy and guidance.
Risk Management Process
The effectiveness of our risk management policies and
processes is reviewed on a regular basis and, where
necessary, improved. The risk management processes
facilitate the alignment of our strategy and annual
operating plan with the management of key risks. Our
key risk management activities include identification,
assessment, prioritisation, mitigation, controls, monitoring,
communication, and review. Further, we are also focused
on scenario planning, business continuity management,
disaster recovery management, and crisis management.
The CEOs of our Operating Companies (OpCos)
submit an annual report on the key risks, controls, and
indicators for their respective OpCos to the Risk and
Sustainability Committee (RSC) for their concurrence.
Our Group CEO and Group CFO, with assurance from
the Management Committee members, provide an
annual written certification to the Board confirming the
integrity of financial reporting and the efficiency and
effectiveness of the risk management, internal control,
and compliance systems.
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Business Reviews
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Performance
Financials
Additional Information
The following represent the key risks for the Group:
•
Macro Events
• Regulatory, Compliance, and Legal
•
Market and Competition
• Network/DC Infrastructure
•
Information Technology and Cyber Security
• Financial Management
•
Vendor and Supply Chain
• Human Resources
• Environmental Sustainability
•
Ventures, Mergers, Acquisitions, and Partnerships
Macro Events
Weakened Global Outlook
The global credit and equity markets have experienced
substantial dislocations, liquidity disruptions and market
corrections. These and other related events have had a
significant impact on economic growth and demand for
telecommunications, IT, digital and other related services
overall. Higher costs of living may result in reduced
discretionary spending on such services in the consumer
segment. The Group’s planning and management review
processes include keeping abreast of economic and
market developments; periodic monitoring of budgets
and expenditures to optimise the allocation and structure
of capital among its various businesses. We continue
to implement cost management and transformation
programmes to drive improvements in cost structures and
changes in the business model.
Geopolitical Events
Adverse geopolitical developments (e.g., Russia-Ukraine
war, Israel-Hamas war, US-China tension) could further
weaken global economic activity. They could also result in
significant impact to our businesses, such as supply chain
disruption and sanctions. We remain vigilant in monitoring
these developments and in proactively addressing any
risks. The Group will disclose any sanctions violation to SGX,
and other relevant authorities as required, in a timely and
accurate manner.
Increases in Energy Costs
Disruptions in trade and surging fuel prices could impact the
operating costs of our power infrastructure, facilities, and
data centres. We continue to engage energy consultants and
employ hedging strategies to reduce the impact of rising
energy prices on our businesses. Of note, we have signed
a 10-year fuel oil indexed power purchase agreement,
which will provide a more stable energy price to support
the Group’s current and future energy needs amidst the
energy market instability. The agreement also offers us the
opportunity to tap on additional existing solar resources to
support our green journey. We are also exploring energy-
efficient solutions and adopting energy-saving measures,
such as harnessing on-site solar energy through installation
of solar photovoltaic systems.
The Group’s Internal Audit (IA) function carries out reviews
and internal control advisory activities aligned to the
key risks in our businesses. This provides independent
assurance to the Audit Committee (AC) on the adequacy
and effectiveness of our risk management, financial
reporting processes, and internal control and compliance
systems. External auditors also review our material internal
controls, to the extent of the scope in their audit plans.
Any material non-compliance and internal control
weaknesses, together with their recommendations to
address them, are reported to the AC. Our Management,
with the assistance of Singtel IA, follows up on the auditors’
recommendations as part of their role in reviewing our
system of internal controls.
The above are in place with the intent to provide
reasonable, but not absolute, assurance against material
misstatements or loss, as well as to ensure the safeguarding
of assets, maintenance of proper accounting records,
reliability of financial information, compliance with
applicable legislation, regulations and best practices, and
the identification and management of business risks.
Risk Factors
The Group is subject to numerous risks, any one of which
could adversely affect our reputation, financial performance,
and operations. These risks vary widely and we aim to
mitigate the exposure through appropriate risk management
strategies and internal controls.
Risk Management Philosophy and Approach
82
Regulatory, Compliance, and Legal
Regulatory Risks
Our businesses depend on licences issued by government
authorities. Failure to meet regulatory requirements could
result in fines or other sanctions including, ultimately, the
revocation of licences. In addition, our businesses may
be required to obtain licences where they wish to expand
or enter new markets. Our operations are also subject to
various laws and regulations.
The regulatory landscape for the media and
telecommunications industry has seen changes, with
developments applicable to cyber security, data privacy
and consumer protection. These changes, together with
increasing scrutiny and regulators inclined to strong
enforcement actions, may lead to additional compliance
costs, and affect the long-term viability of our business.
In Singapore, key changes for 2024 include the Shared
Responsibility Framework for scam losses, dictating
the shared responsibility between financial institutions,
telecommunication operations, and consumers; the Online
Criminal Harms Act (OCHA), where the Group’s internet
service provider business may be subject to access block
directions; the Mar 2024 Law Enforcement and Other
Matters Bill, which makes it a criminal offence for mobile
service providers and/or their retailers to knowingly use any
person’s particulars for unauthorised registration of SIM
cards, or to perform registration of SIM cards with false or
misleading particulars; and the amended Cybersecurity
Act, which introduced requirements for foundational digital
infrastructure (e.g., cloud service providers and data centre
service providers) that support Singapore’s digital economy
and digital way of life, and increased reporting requirements
for critical information infrastructure (CII).
In both Singapore and Australia, the governments have
established regulatory regimes for critical infrastructure (CI),
which may adversely affect the way our businesses manage
and operate their networks when equipment is classified
as CI. Both Singapore and Australia are also impacted by
the implementation of national broadband networks. In
Singapore, the Infocomm Media Development Authority
(IMDA) has, in its implementation of the Next Generation
Nationwide Broadband Network (Next Gen NBN) and
introduction of various grants and subsidies, increased the
level of competition in the broadband market. In Australia,
the National Broadband Network has been established
as a government-owned entity, nbn Co, operated on
a wholesale-only open access basis. The Australian
government has also adopted security legislation which
can exclude equipment vendors from countries with certain
legal structures or powers from participating in the supply
of equipment for 5G infrastructure.
Our overseas investments are also subject to the risk
of imposition of laws and regulations restricting the
level, percentage and manner of foreign ownership
and investment, as well as the risk of nationalisation.
We have access to regulatory expertise and staffing
resources in Singapore and Australia and we work closely
with the various stakeholders and our partners in the
countries we operate in. We monitor new developments,
participate in discussions, and consult with regulatory
authorities on regulatory reforms and developments in
the telecommunications and media industry. In addition,
we conduct training and refresher sessions for staff and
Management to stay abreast of our regulatory obligations.
Access to Spectrum
Access to spectrum is critically important for supporting
our business of providing mobile voice, data, and other
connectivity services. The use of spectrum in most countries
where we operate is regulated by government authorities
and requires licences. Failure to acquire access to spectrum,
or new or additional spectrum, on reasonable commercial
terms, or at all, could have a material adverse effect on our
core communications business, financial performance and
growth plans.
Taxation Risks
Our Group has operations across many jurisdictions.
Consequently, we are subject to the tax regulations in the
respective jurisdictions. These regulations may include
changes and reforms arising from global tax developments
which we proactively monitor. The tax legislations or changes
in regulations may increase our compliance obligations
and business costs. Notwithstanding, we are committed
83
Overview
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Governance and Sustainability
Performance
Financials
Additional Information
to complying with the applicable tax laws in the countries
where we operate. The management and tolerance of tax
risks are guided by our tax risk management framework
(TRM Framework). The TRM Framework formalises our
tax governance practices, sets a co-ordinated approach
to identifying, managing, and mitigating tax risks, and
promotes responsible tax management. Material tax risks
and disputes are monitored and reported in a timely manner
in accordance with the TRM Framework, and appropriate
disclosures are made in our financial statements.
Litigation Risks
Our business may be involved from time to time in disputes
with various parties such as regulators, contractors,
suppliers, and customers, relating to, among other
things, the provision of services, certain transactions, the
development and maintenance of network infrastructure
or data breaches. Such disputes may lead to legal and
other proceedings, including for example, administrative
proceedings, fines, penalties, and/or class action lawsuits
in Australia. While the businesses consult with its legal
counsel and other experts on such matters, there is no
assurance that such regulatory or litigation actions will be
concluded or settled on favourable or reasonable terms,
or at all. Such actions may have a material effect on our
financial condition and earnings. Examples of such actions
are disclosed in the Notes to the Financial Statements under
“Contingent Liabilities”.
Data Protection and Privacy Risks
Amidst a growing number of data breaches globally,
governments and regulators continue to introduce and
tighten privacy and cyber security laws to address the rising
threat to data privacy. In Singapore and Australia, regulators
have introduced higher financial penalties for data breaches
under the Personal Data Protection Act and the Privacy
Act respectively. As we digitalise our processes and share
data with business partners, we may be subjected to more
stringent regulatory obligations, fines, and other liabilities in
the event of a data breach. We seek to uphold the highest
standards of data privacy protection and cyber security
measures, as we further expand our digital businesses and
services. Continual effort is made to maintain strict internal
controls, governance process, conduct routine audits and
raising awareness among the staff.
With the advent of Generative AI and AI-led technologies,
we see growing demand from our customers to explore
the immense potential and unlock related opportunities.
However, this exposes us to additional complexities and
implications, such as potential violation of privacy rights
through unintended generation of personal data or creation
of deepfakes. The Group has introduced an interim AI
policy to provide guidance and guardrails on responsible
AI usage while working towards a more comprehensive AI
Governance Framework. NCS has also developed its own
guidelines to govern different types of AI infrastructure to
ensure ethical and responsible use of Generative AI across
all its operations, for both personal and business uses. As
Generative AI evolves, we will continue to monitor this area
and work closely with regulatory and industry bodies to
achieve a balance between innovation and privacy.
Market and Competition
We face competition risks in all markets and business
segments in which we operate.
Overview of Telecommunications Market
The Group’s telco business models and profits are
challenged by disintermediation in the telecommunications
industry by handset providers and other digital service
providers and non-traditional telecommunications service
providers, including social media networks and over-the-
top players which provide multimedia and video content,
applications, and services directly on demand. We invest
in our networks to ensure that they have the coverage,
capacity, and speed that will provide our customers with
the best network and connectivity experience. We are also
focused on driving efficiencies and innovation via new
connectivity technologies, products, services, processes,
and business models to meet evolving customer needs and
enhance customer experiences.
Singtel Singapore
Competition in the Singapore telecommunications market
remains intense among mobile network operators, mobile
virtual network operators (MVNOs), and eSIM providers/
resellers, depressing industry revenues. Further, Singapore’s
Next Gen NBN allows Retail Service Providers (RSPs) equal
and open access to NetLink Trust’s fibre network, which in
Risk Management Philosophy and Approach
84
turn has increased competitive pressure in fixed broadband
and home services. In February 2024, the IMDA announced
it is allocating up to $100 million to upgrade its Nationwide
Broadband Network to 10 gigabytes per second (Gbps) to
support the increasing digitalisation in the country. This may
trigger price competition in the premium segment.
Business customers enjoy a wide range of service offerings,
including fixed, mobile, cloud, managed services and
hosting, IT services and consulting. Competitors include
multinational IT and telecommunications companies,
technology companies that introduce new communication
services as well as other non-traditional players. The
quality and prices of these services can influence a
potential business customer’s decision. Prices for some of
these services have declined significantly in recent years
because of capacity additions, technology innovations
and price competition. We continue to focus on offering
companies comprehensive and integrated information
and communications technology (ICT) and IT solutions
and initiatives to strengthen customer engagement. This
includes broadening our solution portfolio to cover new
areas of needs, such as cloud computing, multi-access
edge computing, software-defined network, managed
security services, quantum safe networking solutions, and
application programming interface (API) solutions for our
government and business customers.
The dominance and sophistication of cloud infrastructure
by hyperscalers and increasing adoption of cloud-based
solutions by government and enterprise customers, are also
disruptive risks to our business. We continue to enhance our
cloud and digital service offerings, leveraging partnerships
and collaboration with the hyperscalers and other cloud
and digital technology service providers.
Optus
In the Australian mobile market, in addition to the
incumbent operator and mergers of existing competitors,
several participants are subsidiaries of international groups
and operators and have made large investments which
are now sunk costs. We are, therefore, exposed to the risk
of irrational pricing being introduced by such competitors.
Our market share may also be at risk due to rapid growth
by industry competitors who may have a competitive cost or
network coverage advantage.
Business clients have access to a wide array of services,
ranging from fixed and mobile solutions to cloud-
based offerings, managed services, and IT consultancy.
Our competition includes multinational IT giants,
telecom corporations, tech innovators venturing into
communication services, and non-traditional market
entrants. In recent years, we have witnessed a significant
drop in prices for certain services, owing to enhanced
capacity, technological breakthroughs, and intense price
competition. Our commitment lies in delivering holistic ICT
and IT solutions, bolstering client relationships. This entails
expanding our solution suite to encompass emerging
needs like cloud computing, multi-access edge computing,
software-defined networks, and tailored digital solutions
tailored for both government and corporate clientele.
Hyperscale cloud infrastructures are also dominant in
Australia, and the rising acceptance of cloud-based
solutions among governmental bodies and corporate
clients pose significant disruptions to our operations. To
mitigate these risks, we persist in refining our cloud and
digital service portfolios, capitalising on alliances and
synergies with hyperscalers and various other cloud and
digital technology service providers.
NCS
With the acceleration of digital transformation in Asia
Pacific, NCS faces increased competition from both
new and existing local, regional, and global technology
service providers. It is imperative that we continuously
innovate and adjust to the changing needs of the
markets. At the same time, it will be important to focus
on serving our clients through differentiated offerings
and end-to-end technology services together with our
NCS NEXT capabilities in digital, data, cloud, and
platforms, as well as core offerings in application,
infrastructure, engineering, and cybersecurity. The global
shortage of digital talent is also driving organisations to
compete for talent and to invest in their differentiators
for talent attraction, development, and retention. We
continue to prioritise the development and retention of
our people, as well as attract the best talent, through a
comprehensive suite of recruitment, people development,
and culture-building programmes.
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Financials
Additional Information
Digital InfraCo
Digital InfraCo operates in fragmented markets with
numerous competitors offering diverse services and of
varying reach. Furthermore, uncertain global economic
conditions may dampen enterprise demand, leading to
slower spending, extended decision-making processes,
and increased existing customer churn. The increasing
adoption of cloud-based technologies, or key customers
building their own data centres, could also adversely affect
demand for our data centres. If demand for capacity does
not keep up with increasing supply in the markets Digital
InfraCo operates in, this could result in depressed service
fees, adversely impacting our financial performance. The
ever-evolving nature of customer requirements across
technology and geographical needs can create challenges
if we fail to adapt and keep pace with our competitors,
potentially weakening our market position. To mitigate the
risk, we actively engage with our customers to ensure that
we move in lockstep with their needs. We constantly look to
develop and adopt new technology to bolster our offerings
in pursuit of product innovation and differentiation. We are
also open to exploring partnerships with strategic players
to expand our regional footprint and cater to customer
requirements that span beyond a single country. These
collaborations are differentiated based on factors like
strategic locations, access to power and renewable energy.
These measures ensure that we maintain our competitive
advantage in the markets we operate in.
Regional Associates
The operations of our regional associates’ businesses are
also subject to highly competitive market conditions. Their
growth depends in part on the adoption of mobile data
services in their markets. Some of these markets have and
could continue to experience intensifying price competition
for mobile data services from new, existing competitors, or
smaller scale competitors.
Network and DC Infrastructure
5G Risks
In Singapore, Singtel Singapore was allocated radio
frequency spectrum and has deployed 5G networks
nationwide. In Australia, Optus has ramped up its 5G
deployment utilising mid-band spectrums and the low
band 900 MHz spectrum. Our regional associates are
similarly in various stages of rolling out 5G services.
However, the business case for investment in 5G network
and related systems has risks of uncertainty and may
be earnings dilutive. There may also be a long payback
period as 5G use cases and monetisation opportunities
have not been fully developed. The ability of equipment
and handset manufacturers to provide cost-efficient 5G
devices at scale also has direct impact on 5G adoption
and revenue. The existing high-quality 4G networks
may also limit the perceived value of 5G and impact its
monetisation potential. The progressive adoption of 5G
technology and solutions also introduces new challenges
relating to the quality and reliability of both network
capabilities and hardware, and may also introduce new
financial, technology and legal risks to our businesses. To
address these concerns, we are planning additional mobile
infrastructure investments as we streamline our 4G/5G
infrastructure. The planned shutdown of the 3G network in
both Singapore and Australia may carry unforeseen risks.
In addition, the Australian government has implemented
security legislation to restrict vendors from certain countries
from participating in the supply of 5G network equipment
to mobile network operators. This limits the available
vendor sources and may lead to higher investment costs
and disruption to customers due to the need to replace
existing 4G equipment as well as higher 5G deployment
services costs.
Infrastructure Failure
The telecommunications industry faces the constant
challenge of providing fast, secure, resilient, and reliable
infrastructure in an increasingly digital and connected world.
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The provision of our services depends on the quality, stability,
resilience, and robustness of our infrastructure. We face the
risk of malfunction, loss, damage, interruptions, and other
adverse effects on our network and systems infrastructure
from natural or other uncontrollable events such as
deliberate acts of sabotage, acts of terrorism, or large-
scale cyber-attacks. The occurrence of these risks would
have a materially adverse effect on our ability to deliver
services to customers. Additionally, some of the countries
in which we operate have experienced several major
natural catastrophes over the years, including typhoons,
droughts, floods, bushfires, and earthquakes. Some of these
catastrophes have also increased in intensity and frequency
due to climate change factors, causing prolonged and
exacerbated impact on our infrastructure and operations.
These risks could also potentially cause injury or death.
We make significant investments in operational and
network resilience technology to make our infrastructure
more robust and fault-tolerant, and continually review our
processes and infrastructure to remove single-points of
failure and prevent any disruptions. We have implemented
key infrastructure diversity and redundancy measures to
prevent any downtime. We have implemented performance
monitoring systems, and emergency operation plans in our
facilities to respond to unexpected events. We have in place
an effective communication process for timely updates
to our stakeholders and customers during any incident or
crisis. There is a defined crisis management plan with a
clear escalation process to management in the event of
emergencies and catastrophic events. In addition, we have
business continuity plans and have taken up appropriate
insurance programmes and policies.
Digital Transformation of Services
Our business units may face challenges from disruptive
technologies, new market entrants, and price-competitive
products as part of the new global digital landscape. With the
aggressive digitalisation of services in recent years, we have
accelerated our efforts to embrace rapid advancements in
wireless communications and new digital technologies such
as 5G, edge computing, artificial intelligence, application
programming interfaces, and cloud through a multi-year
plan to upgrade and refresh our technology to support
these developments. Our approach is to simplify, refresh,
and integrate our technology with innovations to generate
new business revenues and grow beyond the traditional
telecommunication services. We will continue to invest in new
technology, hire the right talent, develop strategic technology
partnerships, and deliver innovative products and services to
serve our customers, while keeping within our risk appetite
and meeting our regulatory obligations.
However, we may incur substantial development expenditure
to adopt new or enabling technologies to pursue new growth
areas beyond the traditional telecommunications space.
It may also take time to see sustained returns from these
investments as we incur capital expenditure to transform our
technology over the coming years. The shortage of talent in
the technology sector, in addition to the costs of acquiring
new talent, also impacts our transformation efforts. To
manage this, we are investing in capability uplift of our
workforce complemented by our workforce strategy to enable
the execution of the organisation’s digital transformation.
Information Technology and Cybersecurity
Information Technology
Our businesses and operations rely heavily on IT
infrastructure and services. Proactive risk management
measures, including risk profiling, control assurance, and
governance to ensure management of risks, are in place.
Our investments in information security and cyber resilience
are focused on capability uplift and expanding the breadth
and depth of security monitoring. Further, as AI systems
become more capable and easily accessible, there is a
risk that AI will be used by malicious actors to circumvent
traditional cyber, scam, and spam controls. As such, we
will adapt our controls accordingly as we uplift our control
environment to manage such threats.
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Technology Obsolescence and Refresh
With continuous advancement of technology, existing
software, systems, and/or equipment may be phased out
and reach their End of Life (EoL) and/or End of Support
(EoS) earlier than expected. Failure to monitor and respond
to EoL and EoS risks can materially and adversely affect
our business operations and may leave us vulnerable to
security threats such as malware and cyber-attacks. We
have in place a Technology Asset Management Framework
and continue to focus on managing, monitoring and
upgrading EoS and EoL components. We have embarked
on a multi-year technology refresh strategy, selecting
appropriate replacements for ageing infrastructure and
software to align with our evolving business objectives and
support future growth initiatives.
Cyber Security
Malicious cyber activity poses a risk to the Group, with
critical infrastructure networks globally being targeted
by cyber threat actors as part of information-gathering
campaigns or cyber-crime for financial gain. New
technologies, most notably the increased usage of AI, is
increasing the sophistication of tools available to cyber
threat actors. There has also been an increase in the
number of vulnerabilities identified in third-party products,
including those used to support our business operations
or serve our customers. This has included zero-day
vulnerabilities disclosed in third-party products, requiring
urgent action to remediate. In line with changes in the
threat landscape, we anticipate regulatory developments
in the countries that the Group operates in, and we are
engaging closely with the related regulatory bodies as part
of these developments.
Across the Group, actions related to the associated cyber
security risks, which include managing the risks associated
with obsolete technology, third-party vendor provided
services and the adoption of AI technologies, are being
taken. In addition, we continually enhance our cyber
security controls, with the Group’s cyber security strategy
emphasising the investment in capabilities including identity
and access management, asset management, cyber
defence, vulnerability management, and security by design.
Financial Management
The main risks arising from our financial assets and
liabilities are foreign exchange, interest rate, market,
liquidity, access to financing sources and credit risks.
Financial market volatility may heighten execution risk for
funding activities and increase credit risk premiums for
market participants. We are exposed to foreign exchange
fluctuations from our operations, and from our associates
and joint ventures operating in foreign countries. These
relate to our dividend receipts and the translation of
the foreign currency earnings and carrying values of
our overseas operations. A significant portion of the
purchases and liabilities of associates and joint ventures
are denominated in foreign currencies versus the local
currency of the respective operations. This gives rise to
changes in cost structures and fair value gains or losses
when marked to market. We have established policies,
guidelines, and control procedures to manage and report
exposure to such risks. Our financial risk management
is discussed further on page 212 in Note 38 to the
Financial Statements.
Human Resources
Since April 2023, the Group has undergone significant
restructuring to drive growth, synergies, and productivity.
However, given the scale of the restructuring and right-
sizing efforts, there are risks posed to our people’s
morale and our talent attraction/retention efforts,
including succession planning. Amidst the competitive
talent landscape, these risks can adversely impact our
business. In addition, the shortage of talent, especially
in the technology space, coupled with the rising costs of
acquiring new talent, continues to be a key concern as
we compete in the global marketplace. To ensure that
we have strong leadership, we identify, develop, and
build a sustainable pipeline of leaders for current and
future roles. To mitigate succession risks, a robust annual
succession planning review is conducted by the business
units and management, with the involvement of the Board
for senior leadership roles. This ensures that leadership
succession plans are current and future ready. We also
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leverage internal and external talent pools to ensure talent
bench strength and provide confidence in our succession
pipelines. For leaders, we organise formal learning
activities, coaching, and mentoring, as well as provide
valuable learning experiences such as international
assignments, job rotations and special projects.
We continue to invest in upskilling our existing workforce
and building up our current and emerging capabilities
through external professional hires and targeted
recruitment. To develop and retain talent, we conduct
regular skills assessments in critical business areas and
set out structured developmental roadmaps to fill new
and emerging skills gaps. We have also refreshed our HR
practices to promote internal career mobility, removing
barriers like tenure requirements and grade restrictions
for internal job applications. Our BIG Marketplace online
platform further enhances this mobility by connecting
employees with internal opportunities, projects, and
development resources, empowering them to take
charge of their career growth within our organisation.
We also continue to provide employees with flexible work
arrangements to encourage a strong sense of belonging.
Vendor and Supply Chain
We rely on third-party vendors and service providers
and their extended supply chain in many aspects of our
business to serve our customers and support our business
operations, including, but not limited to, the design and
construction, operations and maintenance of our products,
infrastructure, applications, customer service operations,
content provision and customer acquisition. Accordingly,
the Group’s operations and reputation may be impacted
by third-party vendors or their supply chain if they fail to
operate in line with the Singtel Group Supplier Code of
Conduct and heightened expectations of key stakeholders
such as government, regulators, and customers on a
broadening set of Environmental, Social and Governance
(ESG) issues. These may include corporate governance and
business ethics, human rights, and modern slavery, as well
as climate change and environmental management. We
also conduct climate risk analysis to better understand and
manage climate risks affecting our suppliers.
Amid global price inflation and vendor consolidation,
we are experiencing heightened costs from suppliers
and service providers, which could negatively impact
our business by increasing our capital and operating
expenditure. To bolster our resilience, we are actively
monitoring market trends, securing long-term contracts
with key vendors, and proactively diversifying our supplier
base as feasible. We also collaborate closely with vendors,
providing early forecasts for critical equipment needs,
and meticulously managing inventory levels to navigate
uncertainties effectively. Through these measures, we
aim to ensure operational continuity and fulfil customer
commitments amid turbulent external factors.
We also monitor introductions and changes to legislation
and continue to make mandatory annual reporting required
by the Australian Modern Slavery Act. Optus is required to
publish a Modern Slavery Statement, which outlines the
actions taken to identify, mitigate, address and remediate
modern slavery risks in its operations and supply chain.
We monitor modern slavery and human rights risks within
our higher risk supplier categories and develop an action
plan for areas we can improve on, including updating our
e-learning modules to educate our people on this important
topic. Refer to our Group Sustainability Report and the Optus
Modern Slavery Statement for more details on how we
identify and address these risks and issues.
Environmental Sustainability
Electromagnetic Energy Risks
There is ongoing debate and research regarding the
potential health effects of electromagnetic fields and
radiation. While there is no substantiated evidence of public
health risks from exposure to electromagnetic energy
(EME) emitted from mobile phones and mobile transmission
equipment, perceived health risks can be a concern for
our customers, the community, and regulators. This could
translate to challenges or resistance to the implementation
of new, or upgrading of existing, mobile base stations
and micro-cells, which may impact the mobile coverage
in those localities and have resultant impact on the
mobile business. In addition, governments may introduce
regulations to address this perceived risk, which would
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affect our ability to deploy needed infrastructure. We could
also face reduced demand for mobile communications
services or litigation against us.
Notwithstanding, we design and deploy our network in
compliance with the relevant government mandated
EME standards. Our standards are based on the
recommendations of the International Commission on
Non-Ionizing Radiation Protection (ICNIRP), which is a
related agency of the World Health Organisation. The
ICNIRP standards are adopted by many countries and are
considered best practice. We continue to monitor research
findings on EME, health risks, and their implications on
relevant standards and regulations. Periodic tests and
routine auditing are performed on EME emission levels to
ensure we are in compliance with the standards. We will also
institute the necessary precautionary measures to safeguard
the health and safety of the public and our customers.
Climate Change Risks
Climate change is one of the key long-term global risks that
has the potential to impact our operations, infrastructure,
customers and supply chain. Apart from physical and
supply chain disruption risks arising from extreme weather
events, there are also other transitional risks as we move
towards a low-carbon economy and the achievement of
our 2030 Science Based Targets initiative (SBTi) and 2045
net-zero targets. These include risks associated with energy
security; greenwashing and reputation; loss of business due
to lagging climate initiatives; regulatory risks associated
with climate change in the form of stricter greenhouse gas
emission standards, carbon taxes, or changes in energy
prices; escalating costs; and scarcity of renewable energy
or accompanying infrastructure investments for adaptation
or mitigation. There are also growing market expectations
on our ability to fully achieve our aspiration to operate
sustainably and our provision of greener and more climate-
resilient services. Investors and lenders also consider
our climate risks and progress against sustainability
commitments in their investment and lending criteria. To
address these expectations and risks, we have adopted a
multi-pronged approach. We had also earlier undertaken
formal reviews of our physical and transitional risks under
different climate scenarios, including assessment of
financial impact arising from the material risks.
We have assessed our scope 1, 2 and 3 emissions footprint
across our entire value chain and refreshed our SBTi
reduction targets, and brought forward our net-zero
target from 2050 to 2045, as part of our commitment
to environmental stewardship. Singtel is the only Asian
telco with a net-zero target ahead of 2050 and is the first
telecoms company in Asia to renew its SBTi targets. As
part of its renewed targets with 2023 as the base year,
Singtel is aiming for a group-wide 55% reduction in scope
1 and 2 direct and indirect greenhouse gas emissions, and
a 40% reduction in scope 3 third-party emissions by 2030.
These targets also align our 2030 carbon contribution
and reduction target with the agreements originally
made at Paris COP (Conference of the Parties) 21 and
updated at subsequent Intergovernmental Panel on
Climate Change reports and COP events. To support
the achievement of our targets, we will set up a supplier
engagement programme to help our suppliers understand
their emissions better, set reduction targets and work
towards them.
To achieve our scope 1 and 2 targets, we are focusing
on the electrification of our fleet of vehicles, improving
our energy efficiency, acquiring renewable energy
including renewable energy certificates, power purchase
agreements, and offering lower carbon products to our
customers. We have implemented internal carbon pricing
to ensure the business prices in carbon for decision
making. We are progressively adapting our infrastructure
design and standards to long-term scenarios related
to climate change. We have also supported a global
agreement for the ICT industry through our active
participation at the GSM Association to align the efforts
of this sector and will progressively extend our climate
and emission reduction efforts into our supply chain to
address our scope 3 emissions. We published our first
standalone Group TCFD Report in FY2022 with annual
updates. We are preparing for our FY2026 reporting
year in compliance with the requirements of the IFRS S2
Climate-related Disclosures.
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We have enhanced Board-level governance with a Risk and
Sustainability Committee to ensure closer board oversight
of all material ESG issues including climate-related risks
and continue to educate the business on climate and
emissions so that the issues and opportunities can be
tackled across all parts of the business.
Ventures, Mergers, Acquisitions
and Partnerships
Our future growth largely depends on our ability to develop
our new growth engines, which involves substantial ventures,
mergers, acquisitions, and partnerships activity. This comes
with considerable risks.
Joint Venture Digital Banking Risks
The Group is part of various consortiums that are licensed
to operate digital banks – GXS in Singapore, GXBank in
Malaysia, and Superbank in Indonesia. These joint ventures
offer the Group an opportunity to serve a vast unbanked
and underbanked population. However, they require
substantial capital outlay and could suffer investment
losses, arising from failure to scale and acquire customers,
or the failure to manage the various risk exposures related
to the digital banking business. We also face regulatory
risks associated with the banking industry, including
compliance with existing, or new laws and regulations,
and associated increased costs of compliance. The digital
banks may not be able to attract, integrate, and retain the
right talent with the appropriate skillsets and expertise to
develop and execute the bank’s business strategies and
plans, or effectively manage risks arising from the bank’s
activities. Licence to continue operations may be lost if an
individual digital bank’s financial performance does not
meet expectations or deteriorates. There could also be
misalignment of interests, goals, and cultures between the
members of the consortium, and/or with the management
of the digital bank, resulting in an inability to resolve
disputes in an effective and timely manner.
We have shareholders’ agreements in place to ensure
governance and rights protection. Respective boards
have been established to provide oversight of the
respective operational risks and to ensure good
governance and compliance.
Merger & Acquisition Risks
We continually look for investment opportunities that
align with the Group’s strategy. We adopt a disciplined
due diligence approach in our pre- and post-acquisition
phases, particularly during the investment evaluation
and decision-making process. We also monitor these
endeavours to ensure that the investments made meet
our strategic objectives and desired returns. Members of
our management team are also directors on the boards of
our associates and joint ventures.
Our efforts are challenged by the availability of
opportunities, competition from other potential investors,
foreign ownership restrictions, government and regulatory
policies, political considerations, and the specific
preferences of sellers. We face risks arising from financing
and integrating newly acquired businesses, whereby they
become a drain on our resources; inability to generate
synergies; and limited experience and/or resources in
managing these acquired businesses and talent. Also, the
business strategies of some of our regional associates
may involve expanding operations outside their home
countries, as well as in-country mergers and acquisitions.
They may enter joint ventures and other arrangements
with other parties. These also pose risks with no guarantee
of success. The objectives of these joint ventures and
other arrangements may be inconsistent with those of
the associates.
The integration of NCS’ Australian entities has progressed
well with the approval from Australia’s Foreign Investment
Review Board (FIRB) to undertake internal corporate
moves to consolidate under NCS Australia, facilitating
development of a common operating entity and go
to market with a single identity. We believe that the
Asia Pacific market continues to offer the best growth
opportunities for technology services globally and remain
fully committed to growing in the region.
Partnership Risks
To a large extent, the success of our strategic investments
depends on our relationships with, and the strength of,
our partners. There is no guarantee that we will be able
to maintain these relationships, or that our partners will
remain committed to the partnerships.
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Sustainability
Realising our sustainability-related goals while ensuring that our business
remains resilient and sustainable has always been a top priority for
Singtel. Guided by our Group purpose to Empower Every Generation, we
have focused on the four pillars of our sustainability framework – Climate
Change and Environment, People and Future of Work, Community Impact and
Sustainable Value Creation to drive positive change.
As a leading communications technology company, we are committed
to empowering people and businesses and creating a more sustainable
future for all. That is why we brought forward our net-zero target to 2045 and
launched a new 4D strategy (Defend, Decarbonise, Dematerialise and Deliver)
to help us achieve our ambitions.
We have also stepped up measures to build a more diverse and inclusive
workplace where our people grow and flourish through a slew of programmes
including new career mobility platforms, employee mentorship and networking
initiatives as well as wellness services.
At the community level, we have also been strengthening our digital
empowerment activities so we can uplift all segments of society as we advance
towards a digital economy.
The following sections present selected highlights of our progress across
these key sustainability areas. For a comprehensive overview of our strategies,
efforts and outcomes, read the Singtel Group Sustainability Report 2024.
Group CEO, Yuen Kuan Moon, delivering his keynote speech at the Singtel Environmental Sustainability Day 2024.
View Online
Scan QR code
to read the
Singtel Sustainability
Report 2024.
92
Climate Change and Environment
Solar photovoltaic panels at Hougang Telephone Exchange.
The COP28’s evaluation of global
efforts to address climate change
highlighted the dire need for greater
action to achieve the goals set out in
the Paris Agreement.
As a technology leader, it is incumbent
on us to be prudent in the business
choices we make, so we can leave a
better planet for future generations.
In that vein, we made the bold move
to refresh our greenhouse gas (GHG)
emissions targets, committing to
reductions to our absolute scope 1
and scope 2 targets. These were
validated by the Science Based Targets
initiative (SBTi).
We also moved our net-zero target from
2050 to 2045 – the only Asian telco to
do so, reflecting our commitment to
this cause. To ensure we are delivering
against these goals, we launched a
new 4D strategy (Defend, Decarbonise,
Dematerialise and Deliver) that
captures our decarbonisation and
electrification efforts, among others.
Defend
our assets by mitigating
climate-related risks through
better network design
To ensure minimal disruption to our
operations from the physical effects of
climate-related disasters, we are future-
proofing our assets and enhancing our
network resilience.
In Singapore, Nxera has begun
construction on its most advanced
and efficient 58MW data centre,
DC Tuas, which is expected to be
operational in 2026. Through the
use of innovative liquid-cooling
technologies, DC Tuas will feature
one of the industry’s most efficient
power usage effectiveness of about
1.23 at full load.
In Australia, Optus has invested
approximately A$8.8 million into a range of
government funded adaptation initiatives
in its network. Optus has more than
8,000 sites including exchanges, satellite
operation centres and other infrastructure
nationally. This includes investments in
generators with larger battery capacities
to power satellite cells and trailers that
can be deployed at disaster sites quickly.
7%
reduction in scope 1 and 2
absolute emissions
33%
reduction in scope 3
emissions
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Sustainability
Decarbonise
our operations through
climate action
By installing 1.26MWp of solar
photovoltaic systems across 10 facilities
and surrendering 71,000 Energy Attribute
Certificates in both Singapore and
Australia, we have increased our use of
energy backed by renewable sources
to 9.3%. Consequently, our total GHG
emissions were 2,962,121tCO2e, 30.8%
lower compared to 4,227,369tCO2e
last year. Our scope 1 and 2 absolute
GHG emissions were 7.1% lower at
409,120tCO2e and our scope 3 emissions
fell by 33.5% to 2,553,001tCO2e.
In collaboration with Ericsson, we
have been deploying energy-efficient
equipment and technologies, like their
latest radio cells, at our mobile base
stations, resulting in energy savings
and lower operating expenses.
Since July 2023, we have required
our business units to incorporate
an internal carbon fee into any
emissions-intensive capital and
operating expenditure exceeding
100 tonnes of carbon over its lifecycle.
This is aimed at encouraging the
selection of lower emission options.
To date, this carbon fee framework
has been applied to 29 tenders
including the purchase of servers
and logistics. To further encourage
the selection of eco-friendly options,
the Singtel Group has established a
green fund to support investments
within the business that improve our
environmental performance.
About S$14 million in drawdowns have
been approved so far to support the
additional upfront costs of 12 business
cases. This includes switching our
vehicles from diesel to electric in
Singapore and the installation of solar
panels in Australia.
Dematerialise
our business through
promoting circularity
The public and private sectors are
increasingly embracing the benefits
of circularity which is a highly
effective approach to reducing
material consumption and
GHG emissions. we have been
encouraging circularity via public
engagement campaigns, including
partnering with e-waste collection
service providers and setting up
easy-access avenues for customers
to return their devices. To facilitate
more e-waste collection, we added
pop-up booths at product launch
events, allowing customers to trade-
in their old devices for cash.
These schemes not only reduce the
environmental impact associated
with new electronic device
production but also promote
sustainable consumption habits
among customers. As a founding
member of the GSM Association
(GSMA) Device Circularity Working
Group, which works with phone
manufacturers to improve device
circularity, we are committed to
collecting at least 20% of the mobile
devices we distribute to customers,
and to recycle or repair 100% of the
devices collectedby 2030.
Through our strong advocacy for
responsible resource management
and e-waste management, we
collected 60,545kg of e-waste in the
past year. About 113,450 devices were
refurbished or reused while 120,992
devices were recycled.
In Australia, Optus launched the
Ultra WiFi6 modem which has a
casing constructed with at least 95%
recycled plastic and comes without
any single-use plastic packaging.
Deliver
sustainable value to
our stakeholders
Education is key to raising greater
awareness and action on climate
change. To ensure our employees
continue to be well-informed and
proficient on topics like carbon
management, e-waste and SBTi,
we ran targeted training sessions
throughout the year.
Having embarked on our sustainability
journey decades ago, we wanted to
share our learnings and best practices
with the industry to encourage
collective action and collaboration.
We successfully organised our
inaugural Singtel Environmental
Sustainability Day which was attended
by over 400 people including our
Board members, partners, customers,
analysts and investors.
As part of a Singapore Business
Federation-led consortium, Singtel,
together with PwC and several related
government agencies, will support
the set-up of a Singapore Emission
Factors Registry by end-2024. The
Registry, which will consist of a
database of emission factors tailored
to Singapore’s context, will help local
businesses track and report their
emissions more accurately.
We also co-authored A Supplier’s
Guidebook to Sustainability for
small and medium enterprises in
Singapore. This is a nationwide
initiative by the National Sustainable
Procurement Roundtable to promote
sustainable procurement.
For these efforts, Singtel received
the highest 'A' score on the CDP
Climate Change List and maintained
an 'A' leadership score in the CDP
Supplier Engagement rating for 2023.
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People and Future of Work
Helping our people to
stay engaged, resilient
and future-ready
Our people are our greatest strength
and the key to the Group’s sustainable
growth and success.
We foster a dynamic and rewarding
workplace through our distinctive
BIG culture, ensuring every employee
feels a strong sense of Belonging,
can make a meaningful Impact, and
have continuous opportunities for
Growth. This commitment is reflected
in a 6% year-on-year increase in our
employee engagement score to 75%,
which places us in the global top
quartile of engaged organisations (1).
Advancing diversity, equity,
inclusion and belonging
The Singtel Group champions Diversity,
Equity, Inclusion and Belonging (DEIB)
principles and practices. Our workforce
spans four generations, with employees
from 100 different nationalities.
Today, women account for 33% of our
workforce and 31% are in management.
Female representation in the Singtel
Board of Directors and Group
Management Committee is industry-
leading at 46% and 30% respectively.
Six women tech leaders from Singtel
and NCS were named in the 2023
Singapore 100 Women in Tech list.
Today, we have 11 employee networks
that nurture belonging and facilitate
networking and peer support among
colleagues with shared interests and
identities. These include three new
networks established in 2024: Early
Professionals Group, the RISE women’s
support group and the Express Yourself
group which encourages employees to
celebrate their individuality.
We are committed to building a more
equitable workplace. In Singapore,
we abide by the Tripartite Guidelines
on Fair Employment Practices
outlined by the Tripartite Alliance for
Fair and Progressive Employment
Practices. Effective January 2024,
we have expanded the scope of
union representation to managerial
job grade employees under limited
representation on an individual basis,
in collaboration with the Union of
Telecoms Employees of Singapore.
In Australia, Optus’ employment
frameworks are built on principles
that uphold fair treatment and
Note:
(1)
Kincentric Global Benchmark
equal opportunity for all employees,
as outlined in the Fair Work Act
2009 and state/territory anti-
discrimination laws. Optus welcomed
the Workplace Gender Equality
Amendment (Closing the Gender
Pay Gap) Bill 2023 as a significant
step in reducing the gender pay gap.
The Optus Retail Agreement was
launched in July 2023 to enhance
workplace culture and support for
retail staff.
Enhancing employee
well-being, strengthening
workplace safety and health
The well-being of our employees is
a top priority, and we offer holistic
well-being programmes to support
them mentally, physically, financially,
socially and professionally. For
example, we launched a new
enhanced healthcare and medical
benefits programme which provides
employees and their dependants
with greater coverage and flexibility
to meet their needs. We partnered
mental healthcare company,
Intellect, to provide a suite of mental
health services for Singtel and NCS
employees and their dependants.
33%
of our workforce
are women
S$20m
investment in staff
training
95
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Sustainability
Community Impact
Attracting and
developing talent
We continue to invest in upskilling and
reskilling our employees to ensure
that our workforce continues to thrive
amid technological and industry
changes. Our people development
framework is built on the ACT
principles: Accelerate, Co-create, and
Transform. To facilitate ACT for people
development, our four corporate
learning academies: Singtel 8George,
NCS Dojo, Optus U and Data Centre
Academy, offer a comprehensive
range of programmes anchored on
the four pillars of Personal Excellence,
Tech Acceleration, Leadership
Excellence and Future Readiness.
The Singtel Group actively recruits
young talent from diverse institutions
across Singapore, Australia
and beyond. In Singapore, the
Management Associate Programme
develops future leaders, and
welcomed 56 new participants in
2023. The NCS Nucleus programme
and work-study programmes like
Catalyst and NCS Fusion which offer
degree opportunities alongside
full-time employment, attracted 518
participants in 2023. The NCS Ignite
programme caters to ITE graduates
pursuing tech careers, and welcomed
43 participants. In Australia, the Optus
Tech Talent Incubator programme
has successfully onboarded over
100 graduates in the last two years.
As a leading communications
technology group, we are committed
to empowering marginalised
communities so they can thrive in
a digital era.
We recognise that technology can
play a critical role in the development
of innovative solutions that can help
the social and environmental sectors.
Through the Singtel Group Future
Digital inclusion
In FY2024, Optus’ Donate Your Data
initiative in Australia provided over
15 million GB of data to 6,335 individuals
who would otherwise not have access to
the internet. The initiative was further
enhanced to provide training to
beneficiaries in cyber security basics, online
scam identification and safe internet use,
supported by Optus’ Specialist Care Team.
Optus also invests in early career
partnerships, including 42
Adelaide, to support diverse talent
in software engineering.
During the year, we revamped our
HR policies and practices to make it
easier for employees to explore
new internal career opportunities
to further their growth. These
changes resulted in a 25% increase
in internal applicants for open
positions. We also launched the
BIG Marketplace, a Group-wide
online platform designed to help
employees discover and apply
for internal positions, short-term
projects and volunteer opportunities.
>S$57m
raised for the Singtel Touching
Lives Fund since 2002
>15m GB
of data provided to 6,335
individuals through Optus’
Donate Your Data initiative
Makers (SGFM) programme, which
supports social enterprises that
harness technology to tackle societal
challenges, we have awarded
regional grants to nine alumni
startups that use 5G, AI and IoT to
address issues such as mental health
and waste management. Since 2016,
the SGFM programme has assisted
over 80 startups with more than
S$5 million in grants.
96
Special needs students having fun with Singtel staff volunteers at the Singtel Carnival 2023.
2,000 students from 18 SPED schools
enjoy a day of fun and activities at the
Singapore Expo. A record number of
volunteers – 2,000 Singtel employees
and 300 staff volunteers from the
Singapore Business Network on
DisAbility (SBNoD) group of companies,
helped to manage the carnival stalls
and acted as buddies to the students to
ensure a fun and safe experience.
In November 2023, we collaborated
with SMRT on the second instalment
of the Singtel Expressions Through
Art exhibition, which celebrates the
artistic talents of students with special
needs. The launch of the campaign
was graced by Ms Jane Ittogi, wife
of Singapore President Tharman
Shanmugaratnam. It showcased 36
In Singapore, we continued to support
the national Digital for Life movement,
which involves corporates, community
groups, government and individuals
uniting to help citizens embrace
technology. In partnership with the
South West Community Development
Council and Cyber Security Agency, our
staff volunteers have taught 220 seniors
and 2,500 members of the public about
scam identification and online safety.
Equity and supporting
the vulnerable
Our corporate philanthropy
programme, the Singtel Touching
Lives Fund (STLF), which is dedicated
to supporting disadvantaged and
special needs children in Singapore,
has raised over S$57 million since
it was launched in 2002. Last year,
we collaborated with the Singapore
University of Social Sciences to study
STLF’s impact on students from the
six beneficiary special education
(SPED) schools that we support. The
published study revealed that 67%
of parents and caregivers found
that the STLF helped SPED students
improve their cognitive skills, gain
self-confidence and improve their
relationship-building capabilities.
Over 60% of the teachers also
expressed their appreciation of
STLF’s programmes, noting its
positive impact.
The ninth annual Singtel Carnival, a
flagship initiative of STLF, saw over
97
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Sustainability
Sustainable Value Creation
The Singtel Group strives to uphold
the highest standards across all
aspects of our operations, including
the promotion of ethical and fair
practices throughout our supply
chain, to drive positive business,
environmental and social impact.
Sustainable supply
chain management
We have an extensive global
supply chain, from mobile phone
manufacturers to network equipment
providers. To advance our sustainable
procurement efforts, we established
a Responsible Procurement
Taskforce, comprising representatives
from Singtel’s Procurement and
Sustainability units. The taskforce
developed a Responsible Procurement
Policy that reflects the Group’s
procurement framework and ethos
of buying better products from better
companies in a better way. The revised
framework also includes responsible
sourcing specifications and guidelines
as well as resources for Singtel business
owners and procurement teams to
reference when engaging vendors and
partners across the supply chain.
In Australia, Optus also introduced
enhanced procurement guidelines
aligned with its social and
environmental goals.
We have also embarked on the
CDP Supply Chain Programme to
encourage our suppliers to disclose
their emissions, enabling us to better
understand their emissions profiles and
identify areas for improvement.
Customer safety
and privacy
All enterprises, big and small, need to
be equipped to deal with increasingly
complex scams that deploy AI,
phishing, social engineering and
other modes of deception to trick
consumers into giving away their
critical personal data.
To help large enterprises, especially
financial institutions that are frequent
targets of scammers, the Singtel
Cyber Security Institute collaborated
with the SIM Academy to develop
a cyber scam preparedness
programme that is designed to help
frontline staff be better prepared to
deal with sophisticated scams.
Similarly, to help our small and
medium enterprise (SME) customers
strengthen their security posture,
we launched the Cyber Elevate
Programme in September 2023
in partnership with SkillsFuture
Singapore. The affordably priced
first-of-its-kind training and cyber
incident management programme
focuses on improving the cyber
resilience of SMEs through workshops
that teach them how to identify and
respond to cyber incidents. It also
includes a year of legal and forensics
support in the event of an attack.
artworks that were featured on trains,
at train stations as well as a pop-up
exhibition at 313@Somerset.
As founding members of the
Australian Business and Community
Network, Optus continued to support
underprivileged students through
mentorship programmes. A total of
211 staff volunteers dedicated
1,036 hours to help 576 students
across 50 schools understand their
educational and career pathways
and set personal goals.
Group CPSO Aileen Tan and Group CFO Arthur Lang planting a tree at Sisters’ Islands.
98
2025 sustainability goals and progress
Material topic
2025 targets
FY2024 progress
Climate change and environment
Climate change
Reduce absolute scope 1 and 2 carbon
emissions from 2015 baseline by 25% by 2025
and by 42% by 2030.
Reduce scope 3 carbon emissions from 2015
baseline by 30% by 2030.
Continue to invest in network adaptation and
resilience, while disclosing long-term climate
change risks and mitigation in line with the
TCFD framework.
Scope 1 and 2 absolute emissions stood at
409,120tCO2e, a reduction of 7.14% from last
year and 25.86% from 2015 SBTi baseline
of 551,785tCO2e.
Scope 3 emissions reduced from prior year
by 33.46%, driven by a combination of factors.
Achieved A score for CDP Climate rating
for the first time.
Achieved A score for CDP Supplier
Engagement and listed on the Leaderboard.
People and future of work
Diversity, equity,
inclusion and belonging
32% of female employees in management
by 2025.
31%
Employee safety
and well-being
Well-being score above 80%.
76%
Talent attraction
and development
Training investment of S$90 million from
2021 to 2025.
S$20.2 million
Cumulative S$78.1 million of training
investment since 2021.
Community Impact
Digital enablement
One million digitally enabled persons and
SMEs (between 2015 and 2025)
>970,000
Equity and inclusion
Over S$57 million raised for the
Singtel Touching Lives Fund since 2002.
99
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Group Five-year Financial Summary
Financial Year ended 31 March
2024
2023
2022
2021
2020
Income Statement (S$ million)
Operating revenue
14,128
14,624
15,339
15,644
16,542
EBITDA
3,597
3,686
3,767
3,832
4,541
EBIT (before associates)
1,153
1,112
1,045
1,147
1,961
Share of associates' pre-tax profits (1)
2,338
2,287
2,136
1,798
1,743
EBITDA and share of associates' pre-tax profits (1)
5,935
5,973
5,903
5,630
6,284
Underlying net profit (2)
2,261
2,053
1,923
1,733
2,457
Net profit
795
2,225
1,949
554
1,075
Exchange rate (A$ against S$) (3)
0.884
0.940
0.997
0.981
0.935
Cash Flow (S$ million)
Free cash flow (4)
2,569
2,613
3,081
3,395
3,781
Optus
324
346
767
780
1,285
Optus (A$ million)
356
342
776
778
1,396
Singtel and other subsidiaries
973
875
858
1,324
1,202
Associates' dividends (net of withholding tax)
1,271
1,392
1,456
1,290
1,294
Cash capital expenditure
2,150
2,162
2,217
2,214
2,037
Balance Sheet (S$ million)
Total assets
46,199
46,530
49,131
47,998
48,955
Shareholders' funds
23,915
24,992
27,112
26,486
26,789
Perpetual securities
1,013
1,013
1,013
-
-
Total equity
24,965
26,014
28,109
26,511
26,814
Net debt
7,782
8,329
10,080
12,365
12,499
Key Ratios
Proportionate EBITDA from outside Singapore (%)
83
82
81
78
79
Return on invested capital (%) (5)
9.3
8.3
7.3
6.8
8.7
Return on equity (%)
3.3
8.5
7.3
2.1
3.8
Return on total assets (%)
1.7
4.7
4.0
1.2
2.1
Net debt to EBITDA and share of associates’
pre-tax profits (number of times)
1.3
1.4
1.7
2.2
2.0
EBITDA and share of associates' pre-tax profits
to net interest expense (number of times)
17.8
16.8
14.8
14.3
13.8
"Associate" refers to an associate and/or a joint venture as defined under Singapore Financial Reporting Standards (International) (SFRS(I)).
Notes:
(1) Excluded the Group's share of the associates' significant one-off items which have been classified as exceptional items of the Group.
(2) Underlying net profit is defined as net profit before exceptional items.
(3) Average A$ rate for translation of Optus' operating revenue.
(4) Free cash flow refers to cash flow from operating activities, including dividends from associates, less cash capital expenditure.
(5) Return on invested capital is defined as EBIT (post-tax) divided by average capital (excluding Optus goodwill).
100
Financial Year ended 31 March
2024
2023
2022
2021
2020
Per Share Information (S cents)
Earnings per share - underlying net profit
13.70
12.44
11.65
10.59
15.05
Earnings per share - basic
4.82
13.48
11.80
3.38
6.58
Net assets per share
151
158
170
160
164
Dividend per share - ordinary
15.00
9.90
9.30
7.50
12.25
Dividend per share - special
-
5.00
-
-
-
FY2024
Operating revenue and EBITDA were down 3.4% and 2.4%
respectively on the back of a 6% depreciation of the
Australian Dollar. However, EBIT (before associates) was
up 3.7% from lower depreciation and amortisation charges.
The mobile business in Singapore and Australia saw positive
momentum while declines in enterprise services were offset
by NCS’ growth.
The associates’ post-tax contributions grew 3.9% and would
have increased 7.8% in constant currency terms with growth
in India and Thailand. Airtel reported strong revenue and
EBITDA growth in both India and Africa in constant currency
terms. However, growth was moderated by currency
devaluations in Africa, especially the Nigerian Naira.
Including higher interest income from capital recycling,
underlying net profit grew 10% to S$2.26 billion. With net
exceptional losses mainly from non-cash impairment charges
and fair value losses in Africa, as compared to net exceptional
gains last year, net profit declined 64% to S$795 million.
Five-year Financial Review
FY2023
The Group’s businesses saw a healthy recovery, capitalising
on the reopening of economies and the resumption of
international travel amid currency headwinds. With a 6%
depreciation in the Australian Dollar, operating revenue
and EBITDA declined 4.7% and 2.2% to S$14.62 billion and
S$3.69 billion respectively. Excluding adverse currency
effects and the absence of revenue from NBN migration
and Amobee which has been sold, operating revenue rose
5.1% from mobile and ICT services growth. With higher
operating revenue and cost savings, EBITDA was up 2.8%.
The associates’ post-tax contributions grew 6.1% to
S$1.62 billion and would have increased 12% in constant
currency terms on the back of sustained growth momentum
at Airtel, which was partly offset by lower contribution from
Telkomsel as it faced pressure from declining legacy services.
Consequently, underlying net profit grew 6.8% to S$2.05
billion. Net exceptional gains included a gain on disposal of
a 3.3% direct stake in Airtel which partially offset a non-cash
impairment charge on Optus’ goodwill. Including higher net
exceptional gains, net profit grew 14% to S$2.23 billion.
101
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Group Five-year Financial Summary
FY2022
The Group delivered resilient earnings despite challenges
from the COVID-19 pandemic and the uncertain macro
environment. Operating revenue was S$15.34 billion, 1.9%
lower than FY2021, reflecting declines in equipment sales,
prepaid mobile, as well as lower NBN migration revenue in
Australia. Excluding NBN migration revenue and Jobs Support
Scheme credits, operating revenue was stable while EBITDA
rose 8.1%, driven by strong mobile service growth in Australia.
The associates’ post-tax contributions grew 19%. This was
lifted by Airtel’s robust turnaround with its sturdy recovery
in India and sustained growth in Africa, but partly offset
by profit decline in AIS due to higher depreciation and 5G
spectrum amortisation charges.
Underlying net profit grew 11% to S$1.92 billion. Including net
exceptional gains of S$25 million mainly from the Group’s
divestment of its 70% equity stake in Australia Tower Network
Pty Ltd compared to net exceptional loss last year, net profit
grew two and a half times to S$1.95 billion.
FY2021
The Group’s results were adversely impacted by
unprecedented headwinds from the COVID-19 pandemic
and ongoing structural challenges in the industry. Operating
revenue dipped 5.4% to S$15.64 billion driven by declines
in mobile roaming, prepaid, equipment sales and digital
advertising, as well as lower NBN migration revenue in
Australia. However, ICT revenue rose strongly led by NCS, as
enterprises rushed to digitalise and transform their businesses.
EBITDA was down 16% to S$3.83 billion due to the decline in
revenue, and lower retail fixed margins in Australia.
The associates’ post-tax contribution was stable as a strong
recovery in Airtel offset profit declines from Telkomsel, AIS
and Globe which were impacted by COVID-19 lockdowns.
Consequently, underlying net profit fell 30% to S$1.73 billion.
Including net exceptional charges of S$1.18 billion mainly
from non-cash impairment charges on the carrying values
of Amobee and Trustwave, as well as network assets, net
profit declined 49% to S$554 million.
FY2020
This was a challenging year, given structural shifts in the
industry, soft economic conditions, adverse regulatory
outcomes in India and the onset of COVID-19 in the fourth
quarter. With a 6% depreciation in the Australian Dollar,
operating revenue declined 4.8% to S$16.54 billion and EBITDA
fell 3.2% to S$4.54 billion. In constant currency terms, operating
revenue dipped 2.0%, mainly from lower mobile service
revenue and equipment sales while EBITDA remained stable
with a reduction in operating lease expenses under the new
lease accounting standard. EBIT (before associates) declined
19% after including depreciation of right-of-use assets.
Underlying net profit fell 13% to S$2.46 billion, with increased
net losses at Airtel and weakness at Australia Consumer as a
result of continuing data price competition, lower equipment
sales and margins, and low NBN resale margins.
Net profit declined 65% to S$1.08 billion due to net
exceptional losses of S$1.38 billion mainly arising from the
Group’s share of Airtel’s exceptional charges for regulatory
costs, including the adjusted gross revenue matter and a
one-time spectrum charge.
102
Group
Financial Year ended 31 March
2024
S$ million
2023
S$ million
Change
%
Change in
constant
currency (1)
%
Operating revenue
14,128
14,624
-3.4
-0.2
EBITDA
3,597
3,686
-2.4
0.6
EBITDA margin
25.5%
25.2%
Share of associates' pre-tax profits (2)
2,338
2,287
2.2
6.3
EBIT
3,491
3,399
2.7
5.8
EBIT (before associates' contributions) (2)
1,153
1,112
3.7
4.8
Underlying net profit (3)
2,261
2,053
10.1
13.1
Underlying earnings per share (S cents) (3)
13.7
12.4
10.1
13.1
Exceptional items (post-tax) (4)
(1,466)
172
nm
nm
Net profit
795
2,225
-64.3
-62.7
Basic earnings per share (S cents)
4.8
13.5
-64.2
-62.7
Share of associates' post-tax profits (2)
1,681
1,619
3.9
7.8
Excluding contributions from Trustwave (5)
Operating revenue
14,051
14,461
-2.8
0.4
EBITDA
3,645
3,802
-4.1
-1.1
EBIT (before associates' contributions) (2)
1,209
1,245
-2.9
-1.8
“Associate” refers to an associate and/or a joint venture as defined under SFRS(I).
“nm” denotes not meaningful.
Notes:
(1) Assuming constant exchange rates for the Australian Dollar, United States Dollar and/or regional currencies (Indian Rupee, Indonesian Rupiah, Philippine Peso
and Thai Baht) from the previous year ended 31 March 2023 (FY2023).
(2) Excluded the Group’s share of the associates’ significant one-off items which have been classified as exceptional items of the Group.
(3) Underlying net profit refers to net profit before exceptional items.
(4) Included the Group’s share of associates’ net exceptional losses of S$341 million in FY2024 (FY2023 net exceptional gains: S$142 million).
(5) Excluded Trustwave’s results. Trustwave was classified as a ‘subsidiary held for sale’ as at 30 September 2023 and ceased to be consolidated on a line-by-line
basis from 1 October 2023. In January 2024, the Group completed the sale of Trustwave.
Management Discussion and Analysis
103
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Management Discussion and Analysis
The Group delivered resilient results for the full financial year
amid macroeconomic, inflationary and foreign currency
pressures. The Group’s underlying net profit for FY2024
was up 10% to S$2.26 billion, reflecting increased regional
associate contributions and higher interest income from
capital recycling. In constant currency terms, underlying
net profit would have risen 13%.
The Group’s operating revenue and EBITDA were down
3.4% and 2.4% respectively on the back of a 6% depreciation
of the Australian Dollar. However, EBIT (1) was up 3.7% from
lower depreciation and amortisation charges. On a constant
currency basis, operating revenue and EBITDA would have
been stable as the mobile business in Singapore and Australia
saw positive momentum while declines in enterprise services
were offset by NCS’ growth, while EBIT (1) would have risen
4.8%.
The associates’ post-tax profit contributions grew 3.9% and
in constant currency terms, their contributions would have
increased 7.8% with growth in India and Thailand. Airtel
reported strong growth in operating revenue and EBITDA in
both India and Africa in constant currency terms. This was
moderated by currency devaluations in Africa, especially
the Nigerian Naira. Telkomsel’s net profit was boosted
by contributions from its IndiHome broadband business,
which was integrated from 1 July 2023, and growth in data
and digital services. However, its contribution to the Group
dropped mainly due to a reduction in Singtel’s equity
interest from 1 July 2023 (2). AIS’ robust performance was
driven by growth from mobile and fixed while Globe
delivered healthy mobile revenue growth, partly offset
by higher network-related costs.
There were net exceptional losses of S$1.47 billion, mainly
attributable to non-cash impairment charges on the goodwill
of Optus, Asia Pacific Cyber Security Business and NCS
Australia, and on Optus Enterprise’s network assets as well
as share of significant fair value losses at Airtel Africa from a
revaluation of USD liabilities and derivatives due largely to
the devaluation of Nigerian Naira. The losses were partially
mitigated by a non-cash dilution gain from a 5% reduction in
the Group’s effective equity interest in Telkomsel and a gain
recorded from the divestment of the Group’s 0.8% direct stake
in Airtel.
With net exceptional losses as compared to net exceptional
gains last year, the Group’s net profit for FY2024 declined 64%
to S$795 million.
The Group has diversified its earnings base through its
expansion and investments in overseas markets. On a
proportionate basis, if the associates are consolidated
line-by-line, operations outside Singapore accounted for
76% (FY2023: 76%) and 83% (FY2023: 82%) of the Group’s
proportionate revenue and EBITDA respectively.
The Group’s financial position remains solid. In FY2024, the
Group continued its capital recycling efforts and received
cash from divestments. This mainly comprised S$937 million
from the sale of a partial stake in Airtel, S$282 million from
the sale of a 6.0% stake in Nxera Investment Holdings Pte.
Ltd. (formerly known as ST Dynamo Investment Holdings Pte.
Ltd.) and partial proceeds of S$148 million from the sale of
the Group’s remaining 3.9% stake in Airtel Africa. Net debt
reduced to S$7.8 billion from S$8.3 billion a year ago on higher
cash and cash equivalents (3), boosted by cash inflows from
divestments. Free cash flow for FY2024 declined 1.7% to S$2.57
billion, mainly due to lower dividends from associates.
(1) Excluding associates’ contributions.
(2) In Singapore Dollar terms, the contributions from IndiHome largely offset the impact from Singtel’s reduced stake.
(3) Comprised cash, bank deposits and investments in Singapore Treasury bills.
104
Business Segment
Financial Year ended 31 March
2024
S$ million
2023 (1)
S$ million
Change
%
Change in
constant
currency (2)
%
Operating revenue (3)
Optus
7,131
7,569
-5.8
0.1
Singtel Singapore (4)
3,891
3,988
-2.4
-2.4
NCS
2,835
2,728
3.9
4.5
Digital InfraCo
413
383
8.0
8.0
Less: Intercompany eliminations
(219)
(207)
6.0
6.0
14,051
14,461
-2.8
0.4
Trustwave (5)
77
163
-53.1
-51.8
Group
14,128
14,624
-3.4
-0.2
EBITDA (3)
Optus
1,861
1,965
-5.3
0.7
Singtel Singapore (4)
1,451
1,490
-2.6
-2.6
NCS
266
254
4.5
4.1
Digital InfraCo
219
228
-4.1
-4.1
Corporate
(150)
(136)
10.8
10.8
Less: Intercompany eliminations
(1)
*
nm
nm
3,645
3,802
-4.1
-1.1
Trustwave (5)
(49)
(116)
-58.1
-56.6
Group
3,597
3,686
-2.4
0.6
EBIT (before associates' contributions) (3)
Optus
255
271
-5.6
0.5
Singtel Singapore (4)
838
884
-5.2
-5.2
NCS
183
139
31.4
30.4
Digital InfraCo
72
73
-1.2
-1.2
Corporate
(190)
(175)
8.4
8.4
Less: Intercompany eliminations
50
54
-6.3
-6.3
1,209
1,245
-2.9
-1.8
Trustwave (5)
(56)
(133)
-58.1
-56.7
Group
1,153
1,112
3.7
4.8
“nm” denotes not meaningful and “*” denotes less than +/- S$0.5 million.
Notes:
(1)
Segment results have been restated to be consistent with the organisation structure in FY2024.
(2)
Assuming constant exchange rates for the Australian Dollar and United States Dollar from FY2023.
(3)
Based on statutory view, which include transactions with other entities in the Singtel Group.
(4)
Comprised consumer and enterprise telco businesses.
(5)
Trustwave was classified as a ‘subsidiary held for sale’ as at 30 September 2023 and ceased to be consolidated on a line-by-line basis from 1 October 2023. In
January 2024, the Group completed the sale of Trustwave.
105
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Management Discussion and Analysis
OPTUS
Optus’ operating revenue was stable in a challenging
year amid structural market declines in its Enterprise
fixed business, weak consumer sentiment and inflationary
pressures. However, Optus continued to make progress in
executing to its strategy. The growth in mobile service and
Home revenues were moderated by the decline in
the Enterprise fixed business. Mobile service revenue grew
3.8%, backed by robust prepaid customer growth of 108,000
with strong gains by amaysim, and higher postpaid ARPU.
EBITDA and EBIT were stable as pressures from eroding
fixed enterprise margins and higher content and energy
costs were mitigated by cost optimisation efforts.
SINGTEL SINGAPORE
Singtel Singapore’s operating revenue fell 2.4% due to lower
enterprise and legacy carriage especially voice, partially
offset by higher mobile roaming and IoT connectivity. Mobile
service revenue momentum continued with 2.8% growth. This
helped mitigate legacy and ICT declines as Singtel Singapore
works towards creating new revenue streams. With lower
operating revenue, EBITDA declined 2.6%. EBIT was down 5.2%
after including higher depreciation charges from increased
investments in digital, network resiliency and cyber security.
NCS
NCS’ operating revenue grew 3.9% (4.5% in constant currency
terms), with balanced growth across all its businesses,
having completed the integration of its Australian businesses
and with Greater China delivering strong double-digit
growth. It has scaled up its global delivery network, with
access to regional talent, resulting in lower cost-to-serve.
EBITDA increased 4.5%, driven by higher operating revenue
and strong cost management. EBIT grew strongly by 31%
due to the positive EBITDA impact and a reduction in
amortisation charges for acquired intangibles. NCS secured
S$3.0 billion of new bookings for the year.
DIGITAL INFRACO
Digital InfraCo delivered healthy 8.0% operating revenue
growth, driven by its Nxera data centre business and
satellite services. Nxera’s revenue grew mainly from price
increases and higher utility revenue. Satellite revenue was
up mostly from fees earned from project-based satellite
deployment services. With Nxera continuing to expand its
capabilities and scale up in the region, EBITDA and EBIT
declined 4.1% and 1.2% respectively.
106
Associates (1)
Financial Year ended 31 March
2024
S$ million
2023
S$ million
Change
%
Change in
constant
currency (2)
%
Group's share of associates' pre-tax profits (3)
2,338
2,287
2.2
6.3
Share of post-tax profits
Telkomsel (3)
628
664
-5.5
-1.7
AIS
274
240
13.9
16.3
Intouch (4)
- operating results
131
100
30.7
33.5
- amortisation of acquired intangibles
(9)
(9)
1.1
3.9
121
91
33.7
36.5
Globe (3)
222
232
-4.1
-0.4
Airtel (3)
- ordinary results (India and South Asia)
459
345
33.4
39.1
- ordinary results (Africa)
79
116
-32.3
-27.3
538
461
16.8
23.2
- fair value loss from Naira's devaluation (5)
45
-
nm
nm
584
461
26.6
32.7
Bharti Telecom Limited (BTL)
(144)
(76)
90.6
98.1
440
385
14.1
19.8
Regional associates
1,685
1,612
4.5
8.5
Other associates (3)(6)
(4)
7
nm
nm
Group's share of associates' post-tax profits (3)
1,681
1,619
3.9
7.8
“Associate” refers to an associate and/or a joint venture under SFRS(I).
“nm” denotes not meaningful.
Notes:
(1) The associates’ results are based on local accounting standards. Where applicable and material, the accounting policies of the associates have been restated
for compliance with Singtel’s accounting policies.
(2) Assuming constant exchange rates for the regional currencies (Indian Rupee, Indonesian Rupiah, Philippine Peso and Thai Baht) from FY2023.
(3) Excluded the share of the associates’ exceptional items which have been classified as exceptional items of the Group.
(4) Singtel held an equity interest of 24.99% in Intouch, which has an equity interest of 40.4% in AIS.
(5) The share of fair value loss from revaluation of USD denominated liabilities and derivatives to Nigerian Naira at Airtel Africa which was classified as part of
ordinary results for period ended 31 December 2023 has been reclassified as an exceptional item of the Group in view of its relative materiality.
(6) Included the share of results of GXS Bank, Singapore Post Limited, NetLink NBN Trust, APT Satellite International Company Limited, and Indara Corporation
Pty Ltd. GXS Bank holds a digital bank licence in Singapore. Other associates recorded a net loss as compared to a net gain last year mainly from the ramp up
of GXS Bank’s operations.
107
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Management Discussion and Analysis
Telkomsel
AIS
Globe
Airtel (1)
Market share, 31 March 2024 (2)
50.2%
46.9%
49.9%
33.1%
Market share, 31 March 2023 (2)
49.1%
47.8%
56.4%
32.4%
Market position (2)
#1
#2
#2
#2
Mobile customers ('000)
- Aggregate
159,668
45,025
58,774
507,874
- Proportionate
48,060
10,496
27,457
127,278
Growth in mobile customers (%) (3)
5.7%
-2.4%
-30%
6.1%
Notes:
(1) Market share and market position pertained to India market only.
(2) Based on number of mobile customers.
(3) Based on total number of mobile customers compared against 31 March 2023.
108
Telkomsel’s operating revenue was up a robust 23%, boosted
by contributions from IndiHome’s fixed broadband business
which was consolidated from 1 July 2023, and growth in data
and digital services. The increases were partially offset by
accelerated declines in legacy voice and SMS services. Data
revenue rose due to increases in both customer base and
mobile ARPU. With higher operating revenue, EBITDA was up
7%. Telkomsel’s net profit (4) (excluding fair value adjustments
for GoTo) increased by 10% after including higher depreciation
charges and interest expenses from leases. However, its
post-tax profit contribution to the Group in Singapore Dollar
terms declined 5.5% mainly due to the reduction in Singtel’s
equity interest from 35.0% to 30.1% from 1 July 2023 and a
weaker Indonesian Rupiah.
AIS’ service revenue (excluding interconnect and equipment)
rose 8%, boosted by first-time contributions from Triple T
Broadband Public Company Limited (“TTTBB”) and growth
across all services, lifted by an improved economy and
expanded tourist sector. Fixed broadband revenue grew
strongly, benefiting from the integration of TTTBB’s business,
increased service coverage and solid customer demand.
EBITDA improved 10% on service revenue growth, improved
handset margins and effective cost management. After
including higher depreciation from an expanded network
and increased amortisation due to newly acquired 700MHz
spectrum licence, and higher financing costs from increased
borrowings, AIS’ net profit rose 16%. Despite a weaker Thai
Baht, AIS’ post-tax profit contribution was up a strong 14% in
Singapore Dollar terms.
Intouch’s post-tax profit contribution was up a robust 34%,
driven by AIS’ stronger performance and a write-back of a
provision for a legal dispute which was no longer required.
Globe’s service revenue grew 3% despite the sale of Electronic
Commerce Payments, Inc. (ECPay), an IT and e-commerce
solutions provider, in September 2023. The higher revenue
was driven by increases in mobile data usage, corporate
data and postpaid fixed broadband which were partially
offset by declines in legacy mobile voice and SMS, as well as
legacy fixed and fixed wireless broadband. EBITDA was up
3% from revenue growth. Globe’s net profit was stable after
including higher depreciation from network expansion and
upgrades, and increased finance charges from borrowings
and tower leases, which were partially mitigated by a higher
share of equity accounted gains from its associate Globe
Fintech Innovations, Inc. In Singapore Dollar terms, Globe’s
post-tax contribution declined 4.1% as the Philippine Peso
depreciated significantly.
Airtel Group, comprising businesses in India, Africa and
Sri Lanka, reported growth in operating revenue, EBITDA
and EBIT of 8%, 10% and 12% respectively, impacted by
currency devaluations in Africa, especially the Nigerian Naira.
Airtel’s mobile revenue in India jumped 12%, led by strong
4G/5G customer additions and increased ARPU. Non-mobile
businesses also delivered strong performances. Airtel
Business continued to grow from the surge in global and
domestic data revenues while growth in Airtel’s Home
business was propelled by accelerated rollouts. Airtel’s
overall operating revenue and EBITDA from India and
South Asia rose 12% and 16% respectively. Including higher
depreciation and amortisation charges and a higher equity
share of Indus’ profit, the Group’s share of post-tax profit
was up significantly by 33% to S$459 million.
Airtel Africa’s operating revenue and EBITDA fell 5% and 6%
respectively, severely impacted by the translation impact
from devaluations of the Nigerian Naira and Malawi Kwacha.
However, in constant currency terms, operating revenue and
EBITDA both increased strongly by 21%. Voice revenue rose on
the back of network expansion, while data revenue grew from
higher penetration and usage. Revenue from Airtel Money
continued to grow, mainly from growth in its customer base
and higher ARPU as its distribution network expanded. After
including higher depreciation and amortisation charges
from increased mobile network investments, the Group’s
share of Airtel Africa’s post-tax profit declined 32%.
After including BTL’s widening net loss of S$144 million
(FY2023: S$76 million) due to higher finance expenses from
its increased borrowings following its recent acquisition of
an additional stake in Airtel, the post-tax profit contribution
from Airtel Group and BTL rose 14% to S$440 million.
(4) Excluded fair value gain or loss from revaluation of Telkomsel’s investment in GoTo which was recorded by Singtel in equity in accordance with its accounting
policy for investment classified under ‘Fair value through other comprehensive income’. Telkomsel records the said fair value gain or loss in its income statement.
109
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Management Discussion and Analysis
Cash Flow
Financial Year ended 31 March
2024
S$ million
2023
S$ million
Change
%
Net cash inflow from operating activities
4,718
4,776
-1.2
Net cash inflow from/(outflow for) investing activities
247
(2,302)
nm
Net cash outflow for financing activities
(1,993)
(2,941)
-32.2
Net change in cash balance
2,973
(467)
nm
Exchange effects on cash balance
(22)
(37)
-42.0
Cash balance at beginning of year
1,644
2,149
-23.5
Cash balance at end of year
4,595
1,644
179.5
Optus
1,419
1,408
0.8
Singtel and other subsidiaries
731
754
-3.1
Group cash capital expenditure
2,150
2,162
-0.6
Optus (A$ million)
1,604
1,499
7.0
Optus
324
346
-6.2
Singtel and other subsidiaries
973
875
11.2
Associates (net dividends after withholding tax)
1,271
1,392
-8.7
Group free cash flow
2,569
2,613
-1.7
Optus (A$ million)
356
342
4.1
Cash capital expenditure as a percentage of operating revenue
15%
15%
“nm” denotes not meaningful.
Net cash inflow from operating activities declined slightly
by 1.2% to S$4.72 billion due mainly to lower dividends from
associates. With a lower operating cash flow and stable
capital expenditure, the Group’s free cash flow dipped 1.7%
to S$2.57 billion.
The investing cash inflow for the year amounted to
S$247 million. Cash received from divestments comprised
mainly S$937 million from the sale of the Group’s 0.8%
stake in Airtel, S$282 million from the sale of 6.0% stake in
Nxera Investment Holdings Pte. Ltd. (formerly known as
ST Dynamo Investment Holdings Pte. Ltd.) and partial
proceeds of S$148 million from the sale of the Group’s
remaining 3.9% stake in Airtel Africa. In addition, the Group
received cash from maturity of its investments in Singapore
Treasury bills and fixed deposits (5) of S$1.40 billion and
S$1.09 billion respectively.
Other investing cash outflows included payments for the
following:
(a) Capital expenditure of S$2.15 billion, comprising
S$1.42 billion (A$1.60 billion) for Optus and S$731 million
for the rest of the Group. Optus invested around
A$850 million in mobile, including 5G network.
(b) Placement of fixed deposits (5) of S$1.01 billion.
(c) Subscription of new shares for an additional 0.5%
direct stake in Telkomsel for S$247 million.
Net cash outflow for financing activities amounted to S$1.99
billion. Major cash outflows comprised payments for final
dividend and the second tranche of the special dividend
for FY2023 of S$875 million and S$413 million respectively,
S$858 million for the interim dividend for FY2024, as well as
S$417 million of net interest expenses. These cash outflows
were partly mitigated by net proceeds from borrowings of
S$662 million.
(5)
With maturity period of more than 3 months.
110
Summary Statements of Financial Position
As at 31 March
2024
S$ million
2023
S$ million
Current assets
10,360
8,583
Non-current assets
35,838
37,947
Total assets
46,199
46,530
Current liabilities
7,649
8,299
Non-current liabilities
13,584
12,217
Total liabilities
21,234
20,516
Net assets
24,965
26,014
Share capital
4,573
4,573
Retained earnings
23,785
24,857
Currency translation reserve (1)
(4,203)
(3,750)
Other reserves
(241)
(688)
Equity attributable to shareholders
23,915
24,992
Perpetual securities
1,013
1,013
Non-controlling interests and other reserve
37
9
Total equity
24,965
26,014
Note:
(1) ‘Currency translation reserve’ relates mainly to the translation of the net assets of foreign subsidiaries, associates and joint ventures of the Group denominated
mainly in Australian Dollar, Indian Rupee, Indonesian Rupiah, Philippine Peso, Thai Baht and United States Dollar.
The Group continued to be in a strong financial position
as at 31 March 2024.
Total assets decreased from a year ago due mainly to
non-cash impairment charges recorded during the year.
The decline was partly mitigated by higher cash and cash
equivalents as a result of cash inflows from divestments
(see page 110) and an increase in the carrying value of joint
ventures of the Group, boosted by Tekomsel’s integration
of IndiHome’s fixed broadband business. Total liabilities
grew mainly from a net increase in borrowings.
Currency translation losses widened, reflecting translation
losses due to the strong Singapore Dollar.
111
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Management Discussion and Analysis
Capital Management and Dividend Policy
Financial Year ended 31 March
2024
2023
Gross debt (S$ million)
12,409
11,483
Net debt (1) (S$ million)
7,782
8,329
Net debt gearing ratio (2) (%)
23.8
24.3
Net debt to EBITDA and share of associates’ pre-tax profits (number of times)
1.31
1.39
Interest cover (3) (number of times)
17.8
16.8
Notes:
(1)
Net debt is defined as gross debt adjusted for related hedging balances less cash and cash equivalents. Cash and cash equivalents comprised cash and
bank balances as well as investments in Singapore Treasury bills and fixed deposits.
(2)
Net debt gearing ratio is defined as the ratio of net debt to net capitalisation. Net capitalisation is the aggregate of net debt, shareholders’ funds and
non-controlling interests.
(3)
Interest cover refers to the ratio of EBITDA and share of associates’ pre-tax profits to net interest expense.
As at 31 March 2024, the Group’s net debt was S$7.8 billion,
a decline of S$547 million from a year ago. The decline was
largely due to cash inflows from divestments. Consequently,
net debt gearing ratio fell to 23.8% from 24.3% a year ago.
The Group has one of the strongest credit ratings among
telecommunication companies in the Asia Pacific region and
continues to maintain a healthy capital structure. Singtel is
currently rated A1 by Moody’s and A by S&P Global Ratings.
For the financial year ended 31 March 2024, the total ordinary
dividend payout is 15.0 cents per share, a year-on-year
increase of 52%. This comprises an interim dividend of 5.2
cents per share, and subject to shareholders’ approval, a final
dividend of 9.8 cents per share. The final dividend consists of:
(a) a core dividend of 6.0 cents per share; and
(b) a value realisation dividend of 3.8 cents per share.
The value realisation dividend is to be paid in two tranches of
1.9 cents per share each in August 2024 and December 2024.
Singtel is focused on a disciplined capital management
approach of balancing investing for growth and
delivering strong, sustainable total returns to
shareholders while maintaining financial flexibility and
investment-grade credit ratings. This is achieved through
improving business performance and commitment to
an asset recycling programme.
Barring unforeseen circumstances, Singtel plans to pay
ordinary dividends comprising:
•
A core dividend at between 70% and 90% of
underlying net profit, which will track business
performance.
•
A value realisation dividend of 3 - 6 cents per share
per annum over the medium term, funded by excess
capital generated from asset recycling proceeds after
investing in growth initiatives.
This policy will be reviewed periodically in line with the
Group’s evolving business strategy and market conditions.
112
Table of Contents
Financial Statements
114
Directors’ Statement
125
Independent Auditors’ Report
131
Consolidated Income Statement
132
Consolidated Statement of Comprehensive Income
133
Statements of Financial Position
135
Statements of Changes in Equity
139
Consolidated Statement of Cash Flows
142
Notes to the Financial Statements
Additional Information
233
Interested Person Transactions
234
Further Information on Board of Directors
238
Additional Information on Directors Seeking Re-election
256
Further Information on Group Management Committee
260
Key Awards and Accolades
263
Shareholder Information
265
Corporate Information
266
Contact Points
113
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Directors' Statement
For the financial year ended 31 March 2024
The Directors present their statement to the members together with the audited financial statements of the Company
(“Singtel”) and its subsidiaries (the “Group”) for the financial year ended 31 March 2024.
In the opinion of the Directors,
(a)
the consolidated financial statements of the Group and the statement of financial position and statement of changes in
equity of the Company as set out on pages 131 to 232 are drawn up so as to give a true and fair view of the financial
position of the Group and of the Company as at 31 March 2024, and the financial performance, changes in equity and
cash flows of the Group and changes in equity of the Company for the financial year ended on that date, in accordance
with the provisions of the Singapore Companies Act 1967 and Singapore Financial Reporting Standards (International);
and
(b)
at the date of this statement, there are reasonable grounds to believe that the Company will be able to pay its debts as
and when they fall due.
1.
DIRECTORS
The Directors of the Company in office at the date of this statement are -
Lee Theng Kiat (Chairman)
Yuen Kuan Moon (Group Chief Executive Officer)
John Lindsay Arthur
Gautam Banerjee
Gail Patricia Kelly
Lim Swee Say
Christina Hon Kwee Fong (Christina Ong)
Rajeev Suri
Tan Tze Gay
Teo Swee Lian
Wee Siew Kim
Yong Hsin Yue
Yong Ying-I
Bradley Joseph Horowitz, who served during the financial year, stepped down as a Director of the Company following
the conclusion of the Annual General Meeting on 28 July 2023.
2.
ARRANGEMENTS TO ENABLE DIRECTORS TO ACQUIRE BENEFITS BY MEANS OF THE ACQUISITION OF SHARES AND
DEBENTURES
Neither at the end of nor at any time during the financial year was the Company a party to any arrangement whose
objects are, or one of whose objects is, to enable the Directors of the Company to acquire benefits by means of the
acquisition of shares in, or debentures of, the Company or any other body corporate, except for performance shares
granted under the Singtel Performance Share Plan 2012 (the “Singtel PSP 2012”).
114
114
Directors' Statement
For the financial year ended 31 March 2024
3.
DIRECTORS’ INTERESTS IN SHARES AND DEBENTURES
The interests of the Directors holding office at the end of the financial year in the shares, debentures, warrants, share
options and awards in the Company and related corporations according to the register kept by the Company under
Section 164 of the Companies Act 1967 were as follows –
Holdings registered in the name of
Director or nominee
Holdings in which Director is deemed to
have an interest
At 31 March 2024
At 1 April 2023
At 31 March 2024
At 1 April 2023
The Company
Singapore Telecommunications Limited
(Ordinary shares)
Lee Theng Kiat
250,536
122,048
-
-
Yuen Kuan Moon
2,070,067
1,536,151
5,765,379 (1)
5,817,849
John Lindsay Arthur
-
-
-
-
Gautam Banerjee
-
-
-
-
Gail Patricia Kelly
-
-
-
-
Lim Swee Say
1,490
1,490
-
-
Christina Ong
-
-
-
-
Rajeev Suri
-
-
-
-
Tan Tze Gay
13,755
13,755
61,360 (2)
61,360
Teo Swee Lian
1,550
1,550
-
-
Wee Siew Kim
533,438 (3)
533,438
190 (2)
190
Yong Hsin Yue
1,360
1,360
-
-
Yong Ying-I
10,000
-
-
-
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115
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
115
Directors' Statement
For the financial year ended 31 March 2024
3.
DIRECTORS’ INTERESTS IN SHARES AND DEBENTURES (Cont'd)
Holdings registered in the name of
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Holdings in which Director is deemed to
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-
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11,480 (5)
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Tan Tze Gay
14,510
12,310
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-
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-
-
CapitaLand China Trust Management Limited
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Tan Tze Gay
5,786
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170,000
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116
116
Directors' Statement
For the financial year ended 31 March 2024
3.
DIRECTORS’ INTERESTS IN SHARES AND DEBENTURES (Cont'd)
Holdings registered in the name of
Director or nominee
Holdings in which Director is deemed to
have an interest
At 31 March 2024
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70,992 (4)
70,992
-
-
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120,000
120,000
-
-
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37,528
24,000
-
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17,995
17,995
21,550 (2)
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48,153
32,032
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-
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234,960
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-
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38,605
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38,432
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37,700
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-
-
Yong Ying-I
159,580
159,580
-
-
Mapletree Logistics Trust Management Ltd.
(Unit holdings in Mapletree Logistics Trust)
Christina Ong
125,100
125,100
-
-
Tan Tze Gay
23,500
23,500
114,900 (2)
114,900
Mapletree Pan Asia Commercial Trust Management Ltd.
(Unit holdings in Mapletree Pan Asia Commercial Trust)
Lim Swee Say
-
25,000
-
-
Tan Tze Gay
36,192
36,192
115,000 (2)
115,000
Wee Siew Kim
45,312
45,312
-
-
117
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Financials
Additional Information
117
Directors' Statement
For the financial year ended 31 March 2024
3.
DIRECTORS’ INTERESTS IN SHARES AND DEBENTURES (Cont'd)
Holdings registered in the name of
Director or nominee
Holdings in which Director is deemed to
have an interest
At 31 March 2024
At 1 April 2023
At 31 March 2024
At 1 April 2023
Mapletree Real Estate Advisors Pte. Ltd.
(Unit holdings in Mapletree Europe Income Trust)
Christina Ong
394 (9)
394
-
-
(Unit holdings in Mapletree US & EU Logistics Private Trust)
Christina Ong
185 (USD)
185 (USD)
-
-
185 (EUR)
185 (EUR)
-
-
(Unit holdings in Mapletree US Income Commercial Trust)
Christina Ong
453
453
-
-
(Unit holdings in Mapletree US Logistics Private Trust)
Christina Ong
179
179
-
-
Mapletree Treasury Services Limited
(S$700,000,000 3.95% Perpetual Securities)
Tan Tze Gay
S$250,000
(principal amount)
S$250,000
(principal amount)
-
-
Olam International Limited
(S$250,000,000 5.375% Perpetual Securities)
Tan Tze Gay
S$250,000
(principal amount)
S$250,000
(principal amount)
-
-
PARAGON REIT Management Pte. Ltd.
(Unit holdings in PARAGON REIT)
Tan Tze Gay
2,782
2,782
210,000 (2)
210,000
SIA Engineering Company Limited
(Ordinary shares)
Tan Tze Gay
5,000
5,000
-
-
118
118
Directors' Statement
For the financial year ended 31 March 2024
3.
DIRECTORS’ INTERESTS IN SHARES AND DEBENTURES (Cont'd)
Holdings registered in the name of
Director or nominee
Holdings in which Director is deemed to
have an interest
At 31 March 2024
At 1 April 2023
At 31 March 2024
At 1 April 2023
Singapore Airlines Limited
(Ordinary shares)
Gautam Banerjee
58,450
52,500
-
-
Lim Swee Say
10,000
10,000
-
-
Tan Tze Gay
23,000
23,000
-
-
Yong Ying-I
125,000
125,000
-
-
(2021 S$6.197 billion Mandatory Convertible Bonds due 2030)
Tan Tze Gay
S$12,018
(principal amount)
S$48,070
(principal amount)
-
-
(US$500,000,000 5.25% Medium Term Notes due 2034)
Yong Ying-I
US$500,000
(principal amount)
-
-
-
Singapore Technologies Engineering Limited
(Ordinary shares)
Christina Ong
1
1
-
-
Tan Tze Gay
30,011
30,011
120,046 (2)
120,046
Singapore Technologies Telemedia Pte Ltd
(S$500,000,000 4.2% Perpetual Securities)
Tan Tze Gay
S$500,000
(principal amount)
S$500,000
(principal amount)
-
-
(5% Subordinated Perpetual Securities)
Yong Ying-I
500,000
(units)
250,000
(units)
-
-
StarHub Ltd
(Ordinary shares)
Wee Siew Kim
72,600
72,600
-
-
119
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Financials
Additional Information
119
Directors' Statement
For the financial year ended 31 March 2024
3.
DIRECTORS’ INTERESTS IN SHARES AND DEBENTURES (Cont'd)
Holdings registered in the name of
Director or nominee
Holdings in which Director is deemed to
have an interest
At 31 March 2024
At 1 April 2023
At 31 March 2024
At 1 April 2023
Temasek Financial (IV) Private Limited
(S$500,000,000 1.8% Bonds due 2026)
Tan Tze Gay
S$66,000
(principal amount)
S$66,000
(principal amount)
-
-
Vertex Venture Holdings Ltd
(S$450,000,000 3.3% Notes due 2028)
Tan Tze Gay
S$250,000
(principal amount)
S$250,000
(principal amount)
-
-
Notes:
(1)
Mr Yuen Kuan Moon’s deemed interest of 5,765,379 shares included:
(a) 6,360 ordinary shares held by Mr Yuen’s spouse; and
(b) An aggregate of up to 5,759,019 ordinary shares in Singtel awarded to Mr Yuen pursuant to the Singtel PSP 2012, subject to certain
performance criteria being met and other terms and conditions. Depending on the extent of the satisfaction of the relevant minimum
performance criteria, up to an aggregate of 7,853,260 ordinary shares may be released pursuant to the conditional awards granted.
(2)
Held by Director’s spouse.
(3)
228,278 ordinary shares held in the name of UBS AG and 305,160 ordinary shares held in the name of Bank of Singapore.
(4)
Held in the name of DBS Nominees (Private) Limited.
(5)
Held in the name of United Overseas Bank Nominees (Private) Limited.
(6)
S$500,000 structured note matured in 2023 and was converted into 234,960 units of CapitaLand Integrated Commercial Trust.
(7)
S$500,000 structured note maturing in 2023, convertible into units of (A) CapitaLand Ascott Trust; (B) CapitaLand Ascendas REIT and (C) CapitaLand
Integrated Commercial Trust, at a specific strike price.
(8)
75,433 units held in the name of Bank of Singapore and 93,668 units held in the name of Credit Suisse AG.
(9)
Each stapled security comprises one unit in Mapletree Windsor Trust and one unit in Mapletree Matterhorn Trust.
According to the register kept by the Company under Section 164 of the Companies Act 1967, there were no changes to
any of the above-mentioned interests between the end of the financial year and 21 April 2024.
4.
PERFORMANCE SHARES
The Executive Resource and Compensation Committee (“ERCC”) is responsible for administering the Singtel PSP 2012.
At the date of this statement, the members of the ERCC are Gail Kelly (Chairman of the ERCC), Lee Theng Kiat, Rajeev
Suri, Tan Tze Gay and Teo Swee Lian.
At the Extraordinary General Meeting held on 27 July 2012, the shareholders approved the adoption of the Singtel PSP
2012. The duration of the Singtel PSP 2012 was 10 years from 27 July 2012. This plan gives the flexibility to either allot
and issue and deliver new Singtel shares or purchase and deliver existing Singtel shares upon the vesting of awards.
At the 29th Annual General Meeting held on 30 July 2021, the shareholders approved the extension of the duration of
the Singtel PSP 2012 for a further period of 10 years from 27 July 2022 up to 26 July 2032 (both dates inclusive).
The participants of the Singtel PSP 2012 will receive fully paid Singtel shares free of charge, provided that certain
prescribed performance targets or vesting conditions are met within a prescribed performance period. The awards are
conditional upon the achievement of predetermined performance targets or vesting conditions over the performance
period, which is three years. A separate One-Off Long-Term Incentive Award with a five-year performance period was
granted to members of the Group Management Committee and selected key executives.
The number of Singtel shares that will vest for each participant or category of participants will be determined at the
end of the performance period based on the level of attainment of the performance targets or vesting conditions.
120
120
Directors' Statement
For the financial year ended 31 March 2024
4.
PERFORMANCE SHARES (Cont'd)
Awards comprising an aggregate of 188.9 million shares have been granted under the Singtel PSP 2012 from its
commencement to 31 March 2024.
Performance share awards granted, vested and cancelled during the financial year, and share awards outstanding at
the end of the financial year, were as follows –
Date of grant
Balance
as at
1 April 2023
(’000)
Share
awards
granted
(’000)
Share
awards
vested
(’000)
Share
awards
cancelled
(’000)
Balance
as at
31 March 2024
(’000)
Share award for Chairman
(Lee Theng Kiat)
21.08.23
-
128
(128)
-
-
Restricted Share Awards
For Group Chief Executive Officer
(Yuen Kuan Moon)
23.06.20
74
-
(74)
-
-
23.06.21
114
-
(57)
-
57
23.06.22
909
-
(303)
-
606
23.06.23
-
908
-
-
908
1,097
908
(434)
-
1,571
For other staff
23.06.20
3,789
-
(3,760)
(29)
-
21.09.20
10
-
(10)
-
-
21.12.20
27
-
(27)
-
-
23.03.21
17
-
(17)
-
-
23.06.21
6,709
-
(3,474)
(129)
3,106
29.09.21
179
-
(89)
(5)
85
07.01.22
53
-
(27)
-
26
23.03.22
22
-
(11)
-
11
23.06.22
11,113
-
(3,814)
(164)
7,135
03.10.22
78
-
(26)
(34)
18
16.12.22
184
-
(52)
(29)
103
23.03.23
316
-
(89)
(50)
177
23.06.23
-
11,872
(300)
(144)
11,428
18.12.23
-
11
-
-
11
27.03.24
-
123
-
-
123
22,497
12,006
(11,696)
(584)
22,223
Sub-total
23,594
12,914
(12,130)
(584)
23,794
121
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Additional Information
121
Directors' Statement
For the financial year ended 31 March 2024
4.
PERFORMANCE SHARES (Cont'd)
Date of grant
Balance
as at
1 April 2023
(’000)
Share
awards
granted
(’000)
Share
awards
vested
(’000)
Share
awards
cancelled
(’000)
Balance
as at
31 March 2024
(’000)
Performance Share Awards
For Group Chief Executive Officer
(Yuen Kuan Moon)
23.06.20
527
-
(100)
(427)
-
527
-
(100)
(427)
-
For other staff
23.06.20
4,962
-
(935)
(4,027)
-
23.03.21
19
-
(4)
(15)
-
23.06.21
4,186
-
(35)
(99)
4,052
29.09.21
224
-
-
-
224
23.06.22
1,567
-
(17)
(81)
1,469
23.06.23
-
2,189
-
-
2,189
25.09.23
-
9
-
-
9
10,958
2,198
(991)
(4,222)
7,943
Sub-total
11,485
2,198
(1,091)
(4,649)
7,943
One-Off Long-Term Incentive Award
For Group Chief Executive Officer
(Yuen Kuan Moon)
23.06.21
4,188
-
-
-
4,188
4,188
-
-
-
4,188
For other staff
23.06.21
11,575
-
-
-
11,575
23.06.22
6,370
-
-
(90)
6,280
17,945
-
-
(90)
17,855
Sub-total
22,133
-
-
(90)
22,043
Total
57,212
15,240
(13,349)
(5,323)
53,780
During the financial year, awards in respect of an aggregate of 13.3 million shares granted under the Singtel PSP 2012
were vested. The awards were satisfied by the delivery of existing shares purchased from the market as permitted
under the Singtel PSP 2012.
As at 31 March 2024, no participant has received shares pursuant to the vesting of awards granted under the Singtel
PSP 2012 which, in aggregate, represents five per cent or more of the aggregate of -
(i)
the total number of new shares available under the Singtel PSP 2012; and
(ii)
the total number of existing shares purchased for delivery of awards released under the Singtel PSP 2012.
122
122
Directors' Statement
For the financial year ended 31 March 2024
5.
SHARE OPTION PLANS
During the financial year, there were:
(a)
no options granted by the Company to any person to take up unissued shares of the Company; and
(b)
no shares issued by virtue of any exercise of options to take up unissued shares of the Company.
There were no unissued shares of the Company under option at the end of the financial year.
6.
AUDIT COMMITTEE
At the date of this statement, the Audit Committee comprises the following members, all of whom are non-executive
and independent -
Gautam Banerjee (Chairman of the Audit Committee)
Gail Patricia Kelly
Tan Tze Gay
John Lindsay Arthur, who served during the financial year, stepped down as a member of the Audit Committee on
1 October 2023.
The Audit Committee carried out its functions in accordance with Section 201B of the Companies Act 1967.
In performing its functions, the Committee reviewed the overall scope and results of both internal and external audits
and the assistance given by the Company’s officers to the auditors. It met with the Company’s internal auditors to
discuss the results of the respective examinations and their evaluation of the Company’s system of internal accounting
controls. The Committee also held discussions with the internal and external auditors and is satisfied that the processes
put in place by management provide reasonable assurance on mitigation of fraud risk exposure to the Group.
The Committee also reviewed the financial statements of the Company and the Group, as well as the Independent
Auditors’ Report thereon. In the review of the financial statements of the Company and the Group, the Committee had
discussed with management the accounting principles that were applied and their judgement of items that might affect
the integrity of the financial statements.
In addition, the Committee had, with the assistance of the internal auditors, reviewed the procedures set up by the
Company and the Group to identify and report, and where necessary, sought appropriate approval for interested
person transactions.
The Committee has full access to and has the co-operation of management and has been given the resources required
for it to discharge its function properly. It also has full discretion to invite any executive officer to attend its meetings. The
external and internal auditors have unrestricted access to the Audit Committee.
The Committee has nominated KPMG LLP for re-appointment as auditors of the Company at the forthcoming Annual
General Meeting.
123
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Financials
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123
Directors' Statement
For the financial year ended 31 March 2024
7.
AUDITORS
The auditors, KPMG LLP, have expressed their willingness to accept re-appointment.
On behalf of the Directors
Lee Theng Kiat
Yuen Kuan Moon
Chairman
Director
Singapore
21 May 2024
124
124
Independent Auditors’ Report
Members of Singapore Telecommunications Limited
Report on the audit of the financial statements
Opinion
We have audited the financial statements of Singapore Telecommunications Limited (‘the Company’) and its subsidiaries (‘the
Group’), which comprise the consolidated statement of financial position of the Group and the statement of financial position
of the Company as at 31 March 2024 and the consolidated income statement, consolidated statement of comprehensive
income, consolidated statement of changes in equity and consolidated statement of cash flows of the Group, and the
statement of changes in equity of the Company for the year then ended, and notes to the financial statements, including a
summary of material accounting policies, as set out on pages 131 to 232.
In our opinion, the accompanying consolidated financial statements of the Group and the statement of financial position and
statement of changes in equity of the Company are properly drawn up in accordance with the provisions of the Companies
Act 1967 (‘the Act’) and Singapore Financial Reporting Standards (International) (‘SFRS(I)s’) so as to give a true and fair view
of the consolidated financial position of the Group and the financial position of the Company as at 31 March 2024 and of
the consolidated financial performance, consolidated changes in equity and consolidated cash flows of the Group and the
changes in equity of the Company for the year ended on that date.
Basis for opinion
We conducted our audit in accordance with Singapore Standards on Auditing (‘SSAs’). Our responsibilities under those
standards are further described in the ‘Auditors’ responsibilities for the audit of the financial statements’ section of our report.
We are independent of the Group in accordance with the Accounting and Corporate Regulatory Authority Code of Professional
Conduct and Ethics for Public Accountants and Accounting Entities (‘ACRA Code’) together with the ethical requirements that
are relevant to our audit of the financial statements in Singapore, and we have fulfilled our other ethical responsibilities in
accordance with these requirements and the ACRA Code. We believe that the audit evidence we have obtained is sufficient
and appropriate to provide a basis for our opinion.
Key audit matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial
statements of the current period. These matters were addressed in the context of our audit of the financial statements as a
whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
125
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Financials
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125
Independent Auditors’ Report
Members of Singapore Telecommunications Limited
Revenue recognition
The key audit matter
How the matter was addressed in our audit
The Group’s Mobile Service, Sale of Equipment and Data
and Internet revenue streams are key audit matters as there
is an elevated inherent risk around the accuracy of amounts
recorded as revenue due to:
•
the complexity of Information Technology (IT)
systems used in billing and the large volume of data
processed;
•
impact of changing pricing models and the
introduction of new products and tariff arrangements;
and
•
different revenue recognition policies for rendering of
services (over time) and sale of goods (point in time).
For the Group’s Operating Revenue stream Infocomm
Technology (“ICT”), there is a significant inherent risk
associated with estimates made by the Group in recognition
and measurement of revenue from certain long-term
contracts. These ICT contract revenue streams are key
audit matters as estimates are required in determining the
budgeted cost and cost to complete to measure the revenue
to be recognised.
The accounting policies for revenue recognition, contract
assets and contract liabilities are set out in Notes 2.24, 2.4
and 2.8 to the financial statements respectively and the
various revenue streams for the Group have been disclosed
in Note 4 to the financial statements.
Our audit approach included controls testing as well as
substantive procedures. Our procedures included:
•
We obtained an understanding of the nature of the
various revenue streams and the related billing and
revenue recording processes, systems and controls.
•
IT systems: Involving our IT specialists, we tested
the design and implementation, and the operating
effectiveness of automated controls over the capture
of data within IT systems used in billing, interfaces
between relevant IT applications used in billing,
measurement and billing of revenue, and the
recording of revenue recognition entries in the general
ledger. We also tested the access controls and change
management controls over the relevant billing systems.
•
Manual controls: We tested the design and
implementation, and the operating effectiveness of
manual controls over the initiation, authorisation,
recording, and processing of revenue transactions.
This included testing process controls over authorising
new price plans and approval of new product and
tariff changes adjustments to the billing system.
•
We tested, on a sample basis, over time and point in
time revenue transactions recorded throughout the
year. This testing included assessing, the existence of
an underlying arrangement with the customer; the
amounts invoiced to customers in accordance with
the Group’s approved pricing list; and the timing of
revenue recognition for each revenue contract based
on completed performance obligations and the
Group’s revenue recognition policy.
•
For ICT contract revenue, we tested on a sample
basis, the key terms and conditions of the respective
customer contract and evaluated it for appropriate
revenue recognition. We challenged the Group’s
underlying assumptions in making estimates on the
budgeted costs and cost to complete the long-term
contracts.
•
We tested a sample of manual journal entries
impacting
revenue
to
relevant
underlying
documentation for their consistency with the Group’s
accounting policy.
Findings
For the Group’s Mobile Service, Sale of Equipment and Data and Internet revenue streams, we found the accuracy of amounts
recorded as revenue to be appropriate.
For ICT contract revenue, we found the estimates made in regard to the policies for revenue recognition to be reasonable.
126
126
Independent Auditors’ Report
Members of Singapore Telecommunications Limited
Impairment assessment of non-financial assets – Optus Group (“Optus”) cash-generating unit (“CGU”)
The key audit matter
How the matter was addressed in our audit
The accounting for the carrying value of Optus CGU has
a material impact on the Group due to the significant
cumulative value of the goodwill and other long-lived non-
financial assets.
In the current year, the Group recorded an impairment
charge of S$2.0 billion in relation to Optus. At 31 March 2024,
the carrying value of Optus includes S$5.9 billion of goodwill.
Impairment assessment of Optus CGU is a key audit matter
given the elevated and significant inherent risks associated
with the assumptions the Group applied in their Value in Use
(“VIU”) impairment models, including:
•
Forecast future cash flows. The revenue and margins
continue to be impacted by competitive and changing
market conditions offset by the benefit of Optus
entering into the regional Multi-Operator Core
Network (“MOCN”) agreement with TPG Telecom;
•
Forecast future capital expenditure cashflows.
Telecommunications is a capital-intensive business
and changes in technology and market conditions can
impact future capital expenditure requirements;
•
Terminal growth rate. Movements in this rate have an
impact on forecast cashflows; and
•
Discount rate. This is complicated in nature and varies
according to the conditions and environment the CGU
is subject to from time to time.
Refer to Note 26 to the financial statements for the
impairment assessments.
Working with our valuation specialists, our procedures
included:
•
Considering the appropriateness of the valuation
method applied by the Group to the CGU to perform
the annual test of goodwill for impairment against the
requirements of the accounting standards.
•
Agreeing the cash flow forecasts used in the
impairment model to Board approved forecasts and
budgets.
•
Performing risk assessment procedures to determine
the inherent risk of key assumptions and data
that would impact the outcome of the impairment
assessment.
•
Forecast future cash flows: Considering and
challenging management’s expectations of the future
business developments, comparing against past
performance and corroborating certain revenue
and margin information with market data. We also
considered and challenged the impact of operational
changes to the businesses and the MOCN agreement
on future cash flows.
•
Forecast future capital expenditure: Considering
and challenging management’s assumption on
planned capital expenditure to past expenditure and
corroborating certain assumptions to industry peers.
•
Terminal growth rate: Comparing the terminal growth
rate to published government data and industry peers.
•
Discount rate: Independently developing a discount
rate range using publicly available market data for
comparable entities, adjusted by risk factors specific to
the CGU, Group and the industry it operates in.
•
Performing a cross-check of the implied value of the
CGU against comparable entities.
•
Recalculating the impairment charge against the
recorded amount.
•
Assessing the appropriateness of the disclosures
in the financial statements in accordance with the
requirements of the accounting standards.
Findings
We found the key estimates and assumptions used in determining the S$2.0 billion impairment loss recorded to be within a
supportable range.
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127
Independent Auditors’ Report
Members of Singapore Telecommunications Limited
Share of joint ventures’ reported contingent liabilities and provision for losses relating to regulatory litigations
The key audit matter
How the matter was addressed in our audit
A number of the Group’s significant joint ventures have
several on-going disputes and litigations with their local
regulators. The Group may be exposed to significant losses as
a result of the unfavourable outcome of such disputes.
This is a key audit matter as significant judgement is required
in assessing the likelihood of the outcome of each matter and
whether the risk of loss is remote, possible or probable and
whether the matter is considered a contingent liability to be
disclosed. Where the risk of loss is probable, management
is required to estimate the provision amount based on the
expected economic outflow resulting from the disputes and
litigations.
Please refer to Note 43 to the financial statements for
‘Significant Contingent Liabilities of Associates and Joint
Ventures’.
Our audit procedures included:
•
Inquiring with management of the Group and joint
ventures, and where considered appropriate, internal
legal counsel of the Group and joint ventures to
understand the process and internal controls relating
to the identification and assessment of the disputes
and litigations, and recognition of the related liabilities,
where appropriate.
•
Reviewing the audit working papers of the auditors of
the joint ventures (‘Component Auditors’), in particular,
their assessment on the regulatory litigations and
disputes that may have a material impact to the
financial statements.
•
Discussing with the Component Auditors on their
evaluation of the probability and magnitude of losses
relating to the disputes and litigations, and their
conclusions reached in accordance with SFRS(I) 1-37
Provisions, Contingent Liabilities and Contingent
Assets.
•
Assessing the appropriateness of disclosures in
the financial statements in accordance with the
requirements of the accounting standards.
Findings
We found management’s assessment of the regulatory litigations and disputes to be reasonable, and the disclosure of
contingent liabilities to be appropriate.
Other information
Management is responsible for the other information contained in the annual report. Other information is defined as all
information in the annual report other than the financial statements and our auditors’ report thereon. We have not obtained
any other information prior to the date of this auditors’ report. The other information is expected to be made available to us
after the date of this auditors’ report.
Our opinion on the financial statements does not cover the other information and we do not express any form of assurance
conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information identified above
when it becomes available and, in doing so, consider whether the other information is materially inconsistent with the financial
statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated.
When we read the other information, if we conclude that there is a material misstatement therein, we are required to
communicate the matter to those charged with governance and take appropriate actions in accordance with SSAs.
128
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Independent Auditors’ Report
Members of Singapore Telecommunications Limited
Responsibilities of management and directors for the financial statements
Management is responsible for the preparation of financial statements that give a true and fair view in accordance with
the provisions of the Act and SFRS(I)s, and for devising and maintaining a system of internal accounting controls sufficient
to provide a reasonable assurance that assets are safeguarded against loss from unauthorised use or disposition; and
transactions are properly authorised and that they are recorded as necessary to permit the preparation of true and fair
financial statements and to maintain accountability of assets.
In preparing the financial statements, management is responsible for assessing the Group’s ability to continue as a going
concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless
management either intends to liquidate the Group or to cease operations, or has no realistic alternative but to do so.
The directors’ responsibilities include overseeing the Group’s financial reporting process.
Auditors’ responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our opinion. Reasonable assurance
is a high level of assurance, but is not a guarantee that an audit conducted in accordance with SSAs will always detect a
material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually
or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of
these financial statements.
As part of an audit in accordance with SSAs, we exercise professional judgement and maintain professional scepticism
throughout the audit. We also:
•
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design
and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate
to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than
for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the
override of internal controls.
•
Obtain an understanding of internal controls relevant to the audit in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s
internal controls.
•
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by management.
•
Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the
audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant
doubt on the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we
are required to draw attention in our auditors’ report to the related disclosures in the financial statements or, if such
disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the
date of our auditors’ report. However, future events or conditions may cause the Group to cease to continue as a going
concern.
•
Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and
whether the financial statements represent the underlying transactions and events in a manner that achieves fair
presentation.
129
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
129
Independent Auditors’ Report
Members of Singapore Telecommunications Limited
Auditors’ responsibilities for the audit of the financial statements (Cont'd)
•
Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities
within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction,
supervision and performance of the group audit. We remain solely responsible for our audit opinion.
We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant
audit findings, including any significant deficiencies in internal controls that we identify during our audit.
We also provide the directors with a statement that we have complied with relevant ethical requirements regarding
independence, and communicate with them all relationships and other matters that may reasonably be thought to bear on our
independence, and where applicable, related safeguards.
From the matters communicated with the directors, we determine those matters that were of most significance in the
audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters
in our auditors’ report unless the law or regulations preclude public disclosure about the matter or when, in extremely rare
circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of
doing so would reasonably be expected to outweigh the public interest benefits of such communication.
Report on other legal and regulatory requirements
In our opinion, the accounting and other records required by the Act to be kept by the Company and by those subsidiary
corporations incorporated in Singapore of which we are the auditors have been properly kept in accordance with the
provisions of the Act.
The engagement partner on the audit resulting in this independent auditors’ report is Mr Malcolm Ramsay.
KPMG LLP
Public Accountants and
Chartered Accountants
Singapore
21 May 2024
130
130
Consolidated Income Statement
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Notes
2024
S$ Mil
2023
S$ Mil
Operating revenue
4
14,127.5
14,624.4
Operating expenses
5
(10,749.9)
(11,133.6)
Other income
6
219.3
195.1
3,596.9
3,685.9
Depreciation and amortisation
7
(2,444.0)
(2,574.1)
1,152.9
1,111.8
Exceptional items
8
(1,250.3)
18.7
(Loss)/Profit on operating activities
(97.4)
1,130.5
Share of results of associates and joint ventures
9
1,361.5
1,826.8
Profit before interest, investment income (net), and tax
1,264.1
2,957.3
Interest and investment income (net)
10
141.3
56.9
Finance costs
11
(444.2)
(415.8)
Profit before tax
961.2
2,598.4
Tax expense
12
(157.7)
(364.9)
Profit after tax
803.5
2,233.5
Attributable to:
Shareholders of the Company
795.0
2,225.1
Non-controlling interests
8.5
8.4
803.5
2,233.5
Earnings per share attributable to shareholders of the Company
- basic (cents)
13
4.82
13.48
- diluted (cents)
13
4.75
13.40
131
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
131
Consolidated Statement of
Comprehensive Income
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
2024
S$ Mil
2023
S$ Mil
Profit after tax
803.5
2,233.5
Other comprehensive (loss)/income
Items that may be reclassified subsequently to income statement:
Exchange differences arising from translation of foreign operations and other currency
translation differences
(610.1)
(1,803.9)
Reclassification of translation loss to income statement on deconsolidation of subsidiaries
29.8
39.6
Reclassification of translation loss to income statement on dilution of interest in joint ventures
127.1
164.9
Cash flow hedges
- Fair value changes
22.9
(33.0)
- Tax effects
(6.6)
(31.7)
16.3
(64.7)
- Fair value changes transferred to income statement
(83.7)
7.7
- Tax effects
4.7
22.0
(79.0)
29.7
(62.7)
(35.0)
Share of other comprehensive income/(loss) of associates and joint ventures
68.0
(86.8)
Reclassification of share of other comprehensive gain of joint ventures to income statement
on dilution of interest in joint ventures
(33.5)
(91.2)
Items that will not be reclassified subsequently to income statement:
Fair value changes on Fair Value through Other Comprehensive Income (“FVOCI”)
investments
115.2
(116.9)
Other comprehensive loss, net of tax
(366.2)
(1,929.3)
Total comprehensive income
437.3
304.2
Attributable to:
Shareholders of the Company
429.1
296.5
Non-controlling interests
8.2
7.7
437.3
304.2
132
132
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Statements of Financial Position
As at 31 March 2024
Group
Company
Notes
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Current assets
Cash and cash equivalents
15
4,605.2
1,667.9
444.5
228.6
Trade and other receivables
16
5,005.7
5,012.8
3,944.2
1,924.5
Inventories
17
301.4
346.2
61.5
52.0
Derivative financial instruments
18
29.2
69.4
0.6
0.1
Other assets
19
418.6
1,486.5
21.5
-
10,360.1
8,582.8
4,472.3
2,205.2
Non-current assets
Property, plant and equipment
20
10,046.5
10,384.6
1,903.9
1,852.4
Right-of-use assets
21
2,824.2
3,000.1
401.6
462.0
Intangible assets
22
8,227.0
10,989.5
-
-
Subsidiaries
23
-
-
18,611.1
20,101.6
Joint ventures
24
10,538.4
9,415.4
1.1
1.1
Associates
25
2,219.5
2,372.7
24.7
24.7
Fair value through other comprehensive income
(“FVOCI”) investments
27
604.9
733.7
-
-
Derivative financial instruments
18
161.1
157.7
25.9
23.4
Deferred tax assets
12
600.1
305.4
-
-
Other assets
19
616.7
588.1
56.4
83.9
35,838.4
37,947.2
21,024.7
22,549.1
Total assets
46,198.5
46,530.0
25,497.0
24,754.3
Current liabilities
Trade and other payables
28
5,406.2
5,309.9
3,757.3
2,900.8
Advance billings
750.7
793.9
99.5
96.6
Current tax liabilities
887.0
731.0
34.5
35.6
Borrowings (unsecured)
29
24.0
471.1
-
-
Borrowings (secured)
30
545.7
511.6
62.3
58.7
Derivative financial instruments
18
14.8
48.2
10.6
2.3
Net deferred gain
32
21.0
20.8
-
-
Dividend payable
-
412.6
-
412.6
7,649.4
8,299.1
3,964.2
3,506.6
133
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
133
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Statements of Financial Position
As at 31 March 2024
Group
Company
Notes
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Non-current liabilities
Advance billings
503.0
425.5
363.6
255.3
Borrowings (unsecured)
29
8,225.3
7,142.4
668.1
668.7
Borrowings (secured)
30
3,104.6
2,768.2
336.8
372.8
Derivative financial instruments
18
649.3
729.2
206.3
197.5
Net deferred gain
32
344.6
345.7
-
-
Deferred tax liabilities
12
539.7
542.5
271.7
257.3
Other non-current liabilities
33
217.9
263.1
39.2
36.2
13,584.4
12,216.6
1,885.7
1,787.8
Total liabilities
21,233.8
20,515.7
5,849.9
5,294.4
Net assets
24,964.7
26,014.3
19,647.1
19,459.9
Share capital and reserves
Share capital
34
4,573.1
4,573.1
4,573.1
4,573.1
Reserves
19,341.9
20,419.2
15,074.0
14,886.8
Equity attributable to shareholders
of the Company
23,915.0
24,992.3
19,647.1
19,459.9
Perpetual securities
35
1,012.7
1,012.6
-
-
24,927.7
26,004.9
19,647.1
19,459.9
Non-controlling interests
37.0
16.2
-
-
Other reserve
-
(6.8)
-
-
Total equity
24,964.7
26,014.3
19,647.1
19,459.9
134
134
Statements of Changes in Equity
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Attributable to shareholders of the Company
Group - 2024
Share
Capital
S$ Mil
Treasury
Shares (1)
S$ Mil
Capital
Reserve
S$ Mil
Currency
Translation
Reserve (2)
S$ Mil
Hedging
Reserve
S$ Mil
Fair Value
Reserve
S$ Mil
Retained
Earnings
S$ Mil
Other
Reserves (3)
S$ Mil
Total
S$ Mil
Perpetual
Securities
S$ Mil
Total
S$ Mil
Non-
controlling
Interests
S$ Mil
Other
Reserve (4)
S$ Mil
Total
Equity
S$ Mil
Balance as at 1 April 2023
4,573.1
(31.8)
(56.3)
(3,749.6)
(93.6)
32.9 24,857.0
(539.4) 24,992.3
1,012.6 26,004.9
16.2
(6.8) 26,014.3
Changes in equity for the year
Distribution paid on perpetual securities
(see Note 35)
-
-
-
-
-
-
5.6
-
5.6
(33.0)
(27.4)
-
-
(27.4)
Accrued perpetual securities distribution
(see Note 35)
-
-
-
-
-
-
(33.1)
-
(33.1)
33.1
-
-
-
-
Performance shares purchased by the
Company
-
(21.3)
-
-
-
-
-
-
(21.3)
-
(21.3)
-
-
(21.3)
Performance shares purchased by the
Company on behalf of subsidiaries
-
(4.1)
-
-
-
-
-
-
(4.1)
-
(4.1)
-
-
(4.1)
Performance shares vested
-
24.9
(24.9)
-
-
-
-
-
-
-
-
-
-
-
Equity-settled share-based payment
-
-
36.4
-
-
-
-
-
36.4
-
36.4
-
-
36.4
Cash paid to employees under performance
share plans
-
-
(0.1)
-
-
-
-
-
(0.1)
-
(0.1)
-
-
(0.1)
Performance shares purchased by Singtel
Optus Pty Limited (“Optus”) and vested
-
-
(7.3)
-
-
-
-
-
(7.3)
-
(7.3)
-
-
(7.3)
Goodwill reclassified on dilution of equity
interest in joint venture
-
-
-
-
-
-
(22.1)
22.1
-
-
-
-
-
-
Final dividend paid (see Note 36)
-
-
-
-
-
-
(875.0)
-
(875.0)
-
(875.0)
-
-
(875.0)
Interim dividend paid (see Note 36)
-
-
-
-
-
-
(858.3)
-
(858.3)
-
(858.3)
-
-
(858.3)
Dividend paid to non-controlling interests
-
-
-
-
-
-
-
-
-
-
-
(6.5)
-
(6.5)
Contribution from non-controlling interests
-
-
-
-
-
-
-
259.5
259.5
-
259.5
21.5
-
281.0
Acquisition of non-controlling interests
-
-
-
-
-
-
-
(8.5)
(8.5)
-
(8.5)
(2.4)
6.8
(4.1)
Reclassification due to disposal of FVOCI
investments
-
-
-
-
-
53.1
(53.1)
-
-
-
-
-
-
-
Reclassification from Capital Reserve to
Retained Earnings
-
-
(28.6)
-
-
-
28.6
-
-
-
-
-
-
-
Reclassification from Other Reserves to
Retained Earnings
-
-
-
-
-
-
(59.5)
59.5
-
-
-
-
-
-
Others
-
-
-
-
-
-
(0.2)
-
(0.2)
-
(0.2)
-
-
(0.2)
-
(0.5)
(24.5)
-
-
53.1 (1,867.1)
332.6
(1,506.4)
0.1 (1,506.3)
12.6
6.8
(1,486.9)
Total comprehensive (loss)/income for the year
-
-
-
(452.9)
(62.7)
115.2
795.0
34.5
429.1
-
429.1
8.2
-
437.3
Balance as at 31 March 2024
4,573.1
(32.3)
(80.8)
(4,202.5)
(156.3)
201.2 23,784.9
(172.3) 23,915.0
1,012.7 24,927.7
37.0
-
24,964.7
135
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
135
Statements of Changes in Equity
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Attributable to shareholders of the Company
Group - 2023
Share
Capital
S$ Mil
Treasury
Shares (1)
S$ Mil
Capital
Reserve
S$ Mil
Currency
Translation
Reserve (2)
S$ Mil
Hedging
Reserve
S$ Mil
Fair Value
Reserve
S$ Mil
Retained
Earnings
S$ Mil
Other
Reserves (3)
S$ Mil
Total
S$ Mil
Perpetual
Securities
S$ Mil
Total
S$ Mil
Non-
controlling
Interests
S$ Mil
Other
Reserve (4)
S$ Mil
Total
Equity
S$ Mil
Balance as at 1 April 2022
4,573.1
(25.5)
(22.3)
(2,150.9)
(58.6)
159.6 25,075.5
(439.3) 27,111.6
1,012.6 28,124.2
16.6
(31.5) 28,109.3
Changes in equity for the year
Distribution paid on perpetual securities
(see Note 35)
-
-
-
-
-
-
5.6
-
5.6
(33.0)
(27.4)
-
-
(27.4)
Accrued perpetual securities distribution
(see Note 35)
-
-
-
-
-
-
(33.0)
-
(33.0)
33.0
-
-
-
-
Performance shares purchased by the
Company
-
(24.7)
-
-
-
-
-
-
(24.7)
-
(24.7)
-
-
(24.7)
Performance shares purchased by the
Company on behalf of subsidiaries
-
(3.9)
-
-
-
-
-
-
(3.9)
-
(3.9)
-
-
(3.9)
Performance shares purchased by
Trust (5)
-
(0.6)
-
-
-
-
-
-
(0.6)
-
(0.6)
-
-
(0.6)
Performance shares vested
-
22.9
(22.9)
-
-
-
-
-
-
-
-
-
-
-
Equity-settled share-based payment
-
-
31.9
-
-
-
-
-
31.9
-
31.9
-
-
31.9
Cash paid to employees under performance
share plans
-
-
(0.2)
-
-
-
-
-
(0.2)
-
(0.2)
-
-
(0.2)
Performance shares purchased by Optus
and vested
-
-
(7.3)
-
-
-
-
-
(7.3)
-
(7.3)
-
-
(7.3)
Goodwill reclassified on dilution of equity
interest in joint venture
-
-
-
-
-
-
(84.6)
84.6
-
-
-
-
-
-
Final dividend paid (see Note 36)
-
-
-
-
-
-
(792.5)
-
(792.5)
-
(792.5)
-
-
(792.5)
Interim dividend paid (see Note 36)
-
-
-
-
-
-
(759.2)
-
(759.2)
-
(759.2)
-
-
(759.2)
Special dividend paid (see Note 36)
-
-
-
-
-
-
(412.6)
-
(412.6)
-
(412.6)
-
-
(412.6)
Special dividend payable (see Note 36)
-
-
-
-
-
-
(412.6)
-
(412.6)
-
(412.6)
-
-
(412.6)
Dividend paid to non-controlling interests
-
-
-
-
-
-
-
-
-
-
-
(6.9)
-
(6.9)
Acquisition of non-controlling interests
-
-
-
-
-
-
-
(6.7)
(6.7)
-
(6.7)
(1.2)
15.7
7.8
Reclassification due to disposal of FVOCI
investments
-
-
-
-
-
(9.8)
9.8
-
-
-
-
-
-
-
Reclassification from Capital Reserve to
Retained Earnings
-
-
(35.5)
-
-
-
35.5
-
-
-
-
-
-
-
Fair value change of a put option liability
-
-
-
-
-
-
-
-
-
-
-
-
9.0
9.0
-
(6.3)
(34.0)
-
-
(9.8) (2,443.6)
77.9
(2,415.8)
-
(2,415.8)
(8.1)
24.7
(2,399.2)
Total comprehensive (loss)/income for the year
-
-
-
(1,598.7)
(35.0)
(116.9) 2,225.1
(178.0)
296.5
-
296.5
7.7
-
304.2
Balance as at 31 March 2023
4,573.1
(31.8)
(56.3)
(3,749.6)
(93.6)
32.9 24,857.0
(539.4) 24,992.3
1,012.6 26,004.9
16.2
(6.8) 26,014.3
136
136
Statements of Changes in Equity
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Company - 2024
Share
Capital
S$ Mil
Treasury
Shares (1)
S$ Mil
Capital
Reserve
S$ Mil
Hedging
Reserve
S$ Mil
Retained
Earnings
S$ Mil
Other
Reserve
S$ Mil
Total
Equity
S$ Mil
Balance as at 1 April 2023
4,573.1
(29.2)
97.5
32.3 14,786.2
- 19,459.9
Changes in equity for the year
Performance shares purchased by the
Company
-
(21.3)
-
-
-
-
(21.3)
Performance shares vested
-
20.8
(20.8)
-
-
-
-
Equity-settled share-based payment
-
-
23.4
-
-
-
23.4
Cash paid to employees under performance
share plans
-
-
(0.1)
-
-
-
(0.1)
Final dividend paid (see Note 36)
-
-
-
-
(875.0)
-
(875.0)
Interim dividend paid (see Note 36)
-
-
-
-
(858.3)
-
(858.3)
Deemed return of capital from a subsidiary
-
-
-
-
-
311.6
311.6
Others
-
-
-
-
(0.2)
-
(0.2)
-
(0.5)
2.5
-
(1,733.5)
311.6
(1,419.9)
Total comprehensive (loss)/income for the year
-
-
-
(12.6)
1,619.7
-
1,607.1
Balance as at 31 March 2024
4,573.1
(29.7)
100.0
19.7 14,672.4
311.6 19,647.1
137
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
137
Statements of Changes in Equity
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Company - 2023
Share
Capital
S$ Mil
Treasury
Shares (1)
S$ Mil
Capital
Reserve
S$ Mil
Hedging
Reserve
S$ Mil
Fair Value
Reserve
S$ Mil
Retained
Earnings
S$ Mil
Total
Equity
S$ Mil
Balance as at 1 April 2022
4,573.1
(16.9)
86.9
19.5
1.8 15,854.5 20,518.9
Changes in equity for the year
Performance shares purchased by the
Company
-
(24.7)
-
-
-
-
(24.7)
Performance shares vested
-
12.4
(12.4)
-
-
-
-
Equity-settled share-based payment
-
-
23.2
-
-
-
23.2
Cash paid to employees under performance
share plans
-
-
(0.2)
-
-
-
(0.2)
Final dividend paid (see Note 36)
-
-
-
-
-
(792.5)
(792.5)
Interim dividend paid (see Note 36)
-
-
-
-
-
(759.2)
(759.2)
Special dividend paid (see Note 36)
-
-
-
-
-
(412.6)
(412.6)
Special dividend payable (see Note 36)
-
-
-
-
-
(412.6)
(412.6)
Reclassification due to disposal of FVOCI
investment
-
-
-
-
(1.8)
1.8
-
-
(12.3)
10.6
-
(1.8) (2,375.1) (2,378.6)
Total comprehensive income for the year
-
-
-
12.8
-
1,306.8
1,319.6
Balance as at 31 March 2023
4,573.1
(29.2)
97.5
32.3
- 14,786.2 19,459.9
Notes:
(1)
‘Treasury Shares’ are accounted for in accordance with Singapore Financial Reporting Standards (International) (“SFRS(I)”) 1-32, Financial Instruments:
Presentation.
(2)
‘Currency Translation Reserve’ relates mainly to the translation of the net assets of foreign subsidiaries, associates and joint ventures of the Group
denominated mainly in Australian Dollar, Indian Rupee, Indonesian Rupiah, Philippine Peso, Thai Baht and United States Dollar.
(3)
‘Other Reserves’ relate mainly to goodwill on acquisitions completed prior to 1 April 2001, the share of other comprehensive income or loss of the associates
and joint ventures and transactions with non-controlling interests.
(4)
This amount relates to a reserve for an obligation arising from a put option written with the non-controlling shareholder of a subsidiary.
(5)
DBS Trustee Limited (the “Trust”) was the trustee of a trust established to administer the performance share plans. The trust was terminated during the
financial year.
138
138
Consolidated Statement of Cash Flows
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
2024
S$ Mil
2023
S$ Mil
Cash Flows From Operating Activities
Profit before tax
961.2
2,598.4
Adjustments for -
Depreciation and amortisation
2,444.0
2,574.1
Share of results of associates and joint ventures
(1,361.5)
(1,826.8)
Exceptional items (non-cash)
1,180.3
(87.0)
Interest and investment income (net)
(141.3)
(56.9)
Finance costs
444.2
415.8
Other non-cash items
34.4
28.9
2,600.1
1,048.1
Operating cash flow before working capital changes
3,561.3
3,646.5
Changes in operating assets and liabilities
Trade and other receivables
29.2
(16.4)
Trade and other payables
19.5
47.1
Inventories
36.0
(101.0)
Cash generated from operations
3,646.0
3,576.2
Dividends received from associates and joint ventures
1,413.4
1,546.5
Income tax and withholding tax paid
(341.3)
(346.7)
Payment to employees in cash under performance share plans
(0.1)
(0.2)
Net cash from operating activities
4,718.0
4,775.8
Cash Flows From Investing Activities
Payment for purchase of property, plant and equipment
(2,149.5)
(2,162.4)
Proceeds from investment in Singapore Treasury bills
1,400.0
-
Proceeds from fixed deposits with original maturity of more than three months
1,087.0
-
Fixed deposits with original maturity of more than three months
(1,008.6)
(100.2)
Proceeds from disposal of joint ventures (Note 1)
936.6
2,539.8
Contribution from non-controlling interests (Note 2)
282.2
-
Investment in associates/joint ventures (Note 3)
(265.9)
(679.2)
Purchase of intangible assets
(213.0)
(118.3)
Proceeds from sale of FVOCI investments (Note 4)
163.0
25.2
Interest received
86.1
41.2
Payment for acquisition of FVOCI investments (Note 5)
(27.6)
(72.0)
Proceeds from sale of property, plant and equipment
26.5
1.9
Withholding tax paid on intra-group interest income
(24.4)
(16.1)
Repayment of loan from an associate
11.8
-
Loan to associates
(9.9)
(95.8)
Investment income received from FVOCI investments (net of withholding tax paid)
9.6
10.7
Payment/Deferred payment for acquisition of subsidiaries, net of cash acquired (Note 6)
(8.5)
(558.0)
Payment for acquisition of non-controlling interests
(6.9)
(6.7)
Investment in Singapore Treasury bills
-
(1,372.0)
Proceeds from disposal of subsidiaries, net of cash balances (Note 7)
-
250.7
Others
(41.2)
9.5
Net cash from/(used in) investing activities
247.3
(2,301.7)
139
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139
Consolidated Statement of Cash Flows
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Note
2024
S$ Mil
2023
S$ Mil
Cash Flows From Financing Activities
Proceeds from term loans
2,713.0
1,056.6
Repayment of term loans
(1,544.2)
(514.2)
Proceeds from bond issue
354.8
267.3
Repayment of bonds
(437.7)
(1,033.9)
Proceeds from other borrowings
18.4
33.5
Repayment of other borrowings
(24.8)
(16.9)
Lease payments
(417.4)
(433.7)
Net proceeds from/(repayment of) borrowings
662.1
(641.3)
Final dividend paid to shareholders of the Company
(875.0)
(792.5)
Interim dividend paid to shareholders of the Company
(858.3)
(759.2)
Special dividend paid to shareholders of the Company
(412.8)
(412.6)
Net interest paid on borrowings and swaps
(416.7)
(389.6)
Distribution paid on perpetual securities
(33.0)
(33.0)
Purchase of performance shares
(32.7)
(36.5)
Dividend paid to non-controlling interests
(6.5)
(6.9)
Net change to other payables
-
131.2
Settlement of swaps for bonds repaid
-
8.3
Others
(19.8)
(9.1)
Net cash used in financing activities
(1,992.7)
(2,941.2)
Net change in cash and cash equivalents
2,972.6
(467.1)
Exchange effects on cash and cash equivalents
(21.7)
(37.4)
Cash and cash equivalents at beginning of year
1,644.2
2,148.7
Cash and cash equivalents at end of year
15
4,595.1
1,644.2
140
140
Consolidated Statement of Cash Flows
For the financial year ended 31 March 2024
The accompanying notes on pages 142 to 232 form an integral part of these financial statements.
Independent Auditors’ Report – pages 125 to 130.
Note 1:
Proceeds from disposal of joint ventures
In the current financial year, the Group sold 0.8% of its direct stake in Bharti Airtel Limited (“Airtel”) for a net
consideration of S$937 million. Following the divestment, the Group’s effective economic interest in Airtel reduced
from 29.7% to 28.9%.
In the previous financial year, the Group sold 3.3% of its direct stake in Airtel to Bharti Telecom Limited (3.2%)
and third parties (0.1%) for a net consideration of S$2.53 billion. Following the divestments, the Group’s effective
economic interest in Airtel reduced from 31.3% to 29.5%.
Note 2:
Contribution from non-controlling interests
In the current financial year, Stellar Asia Holdings II Pte. Ltd. (“Stellar”), a fund managed by global investment firm,
Kohlberg Kravis Roberts & Co. L.P., entered into an agreement to commit up to S$1.1 billion for a 20% stake in Nxera
Holdings Pte. Ltd. (“Nxera”) (formerly known as ST Dynamo Investment Holdings Pte. Ltd.), the holding company for
Singtel’s regional data centre business. Nxera has since issued new redeemable convertible preference shares to
Stellar for a net consideration of S$282 million, representing a 6.0% stake in Nxera.
Note 3:
Investment in associates/joint ventures
(a)
In the current financial year, the Group completed the subscription of new shares in PT Telekomunikasi
Selular (“Telkomsel”) for S$247 million. With the completion of the subscription, the Group holds an equity
interest of 30.1% in Telkomsel.
(b)
In the previous financial year, the Group completed the subscription of the followings:
(i)
90 million new ordinary shares of its associate, Indara Corporation Pty Ltd (“Indara”), for S$120
million. Following the subscription, the Group’s effective shareholding interest in Indara was reduced
from 30% to 18%.
(ii)
Globe Telecom, Inc.’s rights issue, which represented the Group’s full rights entitlement for its pro-rata
stake of 46.8%, for S$196 million.
The Group also acquired 3.8% equity interest of Intouch Holdings Public Company Limited for S$330 million.
Note 4:
Proceeds from sale of FVOCI investments
In the current financial year, the Group sold its remaining 3.9% stake in Airtel Africa plc for S$247 million, of which
S$148 million has been received.
Note 5:
Payment for acquisition of FVOCI investments
In the previous financial year, the Group’s investment in FVOCI investments included the acquisition of an additional
6.1% stake in an Indonesian Bank, PT Super Bank Indonesia of S$52 million.
Note 6:
Payment for acquisition of subsidiaries
In the previous financial year, the Group completed the acquisitions of 100% stakes in Dialog Pty Ltd and Row TopCo
Pty Ltd for considerations of S$313 million and S$266 million respectively.
Note 7:
Proceeds from disposal of subsidiaries
In the previous financial year, the Group completed the sale of 100% equity interest in Amobee Asia Pte. Ltd.,
Amobee, Inc. and Amobee ANZ Pty Ltd. The total proceeds from the sale, net of cash disposed, was S$252 million.
141
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141
Notes to the Financial Statements
For the financial year ended 31 March 2024
These notes form an integral part of and should be read in conjunction with the accompanying financial statements.
1.
GENERAL
Singtel is domiciled and incorporated in Singapore and is publicly traded on the Singapore Exchange Limited. The
address of its registered office is Singapore Post Centre #07-31, 10 Eunos Road 8, Singapore 408600.
The principal activities of the Company consist of the operation and provision of telecommunications systems and
services, and investment holding. The principal activities of the significant subsidiaries are disclosed in Note 46.
In Singapore, the Group has the rights to provide fixed national and international telecommunications services to
31 March 2037, and public cellular mobile telephone services to 31 March 2032. In addition, the Group is licensed to
offer Internet services and has also obtained frequency spectrum and licence rights to install, operate and maintain
mobile communication systems and services including wireless broadband systems and services. The Group also holds
the requisite licence to provide nationwide subscription television services.
In Australia, Optus is granted telecommunication licences under the Telecommunications Act 1991. Pursuant to the
Telecommunications (Transitional Provisions and Consequential Amendments) Act 1997, the licences continued to have
effect after the deregulation of telecommunications in Australia in 1997. The licences do not have finite terms, but are of
continuing operation until cancelled under the Telecommunications Act 1997.
These financial statements were authorised and approved for issue in accordance with a Directors’ resolution dated
21 May 2024.
2.
MATERIAL ACCOUNTING POLICIES
2.1
Basis of Accounting
The financial statements are prepared in accordance with Singapore Financial Reporting Standards (International)
(“SFRS(I)”) including related interpretations, and the provisions of the Companies Act 1967. They have been prepared
under the historical cost basis, except as disclosed in the accounting policies below.
Historical cost is generally based on the fair value of the consideration given in exchange for goods and services.
The preparation of financial statements in conformity with SFRS(I) requires management to make judgements,
estimates and assumptions that affect the application of accounting policies and the reported amounts of assets,
liabilities, income and expenses. Actual results may differ from these estimates.
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimates are revised and in any future periods affected.
Critical accounting estimates and assumptions used that are significant to the financial statements, and areas involving
a higher degree of judgement are disclosed in Note 3.
The accounting policies have been consistently applied by the Group and are consistent with those used in the
previous financial year. The adoption of the new or revised SFRS(I)s and related interpretations which were mandatory
from 1 April 2023 had no significant impact on the financial statements of the Group or the Company in the current
financial year.
142
142
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.2
Foreign Currencies
2.2.1 Functional and presentation currency
Items included in the financial statements of each entity in the Group are measured using the currency of the primary
economic environment in which the entity operates (the “functional currency”). The statement of financial position and
statement of changes in equity of the Company and consolidated financial statements of the Group are presented in
Singapore Dollar, which is the functional and presentation currency of the Company and the presentation currency of
the Group.
2.2.2 Translation of goodwill and fair value adjustments
Goodwill and fair value adjustments arising on the acquisition of foreign entities completed on or after 1 April 2005
are treated as assets and liabilities of the foreign entities and are recorded in the functional currencies of the foreign
entities and translated at the exchange rates prevailing at the end of the reporting period. However, for acquisitions
of foreign entities completed prior to 1 April 2005, goodwill and fair value adjustments continue to be recorded at the
exchange rates at the respective dates of the acquisitions.
2.3
Cash and Cash Equivalents
For the purpose of the consolidated statement of cash flows, cash and cash equivalents comprise cash on hand,
balances with banks and fixed deposits with original maturity of three months or less, net of bank overdrafts which are
repayable on demand and which form an integral part of the Group’s cash management. Bank overdrafts are included
under borrowings in the statement of financial position.
2.4
Contract Assets
Where revenue recognised for a customer contract exceeds the amount received or receivable from a customer, a
contract asset is recognised. Contract assets arise from bundled telecommunications contracts where equipment
delivered at a point in time are bundled with services delivered over time. Contract assets also arise from Infocomm
Technology contracts where performance obligations are delivered over time. Contract assets are transferred to trade
receivables when the considerations for performance obligations are billed. Contract assets are included in ‘Trade and
other receivables’ under current assets as they are expected to be realised in the normal operating cycle. Contract
assets are subject to impairment review for credit risk in accordance with the expected loss model.
2.5
Trade and Other Receivables
Trade and other receivables, including contract assets and receivables from subsidiaries, associates and joint ventures,
are initially recognised at fair values and subsequently measured at amortised cost using the effective interest method,
less an allowance for expected credit loss (“ECL”).
The Group applied the ‘simplified approach’ for determining the allowance for ECL for trade receivables and contract
assets, where lifetime ECL are recognised in the income statement at initial recognition of receivables and updated at
each reporting date. Lifetime ECL represents the expected credit losses that will result from all possible default events
over the expected life of the receivable. When determining the allowance for ECL, the Group considers reasonable
and supportable information that is relevant and available for customer types. This includes both qualitative and
quantitative information based on the Group’s historical experience and forward looking information such as general
economic factors as applicable. Loss events include financial difficulty or bankruptcy of the debtor, significant delay in
payments and breaches of contracts.
143
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143
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.5
Trade and Other Receivables (Cont'd)
Trade and other receivables are written off against the allowance for ECL when there is no reasonable expectation of
recovery. Subsequent recoveries of amounts previously written off are recognised in the income statement.
2.6
Inventories
Inventories are stated at the lower of cost and net realisable value. Cost is determined on the weighted average
basis. Net realisable value is the estimated selling price in the ordinary course of business, less the estimated cost of
completion and selling expenses.
2.7
Treasury Bills
The Group invests in Singapore Treasury bills.
These treasury bills are initially recognised at fair values and subsequently measured at amortised cost using the
effective interest method, less an allowance for ECL.
2.8
Contract Liabilities
Where the amounts received or receivable from customers exceed the revenues recognised for contracts, contract
liabilities or advance billings are recognised in the statement of financial position. Contract liabilities or advance billings
are recognised as revenues when services are provided to customers.
2.9
Trade and Other Payables
Trade and other payables are initially recognised at fair value and subsequently measured at amortised cost using the
effective interest method.
2.10
Borrowings
Borrowings are initially recognised at fair value of the consideration received less directly attributable transaction costs.
After initial recognition, borrowings are subsequently stated at amortised cost using the effective interest method.
2.11
Associates
In the consolidated statement of financial position, investments in associates include goodwill on acquisition identified
on acquisitions completed on or after 1 April 2001, net of accumulated impairment losses. Goodwill is assessed for
impairment as part of the investment in associates.
Unrealised gains resulting from transactions with associates are eliminated to the extent of the Group’s interest in the
associate. Unrealised losses are eliminated in the same way as unrealised gains, but only to the extent that there is no
evidence of impairment.
If the share of the unrealised gain exceeds its interest in the associate, the unrealised gain is presented net of the
Group’s carrying amount of the associate.
144
144
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.12
Joint Ventures
In the consolidated statement of financial position, investments in joint ventures include goodwill on acquisition
identified on acquisitions completed on or after 1 April 2001, net of accumulated impairment losses. Goodwill is
assessed for impairment as part of the investment in joint ventures.
2.13
Business Combinations
Business combinations are accounted for using the acquisition method on and after 1 April 2010. The consideration for
each acquisition is measured at the aggregate of the fair values of assets given, liabilities incurred and equity interests
issued by the Group and any contingent consideration arrangement at acquisition date. Acquisition-related costs, other
than those associated with the issue of debt or equity, are expensed as incurred.
Any contingent consideration payable is recognised at fair value at the acquisition date. If the contingent consideration
is classified as equity, it is not re-measured and settlement is accounted for within equity. Otherwise, subsequent
changes to the fair value of the contingent consideration are recognised in the consolidated income statement.
For business combinations that are achieved in stages, any existing equity interests in the acquiree entity are
re-measured to their fair values at acquisition date and any changes are taken to the consolidated income statement.
Non-controlling interests in subsidiaries represent the equity in subsidiaries which are not attributable, directly
or indirectly, to the shareholders of the Company, and are presented separately in the consolidated statement of
comprehensive income, consolidated statement of changes in equity and within equity in the consolidated statement
of financial position. The Group elects for each individual business combination whether non-controlling interests in the
acquiree entity are recognised at fair value, or at the non-controlling interests’ proportionate share of the fair value of
the acquiree entity’s identifiable net assets, at the acquisition date.
Total comprehensive income is attributed to non-controlling interests based on their respective interests in a subsidiary,
even if this results in the non-controlling interests having a debit balance.
Changes in the Group’s interest in subsidiaries that do not result in loss of control are accounted for as
equity transactions.
When the Group loses control of a subsidiary, any interest retained in the former subsidiary is recorded at fair value with
the re-measurement gain or loss recognised in the consolidated income statement.
2.14
Fair Value Through Other Comprehensive Income (“FVOCI”) Investments
On initial recognition, the Group has made an irrevocable election to designate all equity investments (other than
investments in subsidiaries, associates or joint ventures) as FVOCI investments as these are strategic investments held
for the long term. They are initially recognised at fair value plus directly attributable transaction costs, with subsequent
changes in fair value and translation differences recognised in ‘Other Comprehensive Income’ and accumulated within
‘Fair Value Reserve’ in equity. Upon disposal, the gain or loss accumulated in equity is transferred to retained earnings
and is not reclassified to the income statement. Dividends are recognised in the income statement when the Group’s
right to receive payments is established.
Purchases and sales of investments are recognised on trade date, which is the date that the Group commits to
purchase or sell the investment.
145
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145
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.15
Derivative Financial Instruments and Hedging Activities
2.15.1 The Group enters into the following derivative financial instruments to hedge its risks, namely -
Cross currency swaps and interest rate swaps as fair value hedges for interest rate risk and cash flow hedges for
currency risk arising from the Group’s issued bonds. The swaps involve the exchange of principal and floating
or fixed interest receipts in the foreign currency in which the issued bonds are denominated, for principal and
floating or fixed interest payments in the entities’ functional currencies.
Forward foreign exchange contracts as cash flow hedges for the Group’s exposure to foreign currency exchange
risks arising from forecasted or committed expenditure.
Derivative financial instruments are initially recognised at fair value on the date the derivative contract is entered into
and are subsequently re-measured at their fair values at the end of each reporting period.
A derivative financial instrument is carried as an asset when the fair value is positive and as a liability when the fair
value is negative.
Any gains or losses arising from changes in fair value are recognised immediately in the income statement, unless they
qualify for hedge accounting.
2.15.2 Hedge accounting
At the inception of the hedge relationship, the Group documents the relationship between the hedging instrument and
the hedged item, along with the risk management objectives and strategy for undertaking various hedge transactions.
At inception and on an ongoing basis, the Group documents whether the hedging instrument is effective in offsetting
the changes in fair values or cash flows of the hedged item attributable to the hedged risk. To be effective, the hedging
relationships are to meet all of the following requirements:
(i)
there is an economic relationship between the hedged item and the hedging instrument;
(ii)
the effect of credit risk does not dominate the fair value changes that result from that economic relationship; and
(iii)
the hedge ratio of the hedging relationship is the same as that resulting from the quantity of the hedged item
that the Group hedges and the quantity of the hedging instrument that the Group uses to hedge that quantity of
the hedged item.
If a hedging relationship ceases to meet the hedge effectiveness requirement relating to the hedge ratio but the risk
management objective for that designated hedging relationship remains the same, the Group adjusts the hedge ratio
of the hedging relationship (i.e. rebalances the hedge) so that it meets the qualifying criteria again.
The Group designates the full change in the fair value of a forward currency contract (i.e. including the forwards
elements) as the hedged risk for all its hedging relationships involving forward currency contracts.
146
146
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.15.2 Hedge accounting (Cont'd)
Fair value hedge
Designated derivative financial instruments that qualify for fair value hedge accounting are initially recognised at fair
value on the date that the contract is entered into. Changes in fair value of derivatives are recorded in the income
statement together with any changes in the fair value of the hedged items that are attributable to the hedged risks.
Hedge accounting is discontinued when the hedging instrument expires or is sold, terminated, or exercised, or no longer
qualifies for hedge accounting. The adjustment to the carrying amount of the hedged item arising from the hedged risk
is amortised in the income statement from that date.
Cash flow hedge
The effective portion of changes in the fair value of the designated derivative financial instruments that qualify as cash
flow hedges are recognised in ‘Other Comprehensive Income’. The gain or loss relating to the ineffective portion is
recognised immediately in the income statement. Amounts accumulated in the ‘Hedging Reserve’ within equity are
transferred to the income statement in the periods when the hedged items affect the income statement.
However, when the hedged forecast transaction results in the recognition of a non-financial asset or a non-financial
liability, the gain or loss previously recognised in ‘Other Comprehensive Income’ and accumulated in equity are
removed from equity and included in the initial measurement of the cost of the non-financial asset or non-financial
liability. This transfer does not affect ‘Other Comprehensive Income’. Furthermore, if the Group expects some or all the
loss accumulated in ‘Other Comprehensive Income’ will not be recovered in the future, that amount is immediately
reclassified to the income statement.
Hedge accounting is discontinued when the hedging instrument expires or is sold, terminated, or exercised, or no longer
qualifies for hedge accounting. Any cumulative gain or loss deferred in equity at that time remains in equity and is
transferred to the income statement when the forecast transaction is recognised in the income statement. When a
forecast transaction is no longer expected to occur, the cumulative gain or loss that was deferred in equity is recognised
immediately in the income statement.
Hedges directly affected by interest rate benchmark reform
A fundamental reform of major interest rate benchmarks is being undertaken globally to replace some of the interbank
offered rates (“IBORs”) with alternative risk-free rates. In Singapore, the Group has exposure to IBORs for its derivatives.
The Group’s main IBOR exposure was indexed to Swap Offered Rate (“SOR”), which had ceased after 30 June 2023
with the use of Singapore Overnight Rate Average (“SORA”) as the alternative interest rate benchmark. The Group has
adhered to the International Swaps and Derivatives Association, Inc. 2020 IBOR Fallback Protocol whereby Fallback
Rate (SOR) or MAS Recommended Rate after 31 December 2024 will apply for the affected SOR-based derivatives.
As at 31 March 2024, the notional amount of swaps benchmarked to Fallback SOR maturing in 2026 to 2031 amounted
to S$2.45 billion (31 March 2023: S$2.45 billion) and the notional amount of swaps benchmarked to SORA maturing in
2026 to 2031 amounted to S$1.81 billion (31 March 2023: S$1.31 billion).
147
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147
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.16
Fair Value Estimation of Financial Instruments
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date, regardless of whether that price is directly observable or
estimated using another valuation technique. In estimating the fair value of an asset or a liability, the Group takes into
account the characteristics of the asset or liability which market participants would take into account when pricing the
asset or liability at the measurement date.
The following methods and assumptions are used to estimate the fair value of each class of financial instrument –
Bank balances, Singapore Treasury bills, receivables and payables, current borrowings
The carrying amounts approximate fair values due to the relatively short maturity of these instruments.
Quoted and unquoted investments
The fair values of investments traded in active markets are based on the market quoted price or the price quoted by the
market maker at the close of business at the end of the reporting period.
The fair values of unquoted investments are determined primarily using latest arm’s length transactions.
Cross currency and interest rate swaps
The fair value of a cross currency or an interest rate swap is the estimated amount that the swap contract can be
exchanged for or settled with under normal market conditions. This fair value can be estimated using the discounted
cash flow method where the future cash flows of the swap contract are discounted at the prevailing market foreign
exchange rates and interest rates. Market interest rates are actively quoted interest rates or interest rates computed by
applying techniques to these actively quoted interest rates.
Forward foreign currency contracts
The fair value of forward foreign exchange contracts is determined using forward exchange market rates for contracts
with similar maturity profiles at the end of the reporting period.
Non-current borrowings
For disclosure purposes, the fair values of non-current borrowings which are traded in active markets are based on the
quoted market ask price. For other non-current borrowings, the fair values are based on valuations provided by service
providers or estimated by discounting the future contractual cash flows using discount rates based on the borrowing
rates which the Group expects would be available at the end of the reporting period.
2.17
Financial Guarantee Contracts
Financial guarantees issued by the Company prior to 1 April 2010 are recorded initially at fair values plus transaction
costs and amortised in the income statement over the period of the guarantee. Financial guarantees issued by the
Company on or after 1 April 2010 are directly charged to the subsidiary as guarantee fees based on fair values.
148
148
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.18
Property, Plant and Equipment
Property, plant and equipment are stated at cost less accumulated depreciation and accumulated impairment losses,
where applicable. The cost of self-constructed assets includes the cost of material, direct labour, capitalised borrowing
costs and an appropriate proportion of production overheads.
Depreciation is calculated on a straight-line basis to write off the cost of the property, plant and equipment, less its
residual value, over its expected useful life. The estimated useful lives are as follows –
No. of years
Buildings
5 - 48
Transmission plant and equipment
2 - 25
Switching equipment
2 - 15
Other plant and equipment
2 - 25
Other plant and equipment consist mainly of motor vehicles, office equipment, and furniture and fittings.
No depreciation is provided on freehold land and capital work-in-progress.
In respect of capital work-in-progress, assets are depreciated from the month the asset is completed and ready for use.
2.19
Intangible Assets
2.19.1 Goodwill
Goodwill on acquisition of subsidiaries on and after 1 April 2010 represents the excess of the consideration transferred,
the recognised amount of any non-controlling interest in the acquiree entity and the fair value of any previous equity
interest in the acquiree entity over the fair value of the net identifiable assets acquired, including contingent liabilities,
at the acquisition date. Such goodwill is recognised separately as intangible asset and stated at cost less accumulated
impairment losses.
Acquisitions completed prior to 1 April 2001
Goodwill on acquisitions of subsidiaries, associates and joint ventures completed prior to 1 April 2001 had been
adjusted in full against ‘Other Reserves’ within equity. Such goodwill has not been retrospectively capitalised
and amortised.
The Group also had acquisitions where the costs of acquisition were less than the fair value of identifiable net assets
acquired. Such differences (negative goodwill) were adjusted against ‘Other Reserves’ in the year of acquisition.
Goodwill which has been previously taken to ‘Other Reserves’, is not taken to the consolidated income statement when
the entity is disposed of or when the goodwill is impaired.
149
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149
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.19.1 Goodwill (Cont'd)
Acquisitions completed on or after 1 April 2001
Prior to 1 April 2004, goodwill on acquisitions of subsidiaries, associates and joint ventures completed on or after
1 April 2001 was capitalised and amortised on a straight-line basis in the consolidated income statement over its
estimated useful life of up to 20 years. In addition, goodwill was assessed for indications of impairment at the end of
each reporting period.
Since 1 April 2004, goodwill is no longer amortised but is tested annually for impairment or whenever there is an
indication of impairment. The accumulated amortisation for goodwill as at 1 April 2004 had been eliminated with a
corresponding decrease in the capitalised goodwill.
When there is negative goodwill, a bargain purchase gain is recognised directly in the consolidated income statement.
Gains or losses on disposal of subsidiaries, associates and joint ventures include the carrying amount of capitalised
goodwill relating to the entity sold.
2.19.2 Other intangible assets
Expenditure on telecommunication and spectrum licences are capitalised and amortised using the straight-line method
over their estimated useful lives of 4 to 20 years.
Other intangible assets which are acquired in business combinations are carried at fair values at the date of acquisition,
and amortised on a straight-line basis over the period of the expected benefits. Customer relationships or customer
contracts, brand, and technology have estimated useful lives of 2 to 12 years. Other intangible assets are stated at cost
less accumulated amortisation and accumulated impairment losses.
2.20
Impairment of Non-Financial Assets
Goodwill on acquisition of subsidiaries is subject to an annual impairment test or is more frequently tested for
impairment if events or changes in circumstances indicate that it might be impaired. Goodwill is not amortised.
Other intangible assets of the Group, which have finite useful lives and are subject to amortisation, as well as property,
plant and equipment and investments in subsidiaries, associates and joint ventures, are reviewed at the end of
each reporting period to determine whether there is any indicator for impairment, or whenever events or changes
in circumstances indicate that the carrying amount may not be recoverable. If any such indication exists, the assets’
recoverable amounts are estimated.
For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately
identifiable cash flows (cash-generating units).
An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount.
The recoverable amount is the higher of the asset’s fair value less costs of disposal and its value-in-use.
An impairment loss for an asset, other than goodwill on acquisition of subsidiaries, is reversed if, and only if, there has
been a change in the estimates used to determine the asset’s recoverable amount since the last impairment loss was
recognised. Impairment loss on goodwill on acquisition of subsidiaries is not reversed.
150
150
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.21
Non-current Assets (or Disposal Groups) Held For Sale
Non-current assets (or disposal groups) are classified as assets held for sale and stated at the lower of their carrying
amounts and fair value less costs to sell if their carrying amounts are recovered principally through sale transactions
rather than through continuing use.
2.22
Share Capital
Ordinary shares are classified as equity. Incremental costs directly attributable to the issuance of new equity shares are
taken to equity as a deduction, net of tax, from the proceeds.
When the Company purchases its own equity share capital, the consideration paid, including any directly attributable
costs, is recognised as ‘Treasury Shares’ within equity. When the shares are subsequently disposed, the realised gains or
losses on disposal of the treasury shares are included in ‘Other Reserves’ of the Company.
2.23
Perpetual Securities
The perpetual securities issued by the Group do not have a maturity date and the Group may elect to defer making a
distribution, subject to the terms and conditions of the securities issue. Accordingly, the Group is not considered to have
a contractual obligation to make principal repayments or distributions in respect of its perpetual securities issue and the
perpetual securities are classified and presented as equity.
Distributions are treated as dividends which will be directly debited from equity. Incremental costs directly attributable
to the issuance of perpetual securities are deducted against the proceeds from the issue.
2.24
Revenue Recognition
Revenue is recognised when the Group satisfies a performance obligation by transferring control of a promised good
or service to the customer. It is measured based on the amount of the transaction price allocated to the satisfied
performance obligation, and are net of goods and services tax, rebates, discounts and sales within the Group.
Revenue from service contracts are recognised ratably over the contract periods as control over the services passes
to the customers as services are provided. Service revenue is also recognised based on usage (e.g. minutes of traffic/
bytes of data).
For prepaid cards which have been sold, revenue is recognised based on usage. A contract liability is recognised for
advance payments received from customers where services have not been rendered as at the end of the reporting
period. Expenses directly attributable to the unearned revenue are deferred until the revenue is recognised.
Revenue from the sale of equipment (e.g. handsets and accessories) is recognised upon the transfer of control to the
customer or third party dealer which generally coincides with delivery and acceptance of the equipment sold.
Goods and services deliverable under bundled telecommunication contracts are identified as separate performance
obligations to the extent that the customer can benefit from the goods or services on their own. The transaction price
is allocated between goods and services based on their relative standalone selling prices. Standalone selling prices are
determined by assessing prices paid for standalone equipment and for service-only contracts. Where standalone selling
prices are not directly observable, estimation techniques are used.
151
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151
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.24
Revenue Recognition (Cont'd)
Contracts with customers generally do not include a material right. In cases where material rights are granted such as
the award of mobile price plan discount vouchers, a portion of the transaction price is deferred as a contract liability
and is not recognised as revenue until this additional performance obligation has been satisfied or has lapsed.
Incentives given to customers are recognised as a reduction from revenue in accordance with the specific terms and
conditions of each contract.
Non-refundable, upfront service activation and setup fees associated with service arrangements are deferred and
recognised over the associated service contract period or customer life.
The Group may exchange network capacity with other capacity or service providers. The exchange is regarded as a
transaction which generates revenue unless the transaction lacks commercial substance or the fair value of neither the
capacity received nor the capacity given up is reliably measurable.
When the Group has control of goods or services prior to delivery to a customer, the Group is the principal in the sale to
the customer. If another party has control of goods and services prior to transfer to a customer, then the Group is acting
as an agent for the other party and revenue is recognised net of any related payments. The Group typically acts as an
agent for digital mobile content such as music and video.
For Infocomm Technology projects, revenue is recognised over time based on the cost-to-cost method, i.e. based on
the proportion of contract costs incurred for work performed to date relative to the estimated total contract costs, while
invoicing is typically based on milestones. A contract asset is recognised for work performed. Any amount previously
recognised as a contract asset is transferred to trade receivable upon invoicing to the customer. If the milestone
payment exceeds the revenue recognised to date, then the Group recognises a contract liability for the difference.
Revenues from sale of perpetual software licences and the related hardware are recognised when title passes to the
customer, generally upon delivery.
Revenue from data centre services, which primarily consist of recurring monthly service fees and utilities charges, is
recognised when services are rendered.
Revenues from digital advertising services and solutions are recognised when advertising services are delivered, and
when digital advertising impressions are delivered or click-throughs occur. Revenue from sale of advertising space is
recognised when the advertising space is filled and sold to customers.
Dividend income is recorded gross in the income statement when the right to receive payment is established.
Interest income is recognised on a time proportion basis using the effective interest method.
Revenue recognition for leases is described in Note 2.25.1.
152
152
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.25
Leases
2.25.1 Sales of network capacity
Sales of network capacity are accounted as finance leases where -
(i)
the purchaser’s right of use is exclusive and irrevocable;
(ii)
the asset is specific and separable;
(iii)
the terms of the contract are for the major part of the asset’s economic useful life;
(iv)
the attributable costs or carrying value can be measured reliably; and
(v)
no significant risks are retained by the Group.
Sales of network capacity that do not meet the above criteria are accounted for as operating leases.
2.25.2 Lessee accounting
The Group is a lessee mainly for central offices, data centres, corporate offices, retail stores, ducts and manholes.
The Group implements a single accounting model where lessees recognise right-of-use assets and liabilities for all
leases. The Group accounts for short term leases, i.e. leases with terms of 12 months or less, as well as low-valued
assets as operating expenses in the income statement over the lease term.
A right-of-use asset and a lease liability are recognised at commencement date of the contract for all leases conveying
the right to control the use of identified assets for a period of time. The commencement date is the date on which a
lessor makes an underlying asset available for use by a lessee.
Renewal and termination options exercisable by the Group are included in lease terms across the Group if the Group is
reasonably certain that they are to be extended (or not terminated).
After the commencement date, the right-of-use assets are measured at cost less any accumulated depreciation and
any accumulated impairment losses and adjusted for any re-measurement of the lease liability.
Depreciation is calculated using the straight-line method over the shorter of the asset’s useful life or the lease term.
The lease liability is initially measured at the present value of the lease payments that are not paid at that date. The
lease payments are discounted using the Group’s incremental borrowing rate or the rate implicit in the lease.
After the commencement date, the Group measures the lease liability by:
- increasing the carrying amount to reflect interest on the lease liability,
- reducing the carrying amount to reflect lease payments made, and
- re-measuring the carrying amount to reflect any reassessment or lease modifications.
153
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153
Notes to the Financial Statements
For the financial year ended 31 March 2024
2.
MATERIAL ACCOUNTING POLICIES (Cont'd)
2.26
Contract Costs
Sales commission and the costs of customer premise equipment directly attributable to obtaining and fulfilling a
customer’s contract are capitalised in the statement of financial position and amortised as operating expenses over the
contract period or expected customer relationship period.
Costs to obtain contracts in the form of handset subsidies given to mobile customers via indirect channels are also
capitalised in the statement of financial position but are amortised as a reduction of mobile service revenue over the
contract period or expected customer relationship period. The contract period or expected customer relationship period
typically ranges from 1 year to 5 years.
Capitalised contract costs are included in ‘Other Assets’ under non-current assets.
2.27
Share-based Compensation
The performance share plans of the Group are accounted for as equity-settled share-based payments.
Equity-settled share-based payments are measured at fair value at the date of grant. The share-based payment
expense is amortised and recognised in the income statement on a straight-line basis over the vesting period.
At the end of each reporting period, the Group revises its estimates of the number of equity instruments that the
participants are expected to receive based on non-market vesting conditions. The difference is charged or credited to
the income statement, with a corresponding adjustment to equity.
Upon vesting of the performance shares, the weighted average costs of the shares delivered to employees are
transferred from ‘Treasury Shares’ to ‘Capital Reserve’ within equity in the financial statements.
The dilutive effects of the Singtel performance share plans are reflected as additional share dilution in the computation
of diluted earnings per share.
2.28
Dividends
Interim and special dividends are recorded in the financial year in which they are declared payable. Final dividends are
recorded in the financial year in which the dividends are approved by the shareholders.
2.29
Exceptional Items
Exceptional items refer to items of income or expense within the income statement from ordinary activities that are of
such size, nature or incidence that their separate disclosure is considered necessary to explain the performance for the
financial year.
154
154
Notes to the Financial Statements
For the financial year ended 31 March 2024
3.
CRITICAL ACCOUNTING ESTIMATES, ASSUMPTIONS AND JUDGEMENTS
The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by
definition, seldom be equal to the future actual results. As accounting standards are principles-based, professional
judgement is required under certain circumstances. The estimates, assumptions and judgements that bear a significant
risk of causing a material adjustment to the carrying amounts of assets and liabilities are discussed below.
3.1
Impairment Reviews
The accounting policies for impairment of non-financial assets are stated in Note 2.20.
During an impairment review, the Group assesses whether the carrying amount of an asset or cash-generating unit
exceeds its recoverable amount. Recoverable amount is defined as the higher of an asset’s or cash-generating unit’s
fair value less costs of disposal and its value-in-use. In making this judgement, the Group evaluates the fair value
less costs of disposal or value-in-use which is supported by the net present value of future cash flows derived from
such assets or cash-generating units using cash flow projections which have been discounted at an appropriate rate.
Forecasts of future cash flows are based on the Group’s estimates using historical, sector and industry trends, general
market and economic conditions, changes in technology and other available information.
The assumptions used by management for the value-in-use calculations of goodwill on acquisition of subsidiaries are
disclosed in Note 26.
Goodwill recorded by associates and joint ventures is required to be tested for impairment at least annually. The
impairment assessment requires the exercise of significant judgement about future market conditions, including
growth rates and discount rates applicable in a number of markets where the associates and joint ventures operate.
The carrying values of joint ventures and associates including goodwill capitalised are stated in Note 24 and
Note 25 respectively.
3.2
Contingent Liabilities
The Group consults with its legal counsel on matters related to litigation, and other experts both within and outside
the Group with respect to matters in the ordinary course of business. As at 31 March 2024, the Group was involved
in various legal proceedings where it has been vigorously defending its claims as disclosed in Note 42. Assessment on
whether the risk of loss is remote, possible or probable requires significant judgement given the complexities involved.
The Group’s associates and joint ventures also report significant contingent liabilities. The significant contingent
liabilities of the Group’s associates and joint ventures are disclosed in Note 43.
3.3
Revenue Recognition
The accounting policies for revenue recognition are stated in Note 2.24.
For Infocomm Technology contracts, significant judgements and estimates are made by the Group in the recognition
and measurement of revenue from certain long-term contracts. For these contracts, estimates are required in
determining the budgeted cost and cost to complete to measure the revenue to be recognised.
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Financials
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155
Notes to the Financial Statements
For the financial year ended 31 March 2024
4.
OPERATING REVENUE
Group
2024
S$ Mil
2023
S$ Mil
Mobile service (1)
4,787.0
4,831.9
Sale of equipment
1,899.7
2,054.9
Mobile
6,686.7
6,886.8
Infocomm Technology (“ICT”) (2)
3,774.0
3,846.1
Data and Internet
3,008.7
3,201.6
Fixed voice
331.7
376.5
Pay television
199.1
218.0
Others
127.3
95.4
Operating revenue
14,127.5
14,624.4
Operating revenue
14,127.5
14,624.4
Other income
219.3
195.1
Interest and investment income (see Note 10)
141.3
56.9
Total
14,488.1
14,876.4
Notes:
(1)
Included revenues from mobile subscription (prepaid/postpaid), interconnect, outbound and inbound roaming, wholesale revenue from Mobile
Virtual Network Operators and mobile content services such as music and video.
(2)
Included equipment sales related to ICT services.
As at 31 March 2024, the transaction price attributable to unsatisfied performance obligations for ICT services
rendered by NCS Pte. Ltd. and its subsidiaries was approximately S$4 billion (31 March 2023: S$4 billion) which would
substantially be recognised as operating revenue over the next 5 years.
Service contracts with consumers typically range from a month to 3 years, and contracts with enterprises typically
range from 1 to 3 years.
5.
OPERATING EXPENSES
Group
2024
S$ Mil
2023
S$ Mil
Staff costs
2,795.8
2,898.1
Cost of equipment sold (1)
2,470.0
2,603.8
Selling and administrative costs (2)
1,890.3
1,917.8
Other cost of sales
1,630.2
1,700.6
Traffic expenses
1,480.9
1,534.4
Repair and maintenance
482.7
478.9
10,749.9
11,133.6
Notes:
(1)
Included equipment costs related to ICT services.
(2)
Included supplies and services.
156
156
Notes to the Financial Statements
For the financial year ended 31 March 2024
5.
OPERATING EXPENSES (Cont'd)
5.1
Staff Costs
Group
2024
S$ Mil
2023
S$ Mil
Staff costs included the following -
Contributions to defined contribution plans
266.0
250.4
Performance share and share option expenses (equity-settled arrangements)
36.4
35.7
5.2
Key Management Personnel Compensation
Group
2024
S$ Mil
2023
S$ Mil
Key management personnel compensation (1)
Executive director (2)
3.3
3.4
Other key management personnel (3)
13.9
13.6
17.2
17.0
Directors’ remuneration
- Singtel (4)
3.9
3.8
- Subsidiary companies
1.0
1.1
22.1
21.9
Notes:
(1)
Comprise base salary, bonus, contributions to defined contribution plans and other benefits, but exclude performance share and share option
expenses disclosed below.
(2)
The Group Chief Executive Officer, an executive Director, was awarded up to 6,175,692 (2023: 5,942,484) ordinary shares of Singtel pursuant to
Singtel performance share plans, subject to certain performance criteria including other terms and conditions being met. The performance share
expense computed in accordance with SFRS(I) 2, Share-based Payment, was S$2.6 million (2023: S$2.4 million).
(3)
The other key management personnel of the Group comprise the Chief Executive Officers/Deputy Chief Executive Officer of key business segments,
Group Chief Corporate Officer, Group Chief Financial Officer, Group Chief People and Sustainability Officer, Group Chief Information Officer and
Group Chief Technology Officer during their periods of service.
The other key management personnel were awarded up to 14,506,557 (2023: 18,106,422) ordinary shares of Singtel pursuant to Singtel
performance share plans, subject to certain performance criteria including other terms and conditions being met. The performance share expense
computed in accordance with SFRS(I) 2 was S$7.5 million (2023: S$7.3 million).
(4)
Directors’ remuneration comprised the following:
(i)
Directors’ fees of S$3.9 million (2023: S$3.8 million), including fees paid to certain directors in their capacities as members of the Optus Advisory
Committee (dissolved on 30 August 2023).
(ii) Car-related benefits of the Chairman of S$16,511 (2023: S$15,908).
5.3
Share-based Payments
Equity-settled share-based payments are measured at fair value at the date of grant. In addition, the Group revises
the estimated number of equity instruments that participants are expected to receive based on non-market vesting
conditions at the end of each reporting period.
The Group uses expert valuation services to determine the fair values. The assumptions of the valuation model used to
determine the fair values are set out in Note 5.3.1.
157
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157
Notes to the Financial Statements
For the financial year ended 31 March 2024
5.
OPERATING EXPENSES (Cont'd)
5.3.1 Performance share plans
Restricted Share Awards and Performance Share Awards are granted to selected employees of Singtel and its
subsidiaries. The awards are conditional upon the achievement of predetermined performance targets or vesting
conditions over the performance period of three years. A separate One-Off Long-Term Incentive Award with a five-year
performance period was granted to the members of the Group Management Committee and selected key executives.
The awards are to be settled by Singtel shares only.
Early vesting of the performance shares can also occur under special circumstances as approved by the Executive
Resource and Compensation Committee such as retirement, redundancy, illness and death while in employment.
Though the performance shares are awarded by Singtel, the respective subsidiaries bear all costs and expenses in any
way arising out of, or connected with, the grant and vesting of the awards to their employees.
The fair values of the performance shares are estimated using a Monte-Carlo simulation methodology at the grant
value dates for equity-settled awards.
Restricted Share Awards
The movements of the number of performance shares for the Restricted Share Awards during the financial year were as
follows –
Group and Company
2024
Outstanding
as at
1 April
2023
‘000
Granted
‘000
Vested
‘000
Cancelled
‘000
Outstanding
as at
31 March
2024
‘000
Date of grant
FY2021 (1)
23 June 2020
3,863
-
(3,834)
(29)
-
September 2020 to March 2021
54
-
(54)
-
-
FY2022
23 June 2021
6,823
-
(3,531)
(129)
3,163
September 2021 to March 2022
254
-
(127)
(5)
122
FY2023
23 June 2022
12,022
-
(4,117)
(164)
7,741
September 2022 to March 2023
578
-
(167)
(113)
298
FY2024
23 June 2023
-
12,780
(300)
(144)
12,336
September 2023 to March 2024
-
134
-
-
134
23,594
12,914
(12,130)
(584)
23,794
Note:
(1)
“FY2021” denotes financial year ended 31 March 2021.
158
158
Notes to the Financial Statements
For the financial year ended 31 March 2024
5.
OPERATING EXPENSES (Cont'd)
5.3.1 Performance share plans (Cont'd)
Group and Company
2023
Outstanding
as at
1 April
2022
‘000
Granted
‘000
Vested
‘000
Cancelled
‘000
Outstanding
as at
31 March
2023
‘000
Date of grant
FY2020
20 June 2019
3,307
-
(3,261)
(46)
-
September 2019 to March 2020
89
-
(76)
(13)
-
FY2021
23 June 2020
8,392
-
(4,214)
(315)
3,863
September 2020 to March 2021
152
-
(76)
(22)
54
FY2022
23 June 2021
11,228
-
(3,800)
(605)
6,823
September 2021 to March 2022
380
-
(126)
-
254
FY2023
23 June 2022
-
12,594
(39)
(533)
12,022
September 2022 to March 2023
-
592
(14)
-
578
23,548
13,186
(11,606)
(1,534)
23,594
The fair values of the Restricted Share Awards and the assumptions of the fair value model for the grants were as
follows –
Date of grant
Equity-settled
23 June 2021
23 June 2022
23 June 2023
Fair value at grant date
S$2.09
S$2.24
S$2.28
Assumptions under Monte-Carlo Model
Expected volatility
Singtel
21.8%
22.3%
18.0%
36 months historical volatility preceding valuation date
Risk free interest rates
Yield of Singapore Government Securities on
16 June 2021
16 June 2022
15 June 2023
159
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Financials
Additional Information
159
Notes to the Financial Statements
For the financial year ended 31 March 2024
5.
OPERATING EXPENSES (Cont'd)
5.3.1 Performance share plans (Cont'd)
Date of grant
Modification (from cash-settled to equity-settled)
23 June 2021
Fair value at 8 November 2021 (1)
S$2.40
Assumptions under Monte-Carlo Model
Expected volatility
Singtel
22.2%
36 months historical volatility
preceding valuation date
Risk free interest rates
Yield of Singapore Government Securities on
8 November 2021
Note:
(1)
With effect from 8 November 2021, awards have been modified from cash-settled to equity-settled.
Performance Share Awards
The movements of the number of performance shares for the Performance Share Awards during the financial year
were as follows –
Group and Company
2024
Outstanding
as at
1 April
2023
‘000
Granted
‘000
Vested
‘000
Cancelled
‘000
Outstanding
as at
31 March
2024
‘000
Date of grant
FY2021
23 June 2020
5,489
-
(1,035)
(4,454)
-
September 2020 to March 2021
19
-
(4)
(15)
-
FY2022
23 June 2021
4,186
-
(35)
(99)
4,052
September 2021 to March 2022
224
-
-
-
224
FY2023
23 June 2022
1,567
-
(17)
(81)
1,469
FY2024
23 June 2023
-
2,189
-
-
2,189
September 2023 to March 2024
-
9
-
-
9
11,485
2,198
(1,091)
(4,649)
7,943
160
160
Notes to the Financial Statements
For the financial year ended 31 March 2024
5.
OPERATING EXPENSES (Cont'd)
5.3.1 Performance share plans (Cont'd)
Group and Company
2023
Outstanding
as at
1 April
2022
‘000
Granted
‘000
Vested
‘000
Cancelled
‘000
Outstanding
as at
31 March
2023
‘000
Date of grant
FY2020
20 June 2019
5,633
-
-
(5,633)
-
September 2019 to March 2020
122
-
-
(122)
-
FY2021
23 June 2020
5,597
-
(2)
(106)
5,489
September 2020 to March 2021
45
-
-
(26)
19
FY2022
23 June 2021
4,395
-
(16)
(193)
4,186
September 2021 to March 2022
224
-
-
-
224
FY2023
23 June 2022
-
1,661
-
(94)
1,567
16,016
1,661
(18)
(6,174)
11,485
The fair values of the Performance Share Awards and the assumptions of the fair value model for the grants were as
follows –
Date of grant
Equity-settled
23 June 2021
23 June 2022
23 June 2023
Fair value at grant date
S$1.50
S$1.84
S$1.65
Assumptions under Monte-Carlo Model
Expected volatility
Singtel
21.8%
22.3%
18.0%
36 months historical volatility preceding valuation date
Risk free interest rates
Yield of Singapore Government Securities on
16 June 2021
16 June 2022
15 June 2023
161
Overview
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Governance and Sustainability
Performance
Financials
Additional Information
161
Notes to the Financial Statements
For the financial year ended 31 March 2024
5.
OPERATING EXPENSES (Cont'd)
5.3.1 Performance share plans (Cont'd)
Date of grant
Modification (from cash-settled to equity-settled)
23 June 2021
Fair value at 8 November 2021 (1)
S$1.74
Assumptions under Monte-Carlo Model
Expected volatility
Singtel
22.2%
36 months historical volatility
preceding valuation date
Risk free interest rates
Yield of Singapore Government Securities on
8 November 2021
Note:
(1)
With effect from 8 November 2021, awards have been modified from cash-settled to equity-settled.
One-Off Long-Term Incentive Award
The movements of the number of performance shares for the One-Off Long-Term Incentive Award during the financial
year were as follows –
Group and Company
2024
Outstanding
as at
1 April
2023
‘000
Granted
‘000
Vested
‘000
Cancelled
‘000
Outstanding
as at
31 March
2024
‘000
Date of grant
FY2022
23 June 2021
15,763
-
-
-
15,763
FY2023
23 June 2022
6,370
-
-
(90)
6,280
22,133
-
-
(90)
22,043
162
162
Notes to the Financial Statements
For the financial year ended 31 March 2024
5.
OPERATING EXPENSES (Cont'd)
5.3.1 Performance share plans (Cont'd)
Group and Company
2023
Outstanding
as at
1 April
2022
‘000
Granted
‘000
Vested
‘000
Cancelled
‘000
Outstanding
as at
31 March
2023
‘000
Date of grant
FY2022
23 June 2021
15,763
-
-
-
15,763
FY2023
23 June 2022
-
6,647
-
(277)
6,370
15,763
6,647
-
(277)
22,133
The fair values of the One-Off Long-Term Incentive Award and the assumptions of the fair value model for the grant
were as follows –
Date of grant
Equity-settled
23 June 2021
23 June 2022
Fair value at grant date
S$0.89
S$1.07
Assumptions under Monte-Carlo Model
Expected volatility
Singtel
18.6%
18.4%
1,300 days historical
volatility preceding valuation date
Risk free interest rates
Yield of Singapore Government Securities on
16 June 2021
1 April 2022
163
Overview
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Performance
Financials
Additional Information
163
Notes to the Financial Statements
For the financial year ended 31 March 2024
5.
OPERATING EXPENSES (Cont'd)
5.4
Other Operating Expense Items
Group
2024
S$ Mil
2023
S$ Mil
Operating expenses included the following -
Audit fees paid to
- KPMG LLP, Singapore
3.3
3.0
- KPMG, Australia
2.5
2.6
- Other KPMG offices
0.4
0.9
Audit-related and non-audit fees paid to
- KPMG LLP, Singapore
0.9
0.5
- KPMG, Australia
0.2
0.3
- Other KPMG offices
0.1
0.1
Impairment of trade receivables
88.2
86.3
Allowance for inventory obsolescence
1.7
7.5
Lease expenses for short term leases
14.1
14.7
The Audit Committee had undertaken a review of the non-audit services provided by the auditors, KPMG LLP, and in the
opinion of the Audit Committee, these services did not affect the independence of the auditors.
6.
OTHER INCOME
Other income included the following items -
Group
2024
S$ Mil
2023
S$ Mil
Rental income
3.0
3.7
Net gains on disposal of property, plant and equipment
0.1
2.9
Net foreign exchange losses
(0.9)
(5.5)
164
164
Notes to the Financial Statements
For the financial year ended 31 March 2024
7.
DEPRECIATION AND AMORTISATION
Group
2024
S$ Mil
2023
S$ Mil
Depreciation of property, plant and equipment
1,753.6
1,842.7
Depreciation of right-of-use assets
409.1
419.3
Amortisation of intangible assets
281.3
312.1
2,444.0
2,574.1
8.
EXCEPTIONAL ITEMS
Group
2024
S$ Mil
2023
S$ Mil
Exceptional gains
Gain on dilution of interest in associate and joint ventures
1,327.4
324.8
Gain on partial disposal of direct stake in a joint venture (1)
794.4
1,013.5
Other gains
33.6
8.0
2,155.4
1,346.3
Exceptional losses
Impairment of goodwill (see Note 26)
(2,604.2)
(1,003.7)
Impairment of property, plant and equipment (see Note 20)
(512.8)
-
Loss on disposal of subsidiaries (2)
(105.3)
(40.5)
Staff restructuring costs
(60.8)
(19.6)
Costs related to network outage in Australia
(53.5)
-
Release of goodwill in joint ventures
(21.6)
(65.6)
Costs related to cyber attacks in Australia
-
(142.0)
Impairment of investment in an associate
-
(5.9)
Loss on disposal of joint ventures
-
(4.5)
Other losses
(47.5)
(45.8)
(3,405.7)
(1,327.6)
(1,250.3)
18.7
Notes:
(1)
The Group partially sold its direct stakes of 0.8% and 3.3% in Airtel in March 2024 and September 2022 respectively.
(2)
Trustwave Holdings, Inc. (“Trustwave”) and Amobee Inc. were sold in January 2024 and September 2022 respectively.
165
Overview
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Performance
Financials
Additional Information
165
Notes to the Financial Statements
For the financial year ended 31 March 2024
9.
SHARE OF RESULTS OF ASSOCIATES AND JOINT VENTURES
Group
2024
S$ Mil
2023
S$ Mil
Share of ordinary results
- joint ventures
2,199.4
2,160.8
- associates
138.7
126.3
2,338.1
2,287.1
Share of net exceptional (losses)/gains of joint ventures and
associates (post-tax) (1)
(319.7)
208.0
Share of tax of ordinary results
- joint ventures
(624.3)
(670.9)
- associates
(32.6)
2.6
(656.9)
(668.3)
1,361.5
1,826.8
Notes:
(1)
Comprised share of exceptional items from Airtel, PT Telekomunikasi Selular (“Telkomsel”), Globe Telecom, Inc. (“Globe”) and Singapore Post Limited
(“SingPost”).
(a) Airtel’s exceptional items included fair value losses from currency devaluations in Africa as well as from revaluations of its foreign currency
convertible bonds. In the previous financial year, Airtel’s exceptional items included a fair value gain on revaluation of its foreign currency
convertible bonds and recognition of a deferred tax asset in Africa, partly offset by its share of joint venture’s significant receivable provision.
(b) Telkomsel’s exceptional items in the previous financial year comprised gains from the sale of telecommunication towers.
(c) Globe’s exceptional items comprised gains from the sale of telecommunication towers for both financial years.
(d) SingPost’s exceptional items in the previous financial year included a fair value loss on its put option liability.
166
166
Notes to the Financial Statements
For the financial year ended 31 March 2024
10.
INTEREST AND INVESTMENT INCOME (NET)
Group
2024
S$ Mil
2023
S$ Mil
Interest income from
- bank deposits
90.2
40.3
- Singapore Treasury bills
13.7
14.3
- others
6.5
6.3
110.4
60.9
Gross dividends and other investment income
10.0
0.5
120.4
61.4
Other foreign exchange gains/(losses)
24.3
(1.9)
Other fair value losses
(2.6)
(3.4)
Fair value (losses)/gains on fair value hedges
- hedged items
(9.1)
123.4
- hedging instruments
8.3
(122.6)
(0.8)
0.8
Fair value (losses)/gains on cash flow hedges
- hedged items
(83.7)
7.7
- hedging instruments
83.7
(7.7)
-
-
141.3
56.9
11.
FINANCE COSTS
Group
2024
S$ Mil
2023
S$ Mil
Interest expense on
- bonds
246.8
250.7
- bank loans
51.3
11.3
- lease liabilities
134.3
138.7
432.4
400.7
Less: Amounts capitalised
(5.0)
(3.6)
427.4
397.1
Financing related costs
36.0
36.4
Effects of hedging using interest rate swaps
(19.2)
(17.7)
444.2
415.8
167
Overview
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Financials
Additional Information
167
Notes to the Financial Statements
For the financial year ended 31 March 2024
12.
TAXATION
12.1
Tax Expense
Group
2024
S$ Mil
2023
S$ Mil
Current income tax
- Singapore
179.0
148.7
- Overseas
5.0
154.3
184.0
303.0
Deferred tax credit
(166.2)
(88.9)
Tax expense attributable to current year’s profit
17.8
214.1
Adjustments in respect of prior years -
Current income tax
(14.9)
(37.6)
Deferred income tax
17.8
34.8
Withholding taxes on dividend income from associates and joint ventures
137.0
153.6
157.7
364.9
The tax expense on profits was different from the amount that would arise using the Singapore standard rate of income
tax due to the following –
Group
2024
S$ Mil
2023
S$ Mil
Profit before tax
961.2
2,598.4
Less: Share of results of associates and joint ventures
(1,361.5)
(1,826.8)
(400.3)
771.6
Tax calculated at tax rate of 17 per cent (2023: 17 per cent)
(68.1)
131.2
Effects of -
Different tax rates of other countries
(149.2)
(99.0)
Income not subject to tax
(133.4)
(151.4)
Expenses not deductible for tax purposes
313.6
211.9
Deferred tax asset not recognised
6.4
39.1
Others
48.5
82.3
Tax expense attributable to current year’s profit
17.8
214.1
168
168
Notes to the Financial Statements
For the financial year ended 31 March 2024
12.
TAXATION (Cont'd)
12.1
Tax Expense (Cont'd)
Global Minimum Top-up Tax
The Group has adopted Amendments to SFRS(I) 1-12: International Tax Reform – Pillar Two Model Rules upon their
release on 23 May 2023. The amendments provide a temporary mandatory exception from deferred tax accounting
for the top-up tax that may arise from the jurisdictional adoption of the Pillar Two model rules published by the
Organisation for Economic Co-operation and Development, and require new disclosures about the Pillar Two exposure.
The mandatory exception is effective immediately and applies retrospectively. However, because no new legislation to
implement the top-up tax was enacted or substantively enacted as at 31 March 2023 in any jurisdiction in which the
Group operates and no related deferred tax was recognised at that date, the retrospective application has no impact
on the Group’s consolidated financial statements.
In the current financial year, various jurisdictions in which the Group operates in have started the process of enacting
tax legislations to implement the global minimum top-up tax. The Group is closely monitoring the progress of the
legislative process in each jurisdiction that it operates in.
As at 31 March 2024, the Group did not have significant subsidiaries in countries where the statutory tax rate is less
than 15%. Accordingly, any top-up tax is not expected to have a significant impact to the Group.
12.2
Deferred Taxes
The Group has adopted Amendments to SFRS(I) 1-12: Deferred Tax related to Assets and Liabilities arising from a
Single Transaction from 1 April 2023. The amendments narrow the scope of the initial recognition exemption to exclude
transactions that give rise to equal and offsetting temporary differences – e.g. leases.
For leases, an entity is required to recognise the associated deferred tax assets and liabilities from the beginning of the
earliest comparative period presented, with any cumulative effect recognised as an adjustment to retained earnings or
other components of equity at that date.
The Group previously accounted for deferred tax on leases by applying the ‘integrally linked’ approach, resulting in a
similar outcome as under the amendments, except that the deferred tax asset or liability was recognised on a net basis.
Following the amendments, the Group has recognised a separate deferred tax asset in relation to its lease liabilities and
a deferred tax liability in relation to its right-of-use assets. However, there was no impact on the statement of financial
position because the balances qualify for offset under paragraph 74 of SFRS(I) 1-12. There was also no impact on
the opening retained earnings as at 1 April 2022 as a result of the change. The key impact for the Group relates to
disclosure of the deferred tax assets and liabilities recognised.
Taxation
The Group is subject to income taxes in numerous jurisdictions. Judgement is involved in determining the group-wide
provision for income taxes. There are certain transactions and computations for which the ultimate tax determination
is uncertain during the ordinary course of business. The Group recognises liabilities for expected tax issues based
on estimates of whether additional taxes will be due. Where the final outcome of these matters is different from the
amounts that were initially recognised, such differences will impact the income tax and deferred tax provisions in the
period in which such determination is made.
169
Overview
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Financials
Additional Information
169
Notes to the Financial Statements
For the financial year ended 31 March 2024
12.
TAXATION (Cont'd)
12.2
Deferred Taxes (Cont'd)
The movements of the deferred tax assets and liabilities (prior to offsetting of balances within the same tax jurisdiction)
during the financial year were as follows -
Group - 2024
Deferred tax assets
Provisions
S$ Mil
TWDV (1) in
excess of
NBV (2) of
depreciable
assets
S$ Mil
Others
S$ Mil
Total
S$ Mil
Balance as at 1 April 2023
65.5
(82.4)
728.9
712.0
Disposal of a subsidiary
(1.1)
-
(14.7)
(15.8)
(Charged)/Credited to income statement
(2.0)
137.8
9.3
145.1
Charged to other comprehensive income
-
-
(2.0)
(2.0)
Transfer from current tax
142.7
-
-
142.7
Translation differences
(0.9)
1.2
(0.8)
(0.5)
Balance as at 31 March 2024
204.2
56.6
720.7
981.5
Group - 2024
Deferred tax liabilities
Accelerated
tax
depreciation
S$ Mil
Offshore
interest and
dividend
not
remitted
S$ Mil
Others
S$ Mil
Total
S$ Mil
Balance as at 1 April 2023
(498.8)
(0.2)
(450.1)
(949.1)
Disposal of subsidiaries
5.6
-
(2.1)
3.5
Credited/(Charged) to income statement
6.6
(0.3)
(6.0)
0.3
Transfer to current tax
-
-
24.9
24.9
Translation differences
(4.7)
-
4.0
(0.7)
Balance as at 31 March 2024
(491.3)
(0.5)
(429.3)
(921.1)
Group - 2023
Deferred tax assets
Provisions
S$ Mil
TWDV (1) in
excess of
NBV (2) of
depreciable
assets
S$ Mil
Others
S$ Mil
Total
S$ Mil
Balance as at 1 April 2022
73.7
(66.4)
634.4
641.7
Acquisition of subsidiaries
-
-
5.0
5.0
Credited/(Charged) to income statement
1.0
(25.1)
162.9
138.8
Charged to other comprehensive income
-
-
(9.7)
(9.7)
Transfer to current tax
(0.1)
-
(0.1)
(0.2)
Translation differences
(9.1)
9.1
(63.6)
(63.6)
Balance as at 31 March 2023
65.5
(82.4)
728.9
712.0
170
170
Notes to the Financial Statements
For the financial year ended 31 March 2024
12.
TAXATION (Cont'd)
12.2
Deferred Taxes (Cont'd)
Group - 2023
Deferred tax liabilities
Accelerated
tax
depreciation
S$ Mil
Offshore
interest and
dividend
not
remitted
S$ Mil
Others
S$ Mil
Total
S$ Mil
Balance as at 1 April 2022
(482.4)
(5.4)
(343.3)
(831.1)
Acquisition of subsidiaries
-
-
(37.7)
(37.7)
(Charged)/Credited to income statement
(16.4)
5.2
(76.5)
(87.7)
Transfer from current tax
-
-
(31.5)
(31.5)
Translation differences
-
-
38.9
38.9
Balance as at 31 March 2023
(498.8)
(0.2)
(450.1)
(949.1)
Company - 2024
Deferred tax assets
Provisions
S$ Mil
Others
S$ Mil
Total
S$ Mil
Balance as at 1 April 2023
0.4
80.7
81.1
Credited/(Charged) to income statement
0.4
(7.6)
(7.2)
Balance as at 31 March 2024
0.8
73.1
73.9
Company - 2024
Deferred tax liabilities
Accelerated
tax
depreciation
S$ Mil
Offshore
interest and
dividend not
remitted
S$ Mil
Others
S$ Mil
Total
S$ Mil
Balance as at 1 April 2023
(276.0)
-
(62.4)
(338.4)
(Charged)/Credited to income statement
(11.2)
(0.1)
4.1
(7.2)
Balance as at 31 March 2024
(287.2)
(0.1)
(58.3)
(345.6)
Company - 2023
Deferred tax assets
Provisions
S$ Mil
Others
S$ Mil
Total
S$ Mil
Balance as at 1 April 2022
0.3
109.6
109.9
Credited/(Charged) to income statement
0.1
(28.9)
(28.8)
Balance as at 31 March 2023
0.4
80.7
81.1
171
Overview
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Performance
Financials
Additional Information
171
Notes to the Financial Statements
For the financial year ended 31 March 2024
12.
TAXATION (Cont'd)
12.2
Deferred Taxes (Cont'd)
Company - 2023
Deferred tax liabilities
Accelerated
tax
depreciation
S$ Mil
Others
S$ Mil
Total
S$ Mil
Balance as at 1 April 2022
(263.5)
(83.1)
(346.6)
(Charged)/Credited to income statement
(12.5)
20.7
8.2
Balance as at 31 March 2023
(276.0)
(62.4)
(338.4)
Notes:
(1)
TWDV – Tax written down value
(2)
NBV – Net book value
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set-off current tax assets
against current tax liabilities, and when deferred income taxes relate to the same fiscal authority.
The amounts, determined after appropriate offsetting, were shown in the statements of financial position as follows –
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Deferred tax assets
600.1
305.4
-
-
Deferred tax liabilities
(539.7)
(542.5)
(271.7)
(257.3)
60.4
(237.1)
(271.7)
(257.3)
Deferred tax assets are recognised to the extent that realisation of the related tax benefits through future taxable
profits is probable.
The Group reviews the carrying amount of deferred tax assets at each reporting date. A deferred tax asset is
recognised to the extent that it is probable that future taxable profit will be available against which the temporary
differences can be utilised. This involves judgement regarding the future financial performance of the particular legal
entity or tax group for which the deferred tax asset has been recognised.
As at 31 March 2024, the subsidiaries of the Group had estimated unutilised income tax losses of approximately S$60
million (31 March 2023: S$1.15 billion), of which S$13 million (31 March 2023: S$135 million) will expire in the next five
years. Unutilised income tax losses are available for set-off against future taxable profits, subject to the agreement
of the relevant tax authorities and compliance with certain provisions of the income tax regulations of the respective
countries in which the subsidiaries operate.
172
172
Notes to the Financial Statements
For the financial year ended 31 March 2024
12.
TAXATION (Cont'd)
12.2
Deferred Taxes (Cont'd)
As at the end of the reporting period, the potential tax benefits arising from the following items were not recognised in
the financial statements due to uncertainty on their recoverability –
Group
2024
S$ Mil
2023
S$ Mil
Unutilised income tax losses
59.6
1,148.3
Unutilised capital tax losses
53.6
50.6
13.
EARNINGS PER SHARE
Group
2024
‘000
2023
‘000
Weighted average number of ordinary shares in issue for
calculation of basic earnings per share (1)
16,506,284
16,505,968
Adjustment for dilutive effects of performance share plans
49,886
49,579
Weighted average number of ordinary shares for calculation
of diluted earnings per share
16,556,170
16,555,547
Note:
(1)
Adjusted to exclude the number of performance shares held by the Trust and the Company. The Trust was terminated during the financial year.
‘Basic earnings per share’ is calculated by dividing the Group’s profit attributable to shareholders of the Company by
the weighted average number of ordinary shares in issue during the financial year.
For ‘Diluted earnings per share’, the weighted average number of ordinary shares in issue includes the number of
additional shares outstanding if the potential dilutive ordinary shares arising from the performance shares granted
by the Group were issued. Adjustment is made to earnings for the dilutive effect arising from the associates and joint
ventures’ dilutive shares.
173
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Performance
Financials
Additional Information
173
Notes to the Financial Statements
For the financial year ended 31 March 2024
14.
RELATED PARTY TRANSACTIONS
In addition to the related party information disclosed elsewhere in the financial statements, the Group had the following
significant transactions and balances with related parties –
Group
2024
S$ Mil
2023
S$ Mil
Income
Subsidiaries of ultimate holding company
Telecommunications
83.2
84.9
Associates
Telecommunications
85.3
16.4
Joint ventures
Telecommunications
9.9
13.0
Expenses
Subsidiaries of ultimate holding company
Telecommunications
15.7
28.3
Depreciation of right-of-use assets
33.1
31.9
Interest expense on lease liabiltiies
5.2
3.7
Associate of ultimate holding company
Utilities
129.9
119.0
Associates
Telecommunications
139.6
139.3
Postal
7.1
7.2
Maintenance
7.3
8.6
Depreciation of right-of-use assets
64.5
65.8
Interest expense on lease liabiltiies
71.8
72.9
Joint ventures
Telecommunications
11.9
9.3
Transmission capacity
5.9
7.2
Others
Subsidiaries of ultimate holding company
Right-of-use assets
80.4
112.7
Lease liabilities
123.2
166.3
Associates
Investment in other associates
-
25.4
Right-of-use assets
1,154.9
1,121.4
Lease liabilities
1,209.7
1,176.4
Joint ventures
Investment in other joint ventures
18.8
3.8
Due from subsidiaries of ultimate holding company
20.6
40.3
Due to subsidiaries of ultimate holding company
29.7
30.9
All the above transactions were on normal commercial terms and conditions and at market rates.
Please refer to Note 5.2 for information on key management personnel compensation.
174
174
Notes to the Financial Statements
For the financial year ended 31 March 2024
15.
CASH AND CASH EQUIVALENTS
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Fixed deposits
3,202.6
1,013.7
359.1
179.6
Cash and bank balances
1,402.6
654.2
85.4
49.0
Cash and cash equivalents in the
Statement of Financial Position
4,605.2
1,667.9
444.5
228.6
Less: Restricted cash
(10.1)
(23.7)
*
*
Cash and cash equivalents in the
Consolidated Statement of Cash Flows
4,595.1
1,644.2
444.5
228.6
”*” denotes amount of less than S$0.05 million.
Cash and cash equivalents in the Consolidated Statement of Financial Position included restricted cash relating to the
provision of mobile money remittance and payment services in Singapore.
The carrying amounts of the cash and cash equivalents approximate their fair values.
Cash and cash equivalents denominated in currencies other than the respective functional currencies of the Group’s
entities were as follows –
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
USD
127.5
209.2
77.9
135.2
EUR
100.9
99.5
81.6
70.1
AUD
15.8
11.8
1.1
2.6
As at 31 March 2024, the weighted average effective interest rate of the fixed deposits of the Group and the Company
were both 3.5% (31 March 2023: 3.9%) per annum.
The exposure of cash and cash equivalents to interest rate risks is disclosed in Note 38.3.
175
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Financials
Additional Information
175
Notes to the Financial Statements
For the financial year ended 31 March 2024
16.
TRADE AND OTHER RECEIVABLES
Group
Company
Current
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Trade receivables
1,503.0
1,607.6
335.3
420.5
Contract assets
2,474.9
2,515.7
19.3
11.2
3,977.9
4,123.3
354.6
431.7
Less: Allowance for ECL
(196.9)
(214.0)
(79.1)
(79.0)
3,781.0
3,909.3
275.5
352.7
Other receivables
389.0
298.5
16.0
16.0
Loans to subsidiaries
-
-
112.9
112.0
Amount due from subsidiaries
- trade
-
-
909.0
544.3
- non-trade
-
-
2,589.5
868.5
Less: Allowance for ECL
-
-
(42.7)
(42.7)
-
-
3,455.8
1,370.1
Amount due from associates and joint ventures
- trade
17.9
15.0
6.4
2.3
- non-trade
154.6
162.1
2.8
2.4
172.5
177.1
9.2
4.7
Prepayments
588.8
571.7
57.5
52.7
Interest receivable
67.3
48.0
17.3
16.3
Others
7.1
8.2
-
-
5,005.7
5,012.8
3,944.2
1,924.5
“ECL” denotes expected credit loss.
Trade receivables are non-interest bearing and are generally on 14-day or 30-day terms, while balances due from
carriers are on 60-day terms. There was no significant change in contract assets during the year.
As at 31 March 2024, other receivables of the Group included S$101.5 million (31 March 2023: nil) of deferred
proceeds from the Group’s sale of 3.9% stake in Airtel Africa plc in the current financial year.
As at 31 March 2024, the effective interest rate of an amount due from a subsidiary of S$458.3 million (31 March 2023:
S$623.7 million) was 0.64% (31 March 2023: 0.62%). The loans to subsidiaries and amounts due from other subsidiaries,
associates and joint ventures were unsecured, interest-free and repayable on demand.
176
176
Notes to the Financial Statements
For the financial year ended 31 March 2024
16.
TRADE AND OTHER RECEIVABLES (Cont'd)
The age analysis of trade receivables and contract assets (before allowance for expected credit loss) was as follows -
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Less than 60 days
3,666.6
3,837.7
237.1
329.6
61 to 120 days
80.8
134.9
28.3
44.2
More than 120 days
230.5
150.7
89.2
57.9
3,977.9
4,123.3
354.6
431.7
The movements in the allowance for expected credit losses of trade receivables and contract assets were as follows -
Group
Company
2024
S$ Mil
2023
S$ Mil
2024
S$ Mil
2023
S$ Mil
Balance as at 1 April
214.0
247.0
79.0
85.8
Acquisition of subsidiaries
-
0.8
-
-
Disposal of subsidiaries
(6.5)
-
-
-
Allowance
114.7
120.0
25.1
27.6
Utilisation of allowance
(96.8)
(99.7)
(13.8)
(23.9)
Write-back of allowance
(26.5)
(33.7)
(11.2)
(10.5)
Translation differences
(2.0)
(20.4)
-
-
Balance as at 31 March
196.9
214.0
79.1
79.0
The maximum exposure to credit risk for trade receivables and contract assets were as follows -
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Individuals
2,046.6
2,032.3
73.7
86.1
Corporations and others
1,734.4
1,877.0
201.8
266.6
3,781.0
3,909.3
275.5
352.7
At each reporting date, the Group assesses whether trade and other receivables are credit-impaired. The allowance
for ECL is based on management’s assessment of the collectability of individual customer accounts taking into
consideration the credit worthiness and financial condition of those customers. The Group also records an allowance
for all other receivables based on management’s collective assessment of their collectability taking into consideration
multiple factors including historical experience of credit losses, forward looking information as applicable and the aging
of the receivables with allowances generally increasing as the receivable ages. If there is a deterioration of customers’
financial condition or if future default rates in general differ from those currently anticipated, the Group may have to
adjust the allowance for credit losses, which would affect earnings in the period that adjustments are made.
The expected credit losses for debts which are collectively assessed are estimated based on a provision matrix
by reference to historical credit loss experience of the different segments, adjusted as appropriate to reflect current
conditions and estimates of future economic conditions as applicable. The expected credit losses for debts which are
individually assessed are based on an analysis of the debtor’s current financial position and are adjusted for factors
that are specific to the debtors.
177
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Performance
Financials
Additional Information
177
Notes to the Financial Statements
For the financial year ended 31 March 2024
17.
INVENTORIES
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Equipment held for resale
241.5
296.6
2.2
4.4
Maintenance and capital works' inventories
59.9
49.6
59.3
47.6
301.4
346.2
61.5
52.0
18.
DERIVATIVE FINANCIAL INSTRUMENTS
Group
Company
2024
S$ Mil
2023
S$ Mil
2024
S$ Mil
2023
S$ Mil
Balance as at 1 April
(550.3)
(333.7)
(176.3)
(100.8)
Fair value gains/(losses)
- included in income statement
143.5
(177.2)
(0.8)
(89.3)
- included in 'Hedging Reserve'
(59.5)
(22.3)
(13.3)
13.8
Settlement of swaps for bonds repaid
-
(8.3)
-
-
Others
(8.6)
(19.2)
-
-
Translation differences
1.1
10.4
-
-
Balance as at 31 March
(473.8)
(550.3)
(190.4)
(176.3)
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Disclosed as -
Current asset
29.2
69.4
0.6
0.1
Non-current asset
161.1
157.7
25.9
23.4
Current liability
(14.8)
(48.2)
(10.6)
(2.3)
Non-current liability
(649.3)
(729.2)
(206.3)
(197.5)
(473.8)
(550.3)
(190.4)
(176.3)
18.1
Fair Values
The fair values of the currency and interest rate swap contracts excluded accrued interest of S$5.1 million
(31 March 2023: S$3.6 million). The accrued interest is separately disclosed in Note 16 and Note 28.
178
178
Notes to the Financial Statements
For the financial year ended 31 March 2024
18.
DERIVATIVE FINANCIAL INSTRUMENTS (Cont'd)
18.1
Fair Values (Cont'd)
The fair values of the derivative financial instruments were as follows –
Group
Company
Fair values
Fair values
2024
Assets
S$ Mil
Liabilities
S$ Mil
Assets
S$ Mil
Liabilities
S$ Mil
Fair value and cash flow hedges
Cross currency swaps
-
620.8
-
204.3
Interest rate swaps
139.2
2.0
25.4
2.0
Forward foreign exchange contracts
38.2
41.3
1.1
10.6
Derivatives that do not qualify
for hedge accounting
12.9
-
-
-
190.3
664.1
26.5
216.9
Disclosed as -
Current
29.2
14.8
0.6
10.6
Non-current
161.1
649.3
25.9
206.3
190.3
664.1
26.5
216.9
Group
Company
Fair values
Fair values
2023
Assets
S$ Mil
Liabilities
S$ Mil
Assets
S$ Mil
Liabilities
S$ Mil
Fair value and cash flow hedges
Cross currency swaps
-
686.0
-
194.5
Interest rate swaps
138.5
4.0
23.4
2.5
Forward foreign exchange contracts
81.2
46.1
*
2.8
Derivatives that do not qualify
for hedge accounting
7.4
41.3
0.1
-
227.1
777.4
23.5
199.8
Disclosed as -
Current
69.4
48.2
0.1
2.3
Non-current
157.7
729.2
23.4
197.5
227.1
777.4
23.5
199.8
”*” denotes amount of less than S$0.05 million.
The cash flow hedges are designated for foreign currency commitments, and repayments of principal and interest of
foreign currency denominated bonds and Singapore dollar denominated bank loan.
179
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Financials
Additional Information
179
Notes to the Financial Statements
For the financial year ended 31 March 2024
18.
DERIVATIVE FINANCIAL INSTRUMENTS (Cont'd)
18.1
Fair Values (Cont'd)
The forecast transactions for the foreign currency commitments are expected to occur in the financial year ending
31 March 2025, while the forecast transactions for the repayment of principal and interest of the foreign currency
denominated bonds and Singapore dollar denominated bank loan will occur according to the timing disclosed in
Note 29 and Note 30.
As at 31 March 2024, the details of the outstanding derivative financial instruments were as follows -
Group
Company
31 March
2024
31 March
2023
31 March
2024
31 March
2023
Interest rate swaps
Notional principal (S$ million equivalent)
2,879.7
2,386.8
703.4
703.4
Fixed interest rates
1.6% - 3.9%
1.6% - 3.9%
2.2% - 3.9%
2.2% - 3.9%
Floating interest rates
3.6% - 4.4%
3.8%
-
-
Cross currency swaps
Notional principal (S$ million equivalent)
5,287.0
4,975.2
674.9
664.9
Fixed interest rates
1.8% - 5.8%
1.8% - 5.2%
5.2%
5.2%
Floating interest rates
4.7% - 6.1%
4.0% - 6.5%
5.6% - 6.1%
5.3% - 6.5%
Forward foreign exchange
Notional principal (S$ million equivalent)
4,045.0
3,053.7
1,054.2
129.9
The interest rate swaps entered into by the Group are re-priced at intervals ranging from quarterly to six-monthly
periods. The interest rate swaps entered into by the Company are re-priced every six months.
19.
OTHER ASSETS
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Current
Singapore Treasury bills
-
1,386.3
-
-
Fixed deposits more than 3 months
21.8
100.2
21.5
-
Leasehold land and other assets held for sale
396.8
-
-
-
418.6
1,486.5
21.5
-
Non-current
Capitalised contract costs (net)
375.3
359.0
-
7.2
Prepayments
141.9
116.9
56.4
74.2
Other receivables
99.5
112.2
-
2.5
616.7
588.1
56.4
83.9
180
180
Notes to the Financial Statements
For the financial year ended 31 March 2024
19.
OTHER ASSETS (Cont'd)
In the previous financial year, the Group invested in 6-month Singapore Treasury bills, averaging an effective interest
rate of 4.1% per annum. These bills have matured in the current financial year.
As at 31 March 2024, the weighted average effective interest rate of the fixed deposits with original maturity more than
three months of the Group was 3.8% (31 March 2023: 4.0%) per annum. The exposure of fixed deposits with original
maturity more than three months to interest rate risks is disclosed in Note 38.3.
As at 31 March 2024, other receivables included an unsecured loan to an associate of S$68.7 million (31 March 2023:
S$81.7 million) maturing in 2032 with weighted average effective interest rate of 6.7% (31 March 2023: 5.6%)
per annum.
The movements in capitalised contract costs (net) were as follows -
Group
Company
2024
S$ Mil
2023
S$ Mil
2024
S$ Mil
2023
S$ Mil
Balance as at 1 April
359.0
396.8
7.2
20.0
Contract costs incurred
280.9
248.0
-
0.2
Amortisation to operating expenses
(158.4)
(146.3)
(1.6)
(13.0)
Amortisation to mobile service revenue
(88.1)
(100.0)
-
-
Reclassification
(8.6)
(7.7)
(5.6)
-
Disposal of a subsidiary
(5.7)
-
-
-
Translation differences
(3.8)
(31.8)
-
-
Balance as at 31 March
375.3
359.0
-
7.2
181
Overview
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Financials
Additional Information
181
Notes to the Financial Statements
For the financial year ended 31 March 2024
20.
PROPERTY, PLANT AND EQUIPMENT
Group - 2024
Freehold
land
S$ Mil
Buildings
S$ Mil
Transmission
plant and
equipment
S$ Mil
Switching
equipment
S$ Mil
Other
plant and
equipment
S$ Mil
Capital
work-in-
progress
S$ Mil
Total
S$ Mil
Cost
Balance as at 1 April 2023
20.0
1,068.2
19,992.2
3,956.5
6,934.0
1,829.1
33,800.0
Additions (net of rebates)
-
3.9
201.0
32.3
114.7
1,883.9
2,235.8
Disposals/Write-offs
-
(27.5)
(747.1)
(108.5)
(106.3)
(5.2)
(994.6)
Disposal of subsidiaries
-
-
(5.6)
(0.3)
(75.4)
(0.1)
(81.4)
Reclassifications/Adjustments
-
37.3
1,213.4
77.0
831.1
(2,233.9)
(75.1)
Translation differences
(0.2)
(6.2)
(216.6)
(32.8)
(45.2)
(9.7)
(310.7)
Balance as at 31 March 2024
19.8
1,075.7
20,437.3
3,924.2
7,652.9
1,464.1
34,574.0
Accumulated depreciation
Balance as at 1 April 2023
-
519.9
15,187.8
1,824.7
5,712.3
-
23,244.7
Depreciation charge for the year
-
45.2
860.9
113.5
752.3
-
1,771.9
Disposals/Write-offs
-
(26.3)
(637.3)
(108.5)
(105.5)
-
(877.6)
Disposal of subsidiaries
-
-
(4.1)
(0.3)
(64.4)
-
(68.8)
Reclassifications/Adjustments
-
-
(10.2)
-
(1.0)
-
(11.2)
Translation differences
-
(1.2)
(160.1)
(6.6)
(42.9)
-
(210.8)
Balance as at 31 March 2024
-
537.6
15,237.0
1,822.8
6,250.8
-
23,848.2
Accumulated impairment
Balance as at 1 April 2023
-
-
132.1
0.3
17.7
20.6
170.7
Impairment charge for the year
-
-
504.7
-
-
8.1
512.8
Translation differences
-
-
(4.0)
-
(0.2)
-
(4.2)
Balance as at 31 March 2024
-
-
632.8
0.3
17.5
28.7
679.3
Net Book Value as at 31 March 2024
19.8
538.1
4,567.5
2,101.1
1,384.6
1,435.4
10,046.5
182
182
Notes to the Financial Statements
For the financial year ended 31 March 2024
20.
PROPERTY, PLANT AND EQUIPMENT (Cont'd)
Group - 2023
Freehold
land
S$ Mil
Buildings
S$ Mil
Transmission
plant and
equipment
S$ Mil
Switching
equipment
S$ Mil
Other
plant and
equipment
S$ Mil
Capital
work-in-
progress
S$ Mil
Total
S$ Mil
Cost
Balance as at 1 April 2022
22.8
931.0
21,997.7
3,840.0
6,969.2
1,507.5
35,268.2
Additions (net of rebates)
-
-
115.6
35.3
165.3
1,954.0
2,270.2
Disposals/Write-offs
-
(6.6)
(578.7)
(112.3)
(82.5)
-
(780.1)
Acquisition of subsidiaries
-
-
-
-
2.3
-
2.3
Reclassifications/Adjustments
-
192.1
566.4
485.6
282.3
(1,527.3)
(0.9)
Translation differences
(2.8)
(48.3)
(2,108.8)
(292.1)
(402.6)
(105.1)
(2,959.7)
Balance as at 31 March 2023
20.0
1,068.2
19,992.2
3,956.5
6,934.0
1,829.1
33,800.0
Accumulated depreciation
Balance as at 1 April 2022
-
494.1
16,036.8
1,881.9
5,774.2
-
24,187.0
Depreciation charge for the year
-
46.2
1,281.8
119.3
403.7
-
1,851.0
Disposals/Write-offs
-
(6.4)
(578.1)
(112.3)
(81.3)
-
(778.1)
Reclassifications/Adjustments
-
(3.5)
0.6
-
0.1
-
(2.8)
Translation differences
-
(10.5)
(1,553.3)
(64.2)
(384.4)
-
(2,012.4)
Balance as at 31 March 2023
-
519.9
15,187.8
1,824.7
5,712.3
-
23,244.7
Accumulated impairment
Balance as at 1 April 2022
-
-
148.6
0.3
19.3
20.6
188.8
Translation differences
-
-
(16.5)
-
(1.6)
-
(18.1)
Balance as at 31 March 2023
-
-
132.1
0.3
17.7
20.6
170.7
Net Book Value as at 31 March 2023
20.0
548.3
4,672.3
2,131.5
1,204.0
1,808.5
10,384.6
183
Overview
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Financials
Additional Information
183
Notes to the Financial Statements
For the financial year ended 31 March 2024
20.
PROPERTY, PLANT AND EQUIPMENT (Cont'd)
Company - 2024
Freehold
land
S$ Mil
Buildings
S$ Mil
Transmission
plant and
equipment
S$ Mil
Switching
equipment
S$ Mil
Other
plant and
equipment
S$ Mil
Capital
work-in-
progress
S$ Mil
Total
S$ Mil
Cost
Balance as at 1 April 2023
0.4
437.4
3,254.2
547.2
2,180.6
530.8
6,950.6
Additions (net of rebates)
-
3.9
65.3
4.5
49.2
339.1
462.0
Disposals/Write-offs
-
(144.3)
(56.7)
(63.7)
(176.0)
(43.4)
(484.1)
Reclassifications/Adjustments
-
-
62.7
6.4
253.6
(321.2)
1.5
Balance as at 31 March 2024
0.4
297.0
3,325.5
494.4
2,307.4
505.3
6,930.0
Accumulated depreciation
Balance as at 1 April 2023
-
336.5
2,600.3
486.1
1,663.9
-
5,086.8
Depreciation charge for the year
-
6.7
94.1
23.2
191.6
-
315.6
Disposals/Write-offs
-
(118.9)
(44.1)
(63.7)
(161.0)
-
(387.7)
Balance as at 31 March 2024
-
224.3
2,650.3
445.6
1,694.5
-
5,014.7
Accumulated impairment
Balance as at 1 April 2023 and
31 March 2024
-
-
11.4
-
-
-
11.4
Net Book Value as at 31 March 2024
0.4
72.7
663.8
48.8
612.9
505.3
1,903.9
184
184
Notes to the Financial Statements
For the financial year ended 31 March 2024
20.
PROPERTY, PLANT AND EQUIPMENT (Cont'd)
Company - 2023
Freehold
land
S$ Mil
Buildings
S$ Mil
Transmission
plant and
equipment
S$ Mil
Switching
equipment
S$ Mil
Other
plant and
equipment
S$ Mil
Capital
work-in-
progress
S$ Mil
Total
S$ Mil
Cost
Balance as at 1 April 2022
0.4
412.3
3,194.8
575.6
1,994.2
472.2
6,649.5
Additions (net of rebates)
-
-
47.7
6.7
56.1
343.0
453.5
Disposals/Write-offs
-
(0.6)
(28.5)
(50.7)
(50.0)
(22.6)
(152.4)
Reclassifications
-
25.7
40.2
15.6
180.3
(261.8)
-
Balance as at 31 March 2023
0.4
437.4
3,254.2
547.2
2,180.6
530.8
6,950.6
Accumulated depreciation
Balance as at 1 April 2022
-
331.9
2,527.4
506.8
1,526.9
-
4,893.0
Depreciation charge for the year
-
8.5
100.8
28.4
171.2
-
308.9
Disposals/Write-offs
-
(0.4)
(27.9)
(49.1)
(37.7)
-
(115.1)
Reclassifications
-
(3.5)
-
-
3.5
-
-
Balance as at 31 March 2023
-
336.5
2,600.3
486.1
1,663.9
-
5,086.8
Accumulated impairment
Balance as at 1 April 2022 and
31 March 2023
-
-
11.4
-
-
-
11.4
Net Book Value as at 31 March 2023
0.4
100.9
642.5
61.1
516.7
530.8
1,852.4
185
Overview
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Performance
Financials
Additional Information
185
Notes to the Financial Statements
For the financial year ended 31 March 2024
20.
PROPERTY, PLANT AND EQUIPMENT (Cont'd)
Property, plant and equipment included the following -
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Net book value of property, plant and equipment
Staff costs capitalised
270.7
237.9
53.1
50.5
Property, plant and equipment balances represent a significant component of the Group’s assets. Property, plant and
equipment are recorded at cost and depreciated on a straight-line basis over the estimated useful lives of the assets.
The Group reviews the estimated useful lives of property, plant and equipment on an annual basis based on factors
such as business plans and strategies, expected level of usage and future technological developments. It is possible
that future results of operations could be materially affected by changes in these estimates brought about by changes
in the factors mentioned above. A reduction in the estimated useful lives would increase the recorded depreciation and
decrease the carrying value of property, plant and equipment.
In line with the overall decline that was witnessed in the Australian enterprise market, Optus has been reporting steep
declines in fixed carriage revenue due to churn and price erosion, which has led to lower recovery value. As a result, the
Group recorded non-cash impairment charges of S$513 million (2023: Nil) mainly on its enterprise fixed access network
assets in Australia.
21.
RIGHT-OF-USE ASSETS
Group - 2024
Mobile base
stations/
Central offices
S$ Mil
Other
properties
S$ Mil
Equipment
S$ Mil
Others
S$ Mil
Total
S$ Mil
Cost
Balance as at 1 April 2023
3,175.0
896.9
512.8
15.2
4,599.9
Additions (net of rebates)
202.9
468.9
4.1
3.6
679.5
Disposals/Write-offs
(77.0)
(40.5)
(2.7)
(4.2)
(124.4)
Disposal of a subsidiary
-
(24.7)
(10.9)
-
(35.6)
Reclassifications/Adjustments
(120.4)
(283.7)
-
0.9
(403.2)
Translation differences
(42.9)
(2.8)
-
(0.1)
(45.8)
Balance as at 31 March 2024
3,137.6
1,014.1
503.3
15.4
4,670.4
Accumulated depreciation
Balance as at 1 April 2023
817.4
500.7
271.1
10.6
1,599.8
Depreciation charge for the year
267.2
89.6
49.5
2.8
409.1
Disposals/Write-offs
(68.5)
(38.6)
(0.8)
(4.1)
(112.0)
Disposal of a subsidiary
-
(15.6)
(9.6)
-
(25.2)
Reclassifications/Adjustments
(78.5)
66.0
-
1.9
(10.6)
Translation differences
(13.3)
(1.3)
(0.1)
(0.2)
(14.9)
Balance as at 31 March 2024
924.3
600.8
310.1
11.0
1,846.2
Net Book Value as at 31 March 2024
2,213.3
413.3
193.2
4.4
2,824.2
186
186
Notes to the Financial Statements
For the financial year ended 31 March 2024
21.
RIGHT-OF-USE ASSETS (Cont'd)
Group - 2023
Mobile base
stations/
Central offices
S$ Mil
Other
properties
S$ Mil
Equipment
S$ Mil
Others
S$ Mil
Total
S$ Mil
Cost
Balance as at 1 April 2022
3,370.2
879.8
507.4
15.0
4,772.4
Additions (net of rebates)
255.3
109.9
11.9
4.3
381.4
Disposals/Write-offs
(49.9)
(79.9)
(5.6)
(2.3)
(137.7)
Acquisition of subsidiaries
-
12.8
-
-
12.8
Disposal of a subsidiary
-
(0.1)
-
-
(0.1)
Reclassifications/Adjustments
-
(1.4)
-
-
(1.4)
Translation differences
(400.6)
(24.2)
(0.9)
(1.8)
(427.5)
Balance as at 31 March 2023
3,175.0
896.9
512.8
15.2
4,599.9
Accumulated depreciation
Balance as at 1 April 2022
663.1
494.6
244.3
12.4
1,414.4
Depreciation charge for the year
284.4
103.4
29.6
1.9
419.3
Disposals/Write-offs
(40.1)
(78.4)
(5.5)
(2.3)
(126.3)
Disposal of a subsidiary
-
(0.1)
-
-
(0.1)
Reclassifications/Adjustments
-
(4.5)
3.3
-
(1.2)
Translation differences
(90.0)
(14.3)
(0.6)
(1.4)
(106.3)
Balance as at 31 March 2023
817.4
500.7
271.1
10.6
1,599.8
Net Book Value as at 31 March 2023
2,357.6
396.2
241.7
4.6
3,000.1
Company - 2024
Central offices
S$ Mil
Other
properties
S$ Mil
Equipment
S$ Mil
Total
S$ Mil
Cost
Balance as at 1 April 2023
82.8
381.2
474.4
938.4
Additions (net of rebates)
-
401.6
2.9
404.5
Disposals/Write-offs
(0.7)
(417.7)
(1.9)
(420.3)
Balance as at 31 March 2024
82.1
365.1
475.4
922.6
Accumulated depreciation
Balance as at 1 April 2023
17.7
215.8
242.9
476.4
Depreciation charge for the year
7.5
7.7
43.1
58.3
Disposals/Write-offs
-
(13.6)
(0.1)
(13.7)
Balance as at 31 March 2024
25.2
209.9
285.9
521.0
Net book value as at 31 March 2024
56.9
155.2
189.5
401.6
187
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
187
Notes to the Financial Statements
For the financial year ended 31 March 2024
21.
RIGHT-OF-USE ASSETS (Cont'd)
Company - 2023
Central offices
S$ Mil
Other
properties
S$ Mil
Equipment
S$ Mil
Others
S$ Mil
Total
S$ Mil
Cost
Balance as at 1 April 2022
101.2
377.9
470.4
0.7
950.2
Additions (net of rebates)
-
3.4
7.9
-
11.3
Disposals/Write-offs
(18.4)
(0.1)
(3.9)
(0.7)
(23.1)
Balance as at 31 March 2023
82.8
381.2
474.4
-
938.4
Accumulated depreciation
Balance as at 1 April 2022
26.8
194.4
221.3
0.4
442.9
Depreciation charge for the year
7.6
25.1
22.3
0.1
55.1
Adjustments
-
(3.6)
3.2
0.2
(0.2)
Disposals/Write-offs
(16.7)
(0.1)
(3.9)
(0.7)
(21.4)
Balance as at 31 March 2023
17.7
215.8
242.9
-
476.4
Net book value as at 31 March 2023
65.1
165.4
231.5
-
462.0
22.
INTANGIBLE ASSETS
Group
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Goodwill on acquisition of subsidiaries
6,411.4
9,021.9
Telecommunications and spectrum licences
1,672.6
1,797.7
Technology and brand
20.4
23.2
Customer relationships and others
122.6
146.7
8,227.0
10,989.5
188
188
Notes to the Financial Statements
For the financial year ended 31 March 2024
22.
INTANGIBLE ASSETS (Cont'd)
22.1
Goodwill on Acquisition of Subsidiaries
Group
2024
S$ Mil
2023
S$ Mil
Balance as at 1 April
9,021.9
9,660.7
Acquisition of subsidiaries
-
482.3
Adjustment to goodwill
-
(0.3)
Impairment charge for the year
(2,604.2)
(1,003.7)
Disposal of a subsidiary
(11.8)
-
Translation differences
5.5
(117.1)
Balance as at 31 March
6,411.4
9,021.9
Cost
10,019.3
10,336.7
Accumulated impairment
(3,607.9)
(1,314.8)
Net book value as at 31 March
6,411.4
9,021.9
22.2
Telecommunications and Spectrum Licences
Group
2024
S$ Mil
2023
S$ Mil
Balance as at 1 April
1,797.7
2,188.6
Additions
136.2
63.3
Amortisation for the year
(236.3)
(235.0)
Disposals
(0.9)
-
Translation differences
(24.1)
(219.2)
Balance as at 31 March
1,672.6
1,797.7
Cost
4,122.4
4,066.0
Accumulated amortisation
(2,443.6)
(2,262.1)
Accumulated impairment
(6.2)
(6.2)
Net book value as at 31 March
1,672.6
1,797.7
189
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
189
Notes to the Financial Statements
For the financial year ended 31 March 2024
22.
INTANGIBLE ASSETS (Cont'd)
22.3
Technology and Brand
Group
2024
S$ Mil
2023
S$ Mil
Balance as at 1 April
23.2
28.3
Acquisition of subsidiaries
-
7.9
Amortisation for the year
(1.5)
(9.4)
Translation differences
(1.3)
(3.6)
Balance as at 31 March
20.4
23.2
Cost
213.6
215.1
Accumulated amortisation
(158.5)
(157.1)
Accumulated impairment
(34.7)
(34.8)
Net book value as at 31 March
20.4
23.2
22.4
Customer Relationships and Others
Group
2024
S$ Mil
2023
S$ Mil
Balance as at 1 April
146.7
99.6
Acquisition of subsidiaries
-
117.9
Additions
21.3
17.8
Amortisation for the year
(43.5)
(67.7)
Disposal of a subsidiary
(13.0)
-
Disposals
(0.3)
-
Reclassifications/Adjustments
10.3
(2.7)
Translation differences
1.1
(18.2)
Balance as at 31 March
122.6
146.7
Cost
400.7
401.9
Accumulated amortisation
(276.2)
(253.3)
Accumulated impairment
(1.9)
(1.9)
Net book value as at 31 March
122.6
146.7
190
190
Notes to the Financial Statements
For the financial year ended 31 March 2024
23.
SUBSIDIARIES
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Unquoted equity shares, at cost
18,816.5
18,489.5
Shareholders' advances
5,733.0
5,733.0
Deemed investment in a subsidiary
32.5
32.5
24,582.0
24,255.0
Less: Allowance for impairment losses
(5,970.9)
(4,153.4)
18,611.1
20,101.6
The advances given to subsidiaries were interest-free and unsecured with settlement neither planned nor likely to occur
in the foreseeable future.
The deemed investment in a subsidiary, Singtel Group Treasury Pte. Ltd. (“SGT”), arose from financial guarantees
provided by the Company for loans drawn down by SGT prior to 1 April 2010.
The significant subsidiaries of the Group are set out in Note 46.1 to Note 46.3.
191
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
191
Notes to the Financial Statements
For the financial year ended 31 March 2024
24.
JOINT VENTURES
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Quoted equity shares, at cost
3,366.4
3,465.7
-
-
Unquoted equity shares, at cost
6,095.3
5,824.5
1.1
1.1
9,461.7
9,290.2
1.1
1.1
Goodwill on consolidation adjusted against
shareholders' equity
(1,217.4)
(1,225.9)
-
-
Share of post-acquisition reserves
(net of dividends, and accumulated
amortisation of goodwill)
7,975.4
6,798.4
-
-
Translation differences
(5,651.3)
(5,417.3)
-
-
1,106.7
155.2
-
-
Less: Allowance for impairment losses
(30.0)
(30.0)
-
-
10,538.4
9,415.4
1.1
1.1
As at 31 March 2024,
(i)
The market value of the quoted equity shares in joint ventures held by the Group was S$42.20 billion
(31 March 2023: S$29.35 billion).
(ii)
The Group’s proportionate interest in the capital commitments of joint ventures was S$2.41 billion
(31 March 2023: S$3.11 billion).
The details of joint ventures are set out in Note 46.5.
Optus has an interest in an unincorporated joint operation to share certain 4G network sites and radio infrastructure
across Australia whereby it holds an interest of 50% (31 March 2023: 50%) in the assets, with access to the shared
network and shares 50% (31 March 2023: 50%) of the cost of building and operating the network.
The Group’s property, plant and equipment included the Group’s interest in the property, plant and equipment
employed in the unincorporated joint operation amounting to S$0.80 billion (31 March 2023: S$0.73 billion).
192
192
Notes to the Financial Statements
For the financial year ended 31 March 2024
24.
JOINT VENTURES (Cont'd)
The summarised financial information of the Group’s significant joint ventures namely Airtel, PT Telekomunikasi Selular
(“Telkomsel”), Globe Telecom, Inc. (“Globe”) and Advanced Info Service Public Company Limited (“AIS”), based on their
financial statements and a reconciliation with the carrying amounts of the investments in the consolidated financial
statements were as follows –
Group - 2024
Airtel
S$ Mil
Telkomsel
S$ Mil
Globe
S$ Mil
AIS
S$ Mil
Statement of comprehensive income
Revenue
24,297.1
9,588.0
4,330.6
7,455.4
Depreciation and amortisation
(6,405.1)
(1,920.6)
(1,164.0)
(2,097.5)
Interest income
148.0
14.0
18.4
7.3
Interest expense
(4,300.2)
(238.7)
(302.0)
(274.8)
Income tax expense
(507.9)
(569.2)
(173.0)
(278.7)
Profit after tax from continuing operations
735.8
2,006.6
577.6
1,174.6
Other comprehensive (loss)/income
(912.7)
(75.8)
(61.6)
10.5
Total comprehensive (loss)/income
(176.9)
1,930.8
516.0
1,185.1
Statement of financial position
Current assets
9,432.2
1,729.8
2,029.5
1,842.5
Non-current assets
62,664.4
7,656.9
12,814.0
14,999.6
Current liabilities
(22,435.2)
(3,156.1)
(3,629.5)
(5,545.8)
Non-current liabilities
(32,898.7)
(3,221.1)
(7,323.7)
(8,137.1)
Net assets
16,762.7
3,009.5
3,890.3
3,159.2
Less: Non-controlling interests
(3,810.9)
(1.5)
(0.9)
(3.7)
Net assets attributable to equity holders
12,951.8
3,008.0
3,889.4
3,155.5
Proportion of the Group's ownership
28.9%
30.1%
46.7%
23.3% (1)
Group's share of net assets
3,739.2
905.4
1,817.1
735.5
Goodwill capitalised
965.9
1,340.1
313.2
267.5
Others (2)
(675.6)
1,341.9
(342.9)
(15.4)
Carrying amount of the investment
4,029.5
3,587.4
1,787.4
987.6
Other items
Cash and cash equivalents
2,644.7
409.5
406.8
879.8
Non-current financial liabilities excluding
trade and other payables
(31,827.7)
(2,488.0)
(7,026.7)
(6,027.7)
Current financial liabilities excluding
trade and other payables
(9,260.5)
(957.8)
(1,182.7)
(2,609.0)
Group's share of market value
34,086.4
NA
2,855.5
5,258.9
Dividends received during the year
38.5
824.4
161.9
223.7
‘‘NA’’ denotes Not Applicable.
Notes:
(1)
The above is based on the Group’s direct equity interest in AIS.
(2)
‘Others’ include adjustments to align the respective local accounting standards to SFRS(I).
193
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
193
Notes to the Financial Statements
For the financial year ended 31 March 2024
24.
JOINT VENTURES (Cont'd)
Group - 2023
Airtel
S$ Mil
Telkomsel
S$ Mil
Globe
S$ Mil
AIS
S$ Mil
Statement of comprehensive income
Revenue
23,793.8
8,147.7
4,395.2
7,283.5
Depreciation and amortisation
(6,229.8)
(1,925.7)
(1,139.4)
(2,054.1)
Interest income
95.0
18.0
10.0
4.0
Interest expense
(3,325.6)
(215.7)
(261.7)
(201.3)
Income tax expense
(771.1)
(564.3)
(217.3)
(242.4)
Profit after tax from continuing operations
1,551.3
2,214.3
701.5
1,031.0
Other comprehensive (loss)/income
(480.9)
(451.5)
69.5
25.0
Total comprehensive income
1,070.4
1,762.8
771.0
1,056.0
Statement of financial position
Current assets
9,298.7
1,403.5
2,446.7
1,457.4
Non-current assets
63,031.5
7,521.0
11,774.3
11,397.9
Current liabilities
(19,828.9)
(2,606.6)
(4,121.7)
(3,864.2)
Non-current liabilities
(35,523.4)
(3,232.3)
(6,264.8)
(5,880.0)
Net assets
16,977.9
3,085.6
3,834.5
3,111.1
Less: Non-controlling interests
(4,669.0)
(2.7)
(9.0)
(5.0)
Net assets attributable to equity holders
12,308.9
3,082.9
3,825.5
3,106.1
Proportion of the Group's ownership
29.4%
35.0%
46.8%
23.3% (1)
Group's share of net assets
3,622.5
1,079.0
1,789.2
724.0
Goodwill capitalised
983.6
1,352.4
336.7
281.1
Others (2)
(513.4)
-
(350.5)
(15.9)
Carrying amount of the investment
4,092.7
2,431.4
1,775.4
989.2
Other items
Cash and cash equivalents
2,169.9
529.6
397.2
520.3
Non-current financial liabilities excluding
trade and other payables
(34,594.6)
(2,576.7)
(5,940.5)
(3,683.8)
Current financial liabilities excluding
trade and other payables
(7,856.6)
(827.5)
(1,356.8)
(1,137.9)
Group's share of market value
20,557.9
NA
3,071.4
5,718.6
Dividends received during the year
40.9
904.9
169.9
212.2
‘‘NA’’ denotes Not Applicable.
Notes:
(1)
The above is based on the Group’s direct equity interest in AIS.
(2)
‘Others’ include adjustments to align the respective local accounting standards to SFRS(I).
194
194
Notes to the Financial Statements
For the financial year ended 31 March 2024
24.
JOINT VENTURES (Cont'd)
The aggregate information of the Group’s investments in joint ventures which are not individually significant were as
follows –
Group
2024
S$ Mil
2023
S$ Mil
Share of profit after tax
11.7
6.1
Share of other comprehensive income/(loss)
0.2
(0.1)
Share of total comprehensive income
11.9
6.0
Aggregate carrying value
146.5
126.7
25.
ASSOCIATES
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Quoted equity shares, at cost
2,080.0
2,080.0
24.7
24.7
Unquoted equity shares, at cost
609.3
609.3
-
-
2,689.3
2,689.3
24.7
24.7
Goodwill on consolidation adjusted
against shareholders' equity
29.4
29.4
-
-
Share of post-acquisition reserves
(net of dividends, and accumulated
amortisation of goodwill)
(224.7)
(144.1)
-
-
Unamortised deferred gain (1)
(123.0)
(129.1)
-
-
Translation differences
(158.0)
(63.2)
-
-
(476.3)
(307.0)
-
-
Less: Allowance for impairment losses
(12.9)
(12.9)
-
-
Reclassification to 'Net deferred gain'
(see Note 32)
19.4
3.3
-
-
2,219.5
2,372.7
24.7
24.7
Note:
(1)
Comprised the Group’s 18% (31 March 2023: 18%) retained interest on gain arising from disposal of network assets from the Group to Indara
Corporation Pty Ltd.
As at 31 March 2024,
(i)
The market values of the quoted equity shares in associates held by the Group and the Company were
S$3.10 billion (31 March 2023: S$3.41 billion) and S$207.5 million (31 March 2023: S$247.0 million) respectively.
(ii)
The Group’s proportionate interest in the capital commitments of the associates was S$100.6 million
(31 March 2023: S$164.4 million).
The details of associates are set out in Note 46.4.
195
Overview
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Performance
Financials
Additional Information
195
Notes to the Financial Statements
For the financial year ended 31 March 2024
25.
ASSOCIATES (Cont'd)
The summarised financial information of the Group’s significant associate namely Intouch Holdings Public Company
Limited (“Intouch”), based on its financial statements and a reconciliation with the carrying amount of the investment in
the consolidated financial statements was as follows –
Group
2024
S$ Mil
2023
S$ Mil
Statement of comprehensive income
Revenue
-
86.9
Profit after tax
523.2
416.0
Other comprehensive income
4.6
5.5
Total comprehensive income
527.8
421.5
Statement of financial position
Current assets
297.6
293.1
Non-current assets
1,320.7
1,310.8
Current liabilities
(202.5)
(308.1)
Non-current liabilities
(2.1)
(2.5)
Net assets
1,413.7
1,293.3
Less: Non-controlling interests
22.1
29.7
Net assets attributable to equity holders
1,435.8
1,323.0
Proportion of the Group's ownership
24.99%
24.99%
Group's share of net assets
358.8
330.6
Goodwill and other identifiable intangible assets
1,261.9
1,326.9
Others (1)
122.6
150.2
Carrying amount of the investment
1,743.3
1,807.7
Other items
Group's share of market value
2,045.7
2,307.0
Dividends received during the year
95.0
142.6
Note:
(1)
Others include adjustments to align the respective local accounting standards to SFRS(I).
The aggregate information of the Group’s investments in associates which are not individually significant were as
follows –
Group
2024
S$ Mil
2023
S$ Mil
Share of loss after tax
(33.1)
(23.1)
Share of other comprehensive loss
(10.7)
(40.6)
Share of total comprehensive loss
(43.8)
(63.7)
196
196
Notes to the Financial Statements
For the financial year ended 31 March 2024
26.
IMPAIRMENT REVIEWS
Goodwill on acquisition of subsidiaries
The carrying values of the Group’s goodwill on acquisition of subsidiaries as at 31 March 2024 were assessed for
impairment during the financial year.
Goodwill is allocated for impairment testing purposes based on cash-generating unit (“CGU”).
The recoverable values of CGUs including goodwill are assessed based on discounted cash flow models using cash flow
projections from financial budgets and forecasts approved by management. The Group has used cash flow projections
of seven years for Optus to better reflect the longer time period for investment returns and five years for NCS Group
and Asia Pacific Cyber Security Business. Cash flows beyond the terminal year are extrapolated using the estimated
growth rates stated in the table below. Key assumptions used in the discounted cash flow models are growth rates,
operating margins, capital expenditure and discount rates.
The terminal growth rates used do not exceed the long term average growth rates of the respective industry and
country in which the entity operates and are consistent with forecasts included in industry reports.
The discount rates applied to the cash flow projections are based on Weighted Average Cost of Capital (WACC) where
the cost of a company’s debt and equity capital are weighted to reflect its capital structure.
The details are shown in the table below:
Group
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Terminal
growth rate (1)
Pre-tax discount rate
31 March
2024
31 March
2023
31 March
2024
31 March
2023
Carrying value of goodwill in -
Optus Group
5,868.4
7,857.4
2.75%
2.75%
9.4%
9.1%
Asia Pacific Cyber Security
Business
270.2
610.6
3.0%
3.5%
10.8%
11.8%
NCS (Australia) (2) (3)
-
456.7
2.5%
2.0%
16.7%
12.3%
NCS (Asia) (3)
272.8
97.2
2.0%
2.0%
11.2%
11.9%
Notes:
(1)
Weighted average growth rate used to extrapolate cash flows beyond the terminal year.
(2)
Included NCS’s businesses in Australia including Dialog Pty Ltd and Row TopCo Pty Ltd (the group holding company of ARQ Group).
(3)
As at 31 March 2024, goodwill of S$175 million (A$200 million) was allocated from NCS (Australia) to NCS (Asia) as synergies were identified from
the acquisitions in Australia with NCS (Asia).
As part of the Singtel Group’s review of its investments, the recovery value of Optus Group was assessed to be below
its carrying value as at 31 March 2024. This reflected a range of factors including weaker prospects in the enterprise
market, increased cost of capital and the softer macroeconomic outlook in Australia partly offset by the benefit from
the regional Multi-Operator Core Network (MOCN) agreement which Optus has entered into with TPG Telecom Limited.
Consequently, the Group recorded a non-cash impairment provision of S$2.0 billion on the goodwill of Optus. The
Group also recorded a non-cash impairment provision for goodwill of S$340 million for the Asia Pacific Cyber Security
Business mainly from general business weakness on lower corporate spending. In addition, a non-cash impairment
provision of S$280 million (A$320 million) was recorded for NCS (Australia) due mainly to higher cost of capital.
197
Overview
Business Reviews
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Performance
Financials
Additional Information
197
Notes to the Financial Statements
For the financial year ended 31 March 2024
26.
IMPAIRMENT REVIEWS (Cont'd)
Goodwill on acquisition of subsidiaries (Cont'd)
The impairment charges were based on the Group’s best estimates. Following the impairment charges, the recoverable
amounts of goodwill were equal to the carrying amounts.
In the previous financial year, an impairment charge of S$1.0 billion was recognised for the goodwill of Optus Group.
27.
FAIR VALUE THROUGH OTHER COMPREHENSIVE INCOME (“FVOCI”) INVESTMENTS
Group
Company
2024
S$ Mil
2023
S$ Mil
2024
S$ Mil
2023
S$ Mil
Balance as at 1 April
733.7
807.9
-
5.1
Additions
28.6
80.2
-
-
Disposals/Write-offs
(271.5)
(29.4)
-
(5.1)
Net fair value gains/(losses) included in
'Other Comprehensive Income'
115.2
(116.9)
-
-
Translation differences
(1.1)
(8.1)
-
-
Balance as at 31 March
604.9
733.7
-
-
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Cost
402.6
698.6
-
-
Cumulative fair value changes
202.3
35.1
-
-
604.9
733.7
-
-
198
198
Notes to the Financial Statements
For the financial year ended 31 March 2024
27.
FAIR VALUE THROUGH OTHER COMPREHENSIVE INCOME (“FVOCI”) INVESTMENTS (Cont'd)
FVOCI investments included the following –
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Quoted equity securities
- Africa
-
259.2
-
-
- United States of America
3.0
2.1
-
-
- Australia
1.1
5.1
-
-
- China
0.7
-
-
-
- Israel
-
0.1
-
-
4.8
266.5
-
-
Unquoted
Equity securities
585.6
448.4
-
-
Others
14.5
18.8
-
-
600.1
467.2
-
-
604.9
733.7
-
-
28.
TRADE AND OTHER PAYABLES
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Trade payables
4,082.5
4,012.5
1,008.7
681.7
Accruals
920.0
850.0
131.8
142.3
Interest payable on borrowings and swaps
116.0
97.3
30.5
30.1
Contract liabilities (handset sales)
30.2
28.2
-
-
Deferred income
21.0
20.8
0.5
-
Customers' deposits
18.6
20.4
11.5
12.4
Due to associates and joint ventures
- trade
21.0
25.3
18.0
18.7
- non-trade
*
*
-
-
21.0
25.3
18.0
18.7
Due to subsidiaries
- trade
-
-
490.0
886.7
- non-trade
-
-
2,029.5
1,086.8
-
-
2,519.5
1,973.5
Other payables
196.9
255.4
36.8
42.1
5,406.2
5,309.9
3,757.3
2,900.8
”*” denotes amount of less than S$0.05 million.
199
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
199
Notes to the Financial Statements
For the financial year ended 31 March 2024
28.
TRADE AND OTHER PAYABLES (Cont'd)
The trade payables are non-interest bearing and are generally settled on 30 or 60 days terms, with some payables
relating to handset and network investments having payment terms of up to 364 days as certain suppliers have in place
facilities from third parties to extend such longer credit terms to the Group.
The interest payable on borrowings and swaps are mainly settled on a quarterly or half-yearly basis.
The amounts due to subsidiaries are unsecured, repayable on demand and interest-free.
29.
BORROWINGS (UNSECURED)
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Current
Bonds
-
444.1
-
-
Bank loans
2.3
7.2
-
-
Other borrowings
21.7
19.8
-
-
24.0
471.1
-
-
Non-current
Bonds
7,001.5
6,583.6
668.1
668.7
Bank loans
1,209.7
535.7
-
-
Other borrowings
14.1
23.1
-
-
8,225.3
7,142.4
668.1
668.7
Total unsecured borrowings
8,249.3
7,613.5
668.1
668.7
200
200
Notes to the Financial Statements
For the financial year ended 31 March 2024
29.
BORROWINGS (UNSECURED) (Cont'd)
29.1
Bonds
Group
Company
Principal amount
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
US$3,000 million (1)
4,034.3
3,971.0
-
-
US$500 million (1)
668.1
668.7
668.1
668.7
US$100 million
135.0
133.0
-
-
€500 million (1) (2)
685.1
666.9
-
-
A$1,250 million (2) (31 March 2023: A$1,650 million)
1,091.5
1,461.1
-
-
HK$1,500 million (2)
258.2
-
-
-
HK$750 million
129.3
127.0
-
-
7,001.5
7,027.7
668.1
668.7
Classified as -
Current
-
444.1
-
-
Non-current
7,001.5
6,583.6
668.1
668.7
7,001.5
7,027.7
668.1
668.7
Notes:
(1)
The bonds are listed on the Singapore Exchange Limited.
(2)
The bonds, issued by Optus Group, are subject to a negative pledge that limits the amount of secured indebtedness of certain subsidiaries of Optus.
29.2
Bank Loans
Group
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Current
2.3
7.2
Non-current
1,209.7
535.7
1,212.0
542.9
201
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
201
Notes to the Financial Statements
For the financial year ended 31 March 2024
29.
BORROWINGS (UNSECURED) (Cont'd)
29.3
Other borrowings
Group
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Current
21.7
19.8
Non-current
14.1
23.1
35.8
42.9
Other borrowings of the Group comprised capital financing from vendors.
29.4
Maturity
The maturity periods of the non-current unsecured borrowings at the end of the reporting period were as follows -
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Between 1 and 5 years
4,035.6
2,327.9
-
-
Over 5 years
4,189.7
4,814.5
668.1
668.7
8,225.3
7,142.4
668.1
668.7
29.5
Interest Rates
The weighted average effective interest rates at the end of the reporting period were as follows -
Group
Company
31 March
2024
%
31 March
2023
%
31 March
2024
%
31 March
2023
%
Bonds (fixed rate)
3.0
3.0
7.4
7.4
Bank loans (floating rate)
4.9
4.2
-
-
Other borrowings (fixed rate)
1.3
1.5
-
-
202
202
Notes to the Financial Statements
For the financial year ended 31 March 2024
29.
BORROWINGS (UNSECURED) (Cont'd)
29.6
The tables below set out the maturity profile of borrowings and related swaps based on expected contractual
undiscounted cash flows.
Group
Less than
1 year
S$ Mil
Between
1 and 5 years
S$ Mil
Over
5 years
S$ Mil
As at 31 March 2024
Net-settled interest rate swaps
(42.8)
(154.8)
(38.8)
Cross currency interest rate swaps (gross-settled)
- Inflow
(163.9)
(603.4)
(1,261.0)
- Outflow
220.9
815.2
1,264.0
14.2
57.0
(35.8)
Borrowings
237.0
4,782.9
5,789.4
251.2
4,839.9
5,753.6
As at 31 March 2023
Net-settled interest rate swaps
(36.3)
(139.6)
(68.9)
Cross currency interest rate swaps (gross-settled)
- Inflow
(149.7)
(580.6)
(1,050.9)
- Outflow
199.9
774.9
1,114.7
13.9
54.7
(5.1)
Borrowings
673.2
3,070.7
6,328.1
687.1
3,125.4
6,323.0
Company
Less than
1 year
S$ Mil
Between
1 and 5 years
S$ Mil
Over
5 years
S$ Mil
As at 31 March 2024
Net-settled interest rate swaps
(8.3)
(32.9)
(24.7)
Cross currency interest rate swaps (gross-settled)
- Inflow
(49.8)
(199.1)
(149.3)
- Outflow
50.3
199.8
149.8
(7.8)
(32.2)
(24.2)
Borrowings
49.8
199.1
1,030.6
42.0
166.9
1,006.4
As at 31 March 2023
Net-settled interest rate swaps
(6.4)
(25.5)
(25.5)
Cross currency interest rate swaps (gross-settled)
- Inflow
(49.0)
(196.1)
(196.1)
- Outflow
48.1
192.5
192.5
(7.3)
(29.1)
(29.1)
Borrowings
49.0
196.1
1,077.4
41.7
167.0
1,048.3
203
Overview
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Governance and Sustainability
Performance
Financials
Additional Information
203
Notes to the Financial Statements
For the financial year ended 31 March 2024
30.
BORROWINGS (SECURED)
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Current
Lease liabilities
545.7
511.6
62.3
58.7
Non-current
Lease liabilities
2,604.6
2,768.2
336.8
372.8
Bank loan
500.0
-
-
-
3,104.6
2,768.2
336.8
372.8
Total secured borrowings
3,650.3
3,279.8
399.1
431.5
Secured borrowings of the Group comprised lease liabilities in respect of right-of-use assets as well as a bank loan
of a subsidiary secured by way of fixed and floating charges over a data centre, plant and machinery, and other
assets of certain subsidiaries. The secured borrowings of the Company comprised lease liabilities in respect of
right-of-use assets.
The application of SFRS(I) 16 requires the Group to exercise judgement and estimates in the determination of key
assumptions used in measuring the lease liabilities. Key assumptions include lease terms and discount rates on the
lease payments.
In determining the lease term, the Group considers all relevant facts and circumstances that create an economic
incentive for the Group to exercise an extension option, or not to exercise a termination option. Extension options (or
periods after termination options) are only included in the lease term if the Group is reasonably certain to exercise an
option to extend the lease, or not to exercise an option to terminate the lease.
The lease payments are discounted using the rate implicit in the lease or the Group’s incremental borrowing rate. This
requires the Group to estimate the rate of interest that it would have to pay to borrow the funds to obtain a similar asset
over a similar term.
Changes in these assumptions may impact the measurement of the lease liabilities.
The accounting policies for leases are stated in Note 2.25.
204
204
Notes to the Financial Statements
For the financial year ended 31 March 2024
30.
BORROWINGS (SECURED) (Cont'd)
30.1
Maturity
The maturity periods of the non-current secured borrowings at the end of the reporting period were as follows –
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Between 1 and 5 years
1,926.8
1,335.9
132.5
139.3
Over 5 years
1,177.8
1,432.3
204.3
233.5
3,104.6
2,768.2
336.8
372.8
30.2
The tables below set out the maturity profile of secured borrowings based on expected contractual undiscounted cash
flows -
Group
Less than
1 year
S$ Mil
Between
1 and 5 years
S$ Mil
Over
5 years
S$ Mil
As at 31 March 2024
Net-settled interest rate swaps
(4.5)
(13.1)
-
Borrowings
732.1
2,322.9
2,438.6
727.6
2,309.8
2,438.6
As at 31 March 2023
Borrowings
630.8
1,713.4
2,621.2
Company
Less than
1 year
S$ Mil
Between
1 and 5 years
S$ Mil
Over
5 years
S$ Mil
As at 31 March 2024
Borrowings
76.4
174.9
234.9
As at 31 March 2023
Borrowings
73.8
184.8
272.9
205
Overview
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Financials
Additional Information
205
Notes to the Financial Statements
For the financial year ended 31 March 2024
31.
RECONCILIATION OF LIABILITIES FROM FINANCING ACTIVITIES
Group - 2024
Bonds
S$ Mil
Bank loans
S$ Mil
Other
borrowings
S$ Mil
Lease
liabilities
S$ Mil
Interest
payable
S$ Mil
Derivative
financial
instruments
S$ Mil
As at 1 April 2023
7,027.7
542.9
42.9
3,279.8
97.3
550.3
Financing cash flows (1)
(82.9)
1,168.8
(6.4)
(417.4)
(416.7)
-
Non-cash changes:
Fair value adjustments
9.1
-
-
-
-
(0.3)
Amortisation of bond discount
4.9
-
-
-
-
-
Foreign exchange movements
42.7
0.3
(0.7)
(35.9)
19.2
(84.8)
Additions of lease liabilities
-
-
-
359.0
-
-
Interest expense
-
-
-
-
416.2
-
Disposal of a subsidiary
-
-
-
(30.3)
-
-
Disposals
-
-
-
(4.9)
-
-
Adjustments/Reclassifications
-
-
-
-
-
8.6
56.7
0.3
(0.7)
287.9
435.4
(76.5)
As at 31 March 2024
7,001.5
1,712.0
35.8
3,150.3
116.0
473.8
Group - 2023
Bonds
S$ Mil
Bank loans
S$ Mil
Other
borrowings
S$ Mil
Lease
liabilities
S$ Mil
Interest
payable
S$ Mil
Derivative
financial
instruments
S$ Mil
As at 1 April 2022
8,245.3
-
30.8
3,592.5
93.2
333.7
Financing cash flows (1)
(766.6)
542.4
16.6
(433.7)
(389.6)
8.3
Non-cash changes:
Fair value adjustments
(123.4)
-
-
-
-
201.5
Amortisation of bond discount
6.2
-
-
-
-
-
Foreign exchange movements
(333.8)
(14.5)
(4.5)
(346.7)
4.0
(12.4)
Additions of lease liabilities
-
-
-
457.4
-
-
Interest expense
-
-
-
-
389.7
-
Acquisition of subsidiaries
-
15.0
-
13.0
-
-
Disposals
-
-
-
(2.7)
-
-
Adjustments/Reclassifications
-
-
-
-
-
19.2
(451.0)
0.5
(4.5)
121.0
393.7
208.3
As at 31 March 2023
7,027.7
542.9
42.9
3,279.8
97.3
550.3
Note:
(1)
The cash flows comprised the net amount of proceeds from borrowings and repayments of borrowings, net interest paid on borrowings and
settlement of swaps for bonds repaid in the statement of cash flows.
206
206
Notes to the Financial Statements
For the financial year ended 31 March 2024
32.
NET DEFERRED GAIN
Group
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Unamortised deferred gain
346.2
363.2
Reclassification from 'Associates' (see Note 25)
19.4
3.3
Net deferred gain
365.6
366.5
Classified as -
Current
21.0
20.8
Non-current
344.6
345.7
365.6
366.5
NetLink Trust (“NLT”) is a business trust established as part of the Infocomm Media Development Authority of
Singapore’s effective open access requirements under Singapore’s Next Generation Nationwide Broadband Network.
In prior years, Singtel had sold certain infrastructure assets, namely ducts, manholes and exchange buildings
(“Assets”) to NLT. At the consolidated level, the gain on disposal of Assets recognised by Singtel is deferred in the
Group’s statement of financial position and amortised over the useful lives of the Assets. The unamortised deferred
gain is released to the Group’s income statement when NLT is partially or fully sold, based on the proportionate equity
interest disposed.
Singtel sold its 100% interest in NLT to NetLink NBN Trust (the “Trust”) in July 2017 for cash as well as a 24.8% interest in
the Trust. With the divestment, Singtel ceased to own units in NLT but holds an interest of 24.8% in the Trust which owns
all the units in NLT.
33.
OTHER NON-CURRENT LIABILITIES
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Other payables
217.9
263.1
39.2
36.2
Other payables mainly relate to spectrum investments, accruals of rental for certain network sites, long-term employee
entitlements and asset retirement obligations.
207
Overview
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Financials
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207
Notes to the Financial Statements
For the financial year ended 31 March 2024
34.
SHARE CAPITAL
Number of shares
Share capital
Group and Company
2024
Mil
2023
Mil
2024
S$ Mil
2023
S$ Mil
Balance as at 31 March 2024
and 31 March 2023
16,514.6
16,514.6
4,573.1
4,573.1
All issued shares are fully paid and have no par value. The issued shares carry one vote per share and a right to
dividends as and when declared by the Company.
From time to time, the Group purchases its own shares from the market. The shares purchased are primarily for delivery
to employees upon vesting of performance shares awarded under Singtel performance share plans. The Group can
also cancel the shares which are repurchased from the market.
Dividend Policy and Capital Management
Singtel is focused on a disciplined capital management approach of balancing investing for growth and delivering
strong, sustainable total returns to shareholders while maintaining financial flexibility and investment-grade credit
ratings. This is achieved through improving business performance and commitment to an asset recycling programme.
Barring unforeseen circumstances, Singtel plans to pay ordinary dividends comprising:
•
A core dividend at between 70% and 90% of underlying net profit, which will track business performance.
Underlying net profit is defined as net profit before exceptional items.
•
A value realisation dividend of 3 - 6 cents per share per annum over the medium term, funded by excess capital
generated from asset recycling proceeds after investing in growth initiatives.
This policy will be reviewed periodically in line with the Group’s evolving business strategy and market conditions.
35.
PERPETUAL SECURITIES
On 14 April 2021, the Group issued fixed rate subordinated perpetual securities (the “perpetual securities”) with an
aggregate principal amount of S$1.0 billion. Incremental costs incurred of S$2.6 million were recognised in equity as a
deduction from the proceeds.
Such perpetual securities bear distribution at a rate of 3.3% per annum, payable semi-annually. Subject to relevant
terms and conditions in the offering memorandum, the Group may elect to defer making distributions on the perpetual
securities, and is not subject to any limit as to the number of times a distribution can be deferred.
As a result, the Group is considered to have no contractual obligations to repay its principal or to pay any distributions
and the perpetual securities do not meet the definition for classification as a financial liability under SFRS(I) 1-32
Financial Instruments: Presentation. The whole instrument is presented within equity, and distributions are treated
as dividends.
During the financial year, distributions to perpetual securities holders amounting to S$33.1 million (31 March 2023:
S$33.0 million) were accrued of which S$33.0 million (31 March 2023: S$33.0 million) has been paid.
208
208
Notes to the Financial Statements
For the financial year ended 31 March 2024
36.
DIVIDENDS
Group
Company
2024
S$ Mil
2023
S$ Mil
2024
S$ Mil
2023
S$ Mil
Final dividend of 5.3 cents
(2023: 4.8 cents) per share
875.0
792.5
875.0
792.5
Interim dividend of 5.2 cents
(2023: 4.6 cents) per share
858.3
759.2
858.3
759.2
Special dividend of nil
(2023: 5.0) per share
-
825.2
-
825.2
1,733.3
2,376.9
1,733.3
2,376.9
During the fiinancial year,
(a)
a final one-tier tax exempt ordinary dividend of 5.3 cents per share, totalling S$875 million was paid in respect
of the previous financial year ended 31 March 2023.
(b)
an interim one-tier tax exempt ordinary dividend of 5.2 cents per share totalling S$858 million was paid in
respect of the current financial year ended 31 March 2024.
The Directors have proposed a final one-tier tax exempt ordinary dividend of 9.8 cents per share, totalling
approximately S$1.62 billion in respect of the current financial year ended 31 March 2024 for approval at the
forthcoming Annual General Meeting. The dividend consists of:
(a)
a core dividend of 6.0 cents per share; and
(b)
a value realisation dividend of 3.8 cents per share.
The value realisation dividend is to be paid in two tranches of 1.9 cents per share each in August 2024 and December
2024 to shareholders on Singtel’s register at each respective record date. The Singtel Scrip Dividend Scheme will not be
applied to the final dividend.
These financial statements do not reflect the above final dividend payable which will be accounted for in the
‘Shareholders’ Equity’ as an appropriation of ‘Retained Earnings’ in the next financial year ending 31 March 2025.
37.
FAIR VALUES OF FINANCIAL ASSETS AND LIABILITIES
The Group classifies fair value measurements using a fair value hierarchy which reflects the significance of the inputs
used in determining the measurements. The fair value hierarchy has the following levels -
(a)
quoted prices (unadjusted) in active markets for identical assets or liabilities (Level 1);
(b)
inputs other than quoted prices included within Level 1 which are observable for the asset or liability, either
directly (i.e. as prices) or indirectly (i.e. derived from prices) (Level 2); and
(c)
inputs for the asset or liability which are not based on observable market data (unobservable inputs) (Level 3).
209
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209
Notes to the Financial Statements
For the financial year ended 31 March 2024
37.
FAIR VALUES OF FINANCIAL ASSETS AND LIABILITIES (Cont'd)
37.1
Financial assets and liabilities measured at fair value
Group
31 March 2024
Level 1
S$ Mil
Level 2
S$ Mil
Level 3
S$ Mil
Total
S$ Mil
Financial assets
FVOCI investments (Note 27)
- Quoted equity securities
4.8
-
-
4.8
- Unquoted investments
-
-
600.1
600.1
4.8
-
600.1
604.9
Derivative financial instruments (Note 18)
-
190.3
-
190.3
4.8
190.3
600.1
795.2
Financial liabilities
Derivative financial instruments (Note 18)
-
664.1
-
664.1
-
664.1
-
664.1
Group
31 March 2023
Level 1
S$ Mil
Level 2
S$ Mil
Level 3
S$ Mil
Total
S$ Mil
Financial assets
FVOCI investments (Note 27)
- Quoted equity securities
266.5
-
-
266.5
- Unquoted investments
-
-
467.2
467.2
266.5
-
467.2
733.7
Derivative financial instruments (Note 18)
-
227.1
-
227.1
266.5
227.1
467.2
960.8
Financial liabilities
Derivative financial instruments (Note 18)
-
777.4
-
777.4
-
777.4
-
777.4
210
210
Notes to the Financial Statements
For the financial year ended 31 March 2024
37.
FAIR VALUES OF FINANCIAL ASSETS AND LIABILITIES (Cont'd)
37.1
Financial assets and liabilities measured at fair value (Cont'd)
Company
31 March 2024
Level 1
S$ Mil
Level 2
S$ Mil
Level 3
S$ Mil
Total
S$ Mil
Financial assets
Derivative financial instruments (Note 18)
-
26.5
-
26.5
-
26.5
-
26.5
Financial liabilities
Derivative financial instruments (Note 18)
-
216.9
-
216.9
-
216.9
-
216.9
Company
31 March 2023
Level 1
S$ Mil
Level 2
S$ Mil
Level 3
S$ Mil
Total
S$ Mil
Financial assets
Derivative financial instruments (Note 18)
-
23.5
-
23.5
-
23.5
-
23.5
Financial liabilities
Derivative financial instruments (Note 18)
-
199.8
-
199.8
-
199.8
-
199.8
See Note 2.16 for the policies on fair value estimation of the financial assets and liabilities.
The following table presents the reconciliation for the unquoted FVOCI investments measured at fair value based on
unobservable inputs (Level 3) -
Group
2024
S$ Mil
2023
S$ Mil
FVOCI investments - unquoted
Balance as at 1 April
467.2
423.2
Total gains included in 'Fair Value Reserve'
131.0
0.5
Additions
27.6
72.0
Disposals
(24.6)
(20.4)
Translation differences
(1.1)
(8.1)
Balance as at 31 March
600.1
467.2
211
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211
Notes to the Financial Statements
For the financial year ended 31 March 2024
37.
FAIR VALUES OF FINANCIAL ASSETS AND LIABILITIES (Cont'd)
37.2
Financial assets and liabilities not measured at fair value (but with fair value disclosed)
Carrying Value
Fair value
S$ Mil
Level 1
S$ Mil
Level 2
S$ Mil
Level 3
S$ Mil
Total
S$ Mil
As at 31 March 2024
Financial liabilities
Group
Bonds (Note 29.1)
7,001.5
5,125.7
1,523.0
-
6,648.7
Company
Bonds (Note 29.1)
668.1
780.4
-
-
780.4
As at 31 March 2023
Financial liabilities
Group
Bonds (Note 29.1)
7,027.7
5,030.0
1,597.5
-
6,627.5
Company
Bonds (Note 29.1)
668.7
792.1
-
-
792.1
See Note 2.16 on the basis of estimating the fair values and Note 18 for information on the derivative financial
instruments used for hedging the risks associated with the borrowings.
Except as disclosed in the above tables, the carrying values of other financial assets and liabilities approximate their
fair values.
38.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES
38.1
Financial Risk Factors
The Group’s activities are exposed to a variety of financial risks: foreign exchange risk, interest rate risk, credit risk,
liquidity risk and market risk. The Group’s overall risk management seeks to minimise the potential adverse effects of
these risks on the financial performance of the Group.
The Group uses financial instruments such as currency forwards, cross currency and interest rate swaps, and
foreign currency borrowings to hedge certain financial risk exposures. No financial derivatives are held or sold for
speculative purposes.
The Directors assume responsibility for the overall financial risk management of the Group. For the financial year ended
31 March 2024, the Risk Committee, and Finance and Investment Committee (“FIC”), which are committees of the
Board, assisted the Directors in reviewing and establishing policies relating to financial risk management in accordance
with the policies and directives of the Group.
212
212
Notes to the Financial Statements
For the financial year ended 31 March 2024
38.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (Cont'd)
38.2
Foreign Exchange Risk
The foreign exchange risk of the Group arises from subsidiaries, associates and joint ventures operating in foreign
countries, mainly Australia, India, Indonesia, the Philippines and Thailand. Additionally, the Group’s joint venture in India,
Airtel, is primarily exposed to foreign exchange risks from its operations in Sri Lanka and across Africa. Translation risks
of overseas net investments are not hedged unless approved by the FIC.
The Group has borrowings denominated in foreign currencies that have primarily been hedged into the functional
currency of the respective borrowing entities using cross currency swaps in order to reduce the foreign currency
exposure on these borrowings. As the hedges are intended to be perfect, any change in the fair value of the cross
currency swaps has minimal impact on profit and equity.
The Group Treasury Policy, as approved by the FIC, is to substantially hedge all known transactional currency
exposures. The Group generates revenue, receives foreign dividends and incurs costs in currencies which are other than
the functional currencies of the operating units, thus giving rise to foreign exchange risk. The currency exposures are
primarily from the Australian Dollar, Euro, Hong Kong Dollar, Indian Rupee, Indonesian Rupiah, Philippine Peso, Pound
Sterling, Thai Baht, United States Dollar and Japanese Yen.
Foreign currency purchases and forward currency contracts are used to reduce the Group’s transactional exposure to
foreign currency exchange rate fluctuations. The foreign exchange difference on trade balances is disclosed in Note 6
and the foreign exchange difference on non-trade balances is disclosed in Note 10.
The critical terms (i.e. the notional amount, maturity and underlying) of the derivative financial instruments and their
corresponding hedged items are the same. The Group performs a qualitative assessment of effectiveness and it is
expected that derivative financial instruments and the value of the corresponding hedged items will systematically
change in opposite direction in response to movements in the underlying exchange rates.
The main source of hedge ineffectiveness in these hedging relationships is the effect of the counterparty and the
Group’s own credit risk on the fair value of the derivative financial instruments, which is not reflected in the fair value
of the hedged items attributable to changes in foreign currency rates. No other source of ineffectiveness emerged from
these hedging relationships.
All hedge relationships remain effective and there is no hedge relationship in which hedge accounting is no
longer applied.
38.3
Interest Rate Risk
The Group has cash balances placed with reputable banks and financial institutions which generate interest income for
the Group. Other than cash placed with banks and financial institutions, the Group also invested in Singapore Treasury
bills. The Group manages its interest rate risks by placing its cash balances and investing in Singapore Treasury bills on
varying maturities and interest rate terms.
The Group’s borrowings include bank borrowings and bonds. The borrowings expose the Group to interest rate risk.
The Group seeks to minimise its exposure to these risks by entering into interest rate swaps over the duration of its
borrowings. Interest rate swaps entail the Group agreeing to exchange, at specified intervals, the difference between
fixed and variable rate interest amounts calculated by reference to an agreed-upon notional principal amount. As at
31 March 2024, after taking into account the effect of interest rate swaps, approximately 87% (31 March 2023: 89%) of
the Group’s borrowings were at fixed rates of interest.
213
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213
Notes to the Financial Statements
For the financial year ended 31 March 2024
38.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (Cont'd)
38.3
Interest Rate Risk (Cont'd)
As at 31 March 2024, assuming that the market interest rate is 50 basis points higher or lower and with no change to
the other variables, the annualised interest expense on borrowings would be higher or lower by S$4.0 million (2023:
S$3.1 million).
The critical terms (i.e. the notional amount, maturity and underlying) of the derivative financial instruments and their
corresponding hedged items are the same. The Group performs a qualitative assessment of effectiveness and it is
expected that derivative financial instruments and the value of the corresponding hedged items will systematically
change in opposite direction in response to movements in the underlying interest rates.
The main source of hedge ineffectiveness in these hedging relationships is the effect of the counterparty and
the Group’s own credit risk on the fair value of the interest rate swaps, which is not reflected in the fair value of the
hedge items attributable to changes in interest rates. No other source of ineffectiveness emerged from these
hedging relationships.
Interest rate swap contracts paying fixed rate interest amounts are designated and effective as cash flow hedges
in reducing the Group’s cash flow exposure resulting from variable interest rates on borrowings. The interest rate
swaps and the interest payments on the borrowings occur simultaneously and the amount accumulated in equity is
reclassified to the income statement over the period that the floating rate interest payments on borrowings affect the
income statement.
Interest rate swap contracts paying floating rate interest amounts are designated and effective as fair value hedges of
interest rate movements. During the year, the hedge was fully effective in hedging the fair value exposure to interest
rate movements. The carrying amount of the bond decreased by S$197.7 million (31 March 2023: S$213.5 million)
which was included in the income statement at the same time that the fair value of the interest rate swap was included
in the income statement.
As at 31 March 2024, S$1.4 billion (31 March 2023: S$1.3 billion) of borrowings were designated in fair value hedge
relationships. All hedge relationships remained effective and there was no hedge relationship in which hedge
accounting could no longer be applied.
38.4
Credit Risk
Financial assets that potentially subject the Group to concentrations of credit risk consist primarily of trade receivables,
contract assets, cash and cash equivalents, Singapore Treasury bills and financial instruments used in hedging activities.
The Group has no significant concentration of credit risk from trade receivables and contract assets due to its diverse
customer base. Credit risk is managed through the application of credit assessment and approvals, credit limits and
monitoring procedures. Where appropriate, the Group obtains deposits or bank guarantees from customers or enters
into credit insurance arrangements. The Group’s exposure to credit risk and the measurement bases used to determine
expected credit losses is disclosed in Note 16.
The Group places its cash and cash equivalents with a number of major commercial banks and other financial
institutions with high credit ratings. The Group also invested in Singapore Treasury bills which has been accorded the
strongest credit rating by international credit rating agencies.
Derivative counterparties are limited to high credit rating commercial banks and other financial institutions. The Group
has policies that limit the financial exposure to any one financial institution.
214
214
Notes to the Financial Statements
For the financial year ended 31 March 2024
38.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (Cont'd)
38.5
Liquidity Risk
To manage liquidity risk, the Group monitors and maintains a level of cash and cash equivalents, as well as its
investment in Singapore Treasury bills, deemed adequate by the management to finance the Group’s operations and
to mitigate the effects of fluctuations in cash flows. Due to the dynamic nature of the underlying business, the Group
maintains funding flexibility with adequate committed and uncommitted credit lines available to ensure that the Group
is able to meet the short-term obligations of the Group as they fall due.
The maturity profile of the Group’s borrowings and related swaps based on expected contractual undiscounted cash
flows is disclosed in Note 29.6 and Note 30.2.
38.6
Market Risk
The Group has investments in quoted equity shares. The market value of these investments will fluctuate with
market conditions.
39.
SEGMENT INFORMATION
Segment information is presented based on the information reviewed by senior management for performance
measurement and resource allocation.
From 1 April 2023, the Group’s segment reporting has been changed to reflect the Group’s new organisation structure.
The results for the comparative periods have been restated on the same basis.
Optus offers mobile, equipment sales, fixed voice and data, satellite, ICT and managed services in Australia.
Singtel Singapore offers mobile, fixed voice and data, pay television, content and digital services, ICT as well as
equipment sales in Singapore.
NCS provides differentiated and end-to-end technology services to clients through its Gov+, Enterprise and Telco+
strategic business groups, together with its NEXT capabilities in digital, data, cloud and platforms, as well as core
offerings in applications, infrastructure, engineering and cyber.
Digital InfraCo provides regional data centre services under Nxera1, satellite carrier services, as well as offers Paragon,
Singtel’s all-in-one digital acceleration platform for 5G multi-access edge compute (MEC) and cloud orchestration.
Trustwave provides cybersecurity services mainly in the U.S.
Corporate comprises the costs of Group functions not allocated to the business segments. It also includes the Group’s
regional investments in AIS and Intouch (which has an equity interest of 40.4% in AIS in Thailand), Airtel in India, Africa
and Sri Lanka, Globe in the Philippines, and Telkomsel in Indonesia.
The segment results are before exceptional items, in line with the basis of information presented to management for
internal management reporting purposes.
The costs of shared and common infrastructure are allocated to the business segments using established
methodologies.
1
Nxera is the brand name for Singtel’s data centre business.
215
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Financials
Additional Information
215
Notes to the Financial Statements
For the financial year ended 31 March 2024
39.
SEGMENT INFORMATION (Cont'd)
Group - 2024
Optus
S$ Mil
Singtel
Singapore
S$ Mil
NCS
S$ Mil
Digital
InfraCo
S$ Mil
Trustwave (1)
S$ Mil
Corporate
S$ Mil
Intercompany
Eliminations
S$ Mil
Group
Total
S$ Mil
Operating revenue
7,130.7
3,891.4
2,834.7
413.3
76.6
-
(219.2)
14,127.5
Operating expenses
(5,391.3)
(2,527.3)
(2,572.6)
(197.5)
(127.7)
(162.0)
228.5
(10,749.9)
Other income/(expenses)
121.9
86.9
3.9
2.9
2.6
11.7
(10.6)
219.3
Earnings before interest, tax,
depreciation and amortisation
("EBITDA")
1,861.3
1,451.0
266.0
218.7
(48.5)
(150.3)
(1.3)
3,596.9
Share of pre-tax results of
associates and joint ventures
- Airtel
-
-
-
-
-
754.8
-
754.8
- Telkomsel
-
-
-
-
-
805.8
-
805.8
- Globe
-
-
-
-
-
287.2
-
287.2
- AIS
-
-
-
-
-
338.8
-
338.8
- Intouch
-
-
-
-
-
147.1
-
147.1
- Others
*
-
-
(0.6)
-
5.0
-
4.4
*
-
-
(0.6)
-
2,338.7
-
2,338.1
EBITDA and share of pre-tax results
of associates and joint ventures
1,861.3
1,451.0
266.0
218.1
(48.5)
2,188.4
(1.3)
5,935.0
Depreciation and amortisation
(1,605.9)
(613.1)
(82.7)
(146.6)
(7.3)
(39.9)
51.5
(2,444.0)
Earnings before interest and tax
("EBIT")
255.4
837.9
183.3
71.5
(55.8)
2,148.5
50.2
3,491.0
“*” denotes less than +/- S$0.05 million.
Note:
(1)
In January 2024, the Group sold its 100% equity stake in Trustwave.
216
216
Notes to the Financial Statements
For the financial year ended 31 March 2024
39.
SEGMENT INFORMATION (Cont'd)
Group - 2024
Optus
S$ Mil
Singtel
Singapore
S$ Mil
NCS
S$ Mil
Digital
InfraCo
S$ Mil
Corporate
S$ Mil
Intercompany
Eliminations
S$ Mil
Group
Total
S$ Mil
Segment assets
Investment in associates
and joint ventures
- Airtel
-
-
-
-
4,029.5
-
4,029.5
- Telkomsel
-
-
-
-
3,587.4
-
3,587.4
- Globe
-
-
-
-
1,787.4
-
1,787.4
- AIS
-
-
-
-
987.6
-
987.6
- Intouch
-
-
-
-
1,743.3
-
1,743.3
- Others
18.4
-
-
26.6
577.7
-
622.7
18.4
-
-
26.6
12,712.9
-
12,757.9
Goodwill on acquisition of subsidiaries
5,868.4
-
543.0
-
-
-
6,411.4
Other assets
13,674.3
4,604.7
1,723.0
860.6
6,398.2
(231.6)
27,029.2
19,561.1
4,604.7
2,266.0
887.2
19,111.1
(231.6)
46,198.5
217
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Governance and Sustainability
Performance
Financials
Additional Information
217
Notes to the Financial Statements
For the financial year ended 31 March 2024
39.
SEGMENT INFORMATION (Cont'd)
Group - 2023
Optus
S$ Mil
Singtel
Singapore
S$ Mil
NCS
S$ Mil
Digital
InfraCo
S$ Mil
Trustwave (1)
S$ Mil
Corporate
S$ Mil
Intercompany
Eliminations
S$ Mil
Group
Total
S$ Mil
Operating revenue
7,569.0
3,988.4
2,727.9
382.6
163.2
-
(206.7)
14,624.4
Operating expenses
(5,717.4)
(2,581.5)
(2,477.3)
(165.6)
(278.5)
(139.6)
226.3
(11,133.6)
Other income/(expenses)
113.4
83.0
3.9
11.1
(0.5)
3.9
(19.7)
195.1
EBITDA
1,965.0
1,489.9
254.5
228.1
(115.8)
(135.7)
(0.1)
3,685.9
Share of pre-tax results of
associates and joint ventures
- Airtel
-
-
-
-
-
694.4
-
694.4
- Telkomsel
-
-
-
-
-
861.6
-
861.6
- Globe
-
-
-
-
-
301.3
-
301.3
- AIS
-
-
-
-
-
296.8
-
296.8
- Intouch
-
-
-
-
-
112.9
-
112.9
- Others
*
-
-
(0.3)
-
20.4
-
20.1
*
-
-
(0.3)
-
2,287.4
-
2,287.1
EBITDA and share of pre-tax results
of associates and joint ventures
1,965.0
1,489.9
254.5
227.8
(115.8)
2,151.7
(0.1)
5,973.0
Depreciation and amortisation
(1,694.4)
(606.0)
(115.0)
(155.2)
(17.5)
(39.7)
53.7
(2,574.1)
EBIT
270.6
883.9
139.5
72.6
(133.3)
2,112.0
53.6
3,398.9
“*” denotes less than +/- S$0.05 million.
Note:
(1)
In January 2024, the Group sold its 100% equity stake in Trustwave.
218
218
Notes to the Financial Statements
For the financial year ended 31 March 2024
39.
SEGMENT INFORMATION (Cont'd)
Group - 2023
Optus
S$ Mil
Singtel
Singapore
S$ Mil
NCS
S$ Mil
Digital
InfraCo
S$ Mil
Trustwave (1)
S$ Mil
Corporate
S$ Mil
Intercompany
Eliminations
S$ Mil
Group
Total
S$ Mil
Segment assets
Investment in associates and
joint ventures
- Airtel
-
-
-
-
-
4,092.7
-
4,092.7
- Telkomsel
-
-
-
-
-
2,431.4
-
2,431.4
- Globe
-
-
-
-
-
1,775.4
-
1,775.4
- AIS
-
-
-
-
-
989.2
-
989.2
- Intouch
-
-
-
-
-
1,807.7
-
1,807.7
- Others
18.7
-
-
9.1
-
663.9
-
691.7
18.7
-
-
9.1
-
11,760.3
-
11,788.1
Goodwill on acquisition
of subsidiaries
7,857.4
-
553.9
-
12.3
598.3
-
9,021.9
Other assets
14,158.3
4,252.1
2,149.9
885.3
163.7
4,469.2
(358.5)
25,720.0
22,034.4
4,252.1
2,703.8
894.4
176.0
16,827.8
(358.5)
46,530.0
Note:
(1)
In January 2024, the Group sold its 100% equity stake in Trustwave.
219
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Governance and Sustainability
Performance
Financials
Additional Information
219
Notes to the Financial Statements
For the financial year ended 31 March 2024
39.
SEGMENT INFORMATION (Cont'd)
A reconciliation of the total reportable segments’ EBIT to the Group’s profit before tax was as follows –
Group
2024
S$ Mil
2023
S$ Mil
EBIT
3,491.0
3,398.9
Share of exceptional items of associates and joint ventures (post-tax)
(319.7)
208.0
Share of tax expense of associates and joint ventures
(656.9)
(668.3)
Exceptional items
(1,250.3)
18.7
Profit before interest, investment income (net) and tax
1,264.1
2,957.3
Interest and investment income (net)
141.3
56.9
Finance costs
(444.2)
(415.8)
Profit before tax
961.2
2,598.4
The Group’s revenue from its major products and services are disclosed in Note 4.
The Group’s revenue is mainly derived from Singapore and Australia which respectively accounted for approximately
45% (2023: 43%) and 52% (2023: 52%) of the consolidated revenue for the financial year ended 31 March 2024, with
the remaining 3% (2023: 5%) from other countries where the Group operates in. The geographical information on the
Group’s non-current assets is not presented as it is not used for segmental reporting purposes.
The Group has a large and diversified customer base which consists of individuals and corporations. There was no
single customer that contributed 10% or more of the Group’s revenue for the financial years ended 31 March 2024 and
31 March 2023.
40.
LEASE COMMITMENTS (AS A LESSEE)
The lease commitments for short term leases (excluding contracts of one month or less) was S$14.6 million as at
31 March 2024 (31 March 2023: S$18.8 million).
41.
COMMITMENTS
41.1
The commitments for capital expenditure, spectrum and equity investments which had not been recognised in the
financial statements, excluding the commitments shown under Note 41.2 to 41.5 were as follows -
Group
Company
31 March
2024
S$ Mil
31 March
2023
S$ Mil
31 March
2024
S$ Mil
31 March
2023
S$ Mil
Authorised and contracted for (1)
3,335.4
2,665.1
454.4
228.4
Note:
(1)
Included spectrum payments of S$1.30 billion or A$1.48 billion (31 March 2023: S$1.36 billion or A$1.53 billion) for 900 MHz spectrum in Australia
and S$0.38 billion (31 March 2023: S$0.38 billion) for 700 MHz spectrum in Singapore.
220
220
Notes to the Financial Statements
For the financial year ended 31 March 2024
41.
COMMITMENTS (Cont'd)
41.2
As at 31 March 2024, the Group’s commitments for the purchase of broadcasting programme rights were S$485 million
(31 March 2023: S$605 million). The commitments included only the minimum guaranteed amounts payable under the
respective contracts and did not include amounts that may be payable based on revenue share arrangement which
cannot be reliably determined as at the end of the reporting period.
41.3
Singtel entered into an agreement to purchase electricity from Sembcorp Power Pte Ltd, an associated company of the
ultimate holding company, for a period of 10 years from 1 October 2023 to 30 September 2033. The annual contract
sum is estimated at approximately S$180 million.
41.4
GXS Bank Pte. Ltd. (“GXS”), an associate in which the Group has an equity interest of 40%, holds a digital bank licence
in Singapore and is required to have a minimum paid up capital of S$1.5 billion when it achieves full bank status within
four to six years after its launch in 2022. The Group’s share of this capital is S$600 million, of which S$29 million has
been contributed by 31 March 2024.
41.5
In October 2021, the Group subscribed to Airtel’s rights issue for approximately S$552 million. This represents the
Group’s full rights entitlement for its direct stake and additional rights share beyond entitlement. An amount of S$138
million has been paid in October 2021 while the remaining will be paid over a period of up to three years. No additional
payment was made in the current financial year.
42.
CONTINGENT LIABILITIES OF SINGTEL AND ITS SUBSIDIARIES
(a)
Guarantees
As at 31 March 2024, the Group and Company provided the following:
(i)
bankers’ and other guarantees, and insurance bonds of S$526.8 million and S$71.0 million
(31 March 2023: S$559.4 million and S$70.7 million) respectively.
(ii)
guarantees to Monetary Authority of Singapore in relation to 40% of all liabilities incurred by GXS for
deposits placed by customers (excluding other banks). This obligation only arises in the event GXS is
wound up or otherwise dissolved without satisfying these liabilities in full.
As at 31 March 2024, the Company provided the following guarantees to Singtel Group Treasury Pte. Ltd., a
wholly-owned subsidiary, in respect of the following:
(i)
notes issue of an aggregate equivalent amount of S$4.40 billion (31 March 2023: S$4.39 billion) due
between June 2025 and April 2032.
(ii)
subordinated perpetual securities issue of S$1.0 billion (31 March 2023: S$1.0 billion) due in April 2031.
(b)
In Australia, Singtel Optus Pty Limited (“Optus”) reported a cyber attack in September 2022 which accessed
certain personal information but did not impact the operation of Optus’ systems or its telecommunications
network or services. The cyber attack is the subject of several ongoing regulatory investigations and class
action proceedings. These investigations could give rise to regulatory actions, penalties, potential claims and/or
litigation and the class actions could give rise to damages. At this stage, the outcomes of these matters are not
determinable. The Group will vigorously defend these claims.
(c)
The Group is contingently liable for claims arising in the ordinary course of business and from certain tax
assessments which are being contested, the outcomes of which are not presently determinable. The Group is
vigorously defending all these claims.
221
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
221
Notes to the Financial Statements
For the financial year ended 31 March 2024
43.
SIGNIFICANT CONTINGENT LIABILITIES OF ASSOCIATES AND JOINT VENTURES
(a)
Airtel, a joint venture of the Group, has disputes with various government authorities in the respective
jurisdictions where its operations are based, as well as with third parties regarding certain transactions entered
into in the ordinary course of business.
On 8 January 2013, Department of Telecommunications (“DOT”) issued a demand on Airtel Group for Rs. 52.01
billion (S$842 million) towards levy of one time spectrum charge, which was further revised on 27 June 2018 to
Rs. 84.14 billion (S$1.36 billion), excluding related interest. In the opinion of Airtel, the above demand amounts
to alteration of the terms of the licences issued in the past. Airtel had filed a petition with the Hon’ble High Court
of Bombay, which has directed DOT not to take any coercive action until the next date of hearing. The matter is
currently pending with the Hon’ble High Court of Bombay.
On 4 July 2019, the Telecom Disputes Settlement and Appellate Tribunal in a similar matter of another unrelated
telecom service provider, passed an order providing partial relief and confirming the basis for the balance of the
one time spectrum charge. The said telecom service provider filed an appeal in the Hon’ble Supreme Court of
India which was dismissed on 16 March 2020. With the ruling, Airtel Group has assessed and provided Rs. 18.08
billion (S$293 million) of the principal demand as well as the related interest. Notwithstanding this, Airtel Group
intends to continue to pursue its legal remedies.
Other taxes, custom duties and demands under adjudication, appeal or disputes and related interest for some
disputes as at 31 March 2024 amounted to approximately Rs. 167.6 billion (S$2.71 billion). In respect of some of
the tax issues, pending final decisions, Airtel had deposited amounts with statutory authorities.
(b)
AIS, a joint venture of the Group, has various commercial disputes and significant litigations which are
pending adjudication.
National Telecom Public Company Limited (“NT”) has demanded that AIS pay the following:
(i)
additional charges for porting of subscribers from 900MHz to 2100MHz network of THB 41.1 billion
(S$1.52 billion) plus interest. In September 2023, the Central Administrative Court (“CAC”) supported
the arbitration award which was in favour of AIS. In October 2023, NT appealed to the Supreme
Administrative Court (“SAC”).
(ii)
additional revenue share of THB 62.8 billion (S$2.32 billion) arising from what NT claims to be an illegality
of two amendments made to the Concession Agreement, namely, Amendment 6 (regarding reduction in
prepaid revenue share rate) made in 2001 and Amendment 7 (regarding deduction of roaming expense
from revenue share) made in 2002, which have resulted in lower revenue share. In January 2020, AIS
received the award from the Arbitral Tribunal (“AT”) to pay THB 31.1 billion (S$1.15 billion) and 1.25%
interest per month after 30 November 2015. In April 2020, AIS filed a motion to the CAC to set aside the
award which was followed by NT’s appeal to the CAC to increase the award to THB 62.8 billion (S$2.32
billion). In July 2022, the CAC revoked the AT’s resolution and AIS is not required to pay the additional
revenue share of THB 62.8 billion (S$2.32 billion). In August 2022, NT appealed to the SAC.
(iii)
additional revenue share from disputes on roaming rates from 2013 to 2015 of THB 16.3 billion (S$601
million). In December 2023, the CAC dismissed the case and NT is eligible to appeal to the SAC.
As at 31 March 2024, other claims against AIS and its subsidiaries which are pending adjudication amounted to
THB 12.2 billion (S$453 million).
The above claims have not included potential interest and penalty.
AIS believes that the above claims will be settled in favour of AIS and will have no material impact to its
financial statements.
222
222
Notes to the Financial Statements
For the financial year ended 31 March 2024
43.
SIGNIFICANT CONTINGENT LIABILITIES OF ASSOCIATES AND JOINT VENTURES (Cont'd)
(c)
In October 2017, Intouch and its former subsidiary, Thaicom Public Company Limited (“Thaicom”), received
letters from the Ministry of Digital Economy and Society (the “Ministry”) stating that Thaicom 7 and Thaicom
8 satellites (the “Satellites”) are governed under the terms of a 1991 satellite operating agreement between
Intouch and the Ministry (“Agreement”) which entails the transfer of asset ownership, procurement of backup
satellites, payment of revenue share, and procurement of property insurance. Intouch and Thaicom have
obtained legal advice and are of the opinion that the Satellites are not covered under the Agreement but instead
under the licence from the National Broadcasting and Telecommunications Commission (“NBTC”). In September
2022, the arbitrators ruled against the Ministry and stated that Intouch is not obligated to comply with the
Ministry’s claim under this dispute. In December 2022, the Ministry appealed to the Central Administrative Court
(“CAC”).
In November 2020, Intouch and Thaicom received notices from the Ministry requesting for replacement of the
de-orbited Thaicom 5 satellite, or compensation equivalent to the value of satellite at THB 7.8 billion (S$289
million) plus fines and interest. This case is pending arbitration.
In June 2021, Intouch and Thaicom received letters from NBTC stating that Thaicom’s rights to use the orbital
slots of Thaicom 7 and Thaicom 8 satellites were up to 10 September 2021 only. Thaicom filed a complaint to the
CAC and the CAC has granted an injunction on 9 August 2021 protecting Thaicom’s rights to use these orbital
slots until the CAC issues the order. In June 2022, the Supreme Administrative Court upheld the CAC’s decision.
(d)
Globe, a joint venture of the Group, is contingently liable for various claims arising in the ordinary conduct of
business and certain tax assessments which are either pending decision by the Courts or are being contested,
the outcome of which are not presently determinable. In the opinion of Globe’s management and legal counsel,
the eventual liability under these claims, if any, will not have a material or adverse effect on Globe’s financial
position and results of operations.
In June 2016, the Philippine Competition Commission (“PCC”) claimed that the Joint Notice of Acquisition filed by
Globe, PLDT Inc. (“PLDT”) and San Miguel Corporation (“SMC”) on the acquisition of SMC’s telecommunications
business was deficient and cannot be claimed to be deemed approved. In July 2016, Globe filed a petition with
the Court of Appeals of the Philippines (“CA”) to stop the PCC from reviewing the acquisition. In October 2017,
the CA ruled in favour of Globe and PLDT, and declared the acquisition as valid and deemed approved. PCC
subsequently elevated the case to the Supreme Court to review the CA’s rulings.
(e)
As at 31 March 2024, Telkomsel, a joint venture of the Group, has filed appeals and cross-appeals amounting to
approximately IDR 374 billion (S$32 million) for various tax claims arising in certain tax assessments which are
pending final decisions, the outcome of which is not presently determinable.
223
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
223
Notes to the Financial Statements
For the financial year ended 31 March 2024
44.
SUBSEQUENT EVENT
In April 2024, Optus signed an agreement with TPG Telecom Limited to create a regional Multi-Operator Core Network
(MOCN). Optus expects to receive total service fees of approximately S$1.4 billion (A$1.6 billion) over the 11-year
term of the agreement with incremental cash flows of approximately S$789 million (A$900 million) expected over the
same period.
45.
EFFECTS OF SFRS(I) AND INT SFRS(I) ISSUED BUT NOT YET ADOPTED
Certain new or revised SFRS(I) and INT SFRS(I) are mandatory for adoption by the Group for the financial year
beginning on or after 1 April 2024. The new or revised SFRS(I) and INT SFRS(I) are not expected to have a significant
impact on the financial statements of the Group and the Company in the period of initial application.
46.
COMPANIES IN THE GROUP
The Company’s immediate and ultimate holding company is Temasek Holdings (Private) Limited, a company
incorporated in Singapore. The following were the significant subsidiaries as well as associates and joint ventures as at
31 March 2024 and 31 March 2023.
46.1
Significant subsidiaries incorporated in Singapore
Name of subsidiary
Principal activities
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
1.
Consumer Journeys Pte. Ltd.
Provision of lifestyle services to end users
100
100
2.
DataSpark Pte Ltd
To develop and market analytics and insights
products and services
100
100
3.
Nxera DCKC Pte. Ltd. (formerly
known as DCKC Pte. Ltd.)
Data centre development and operations
94.0
100
4.
Nxera DCW Pte. Ltd. (formerly
known as DCW Pte. Ltd.)
Data centre development and operations
94.0
100
5.
Group Enterprise Pte. Ltd.
Telecommunications resellers and third party
telecommunications providers
100
100
6.
NCS Communications
Engineering Pte. Ltd.
Provision of facilities management and
consultancy services, and distributor of
specialised telecommunications and data
communication products
100
100
7.
NCS Pte. Ltd.
Provision of information technology and
consultancy services
100
100
8.
NCSI Solutions Pte. Ltd.
Provision of information technology services
100
100
224
224
Notes to the Financial Statements
For the financial year ended 31 March 2024
46.
COMPANIES IN THE GROUP (Cont'd)
46.1
Significant subsidiaries incorporated in Singapore (Cont'd)
Name of subsidiary
Principal activities
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
9.
Sembawang Cable Depot Pte Ltd
Provision of storage facilities for submarine
telecommunication cables and related equipment
60
60
10.
SingCash Pte Ltd
Provision of money remittance and mobile
financial services
100
100
11.
SingNet Pte Ltd
Provision of internet access and pay television
services
100
100
12.
Singtel Digital Media Pte Ltd
Provision of digital content services and digital
marketing solutions
100
100
13.
Singtel Innov8 Ventures Pte. Ltd.
Provision of fund management services
100
100
14.
Singtel Mobile Singapore Pte. Ltd.
Operation and provision of cellular mobile
telecommunications systems and services, and
sale of telecommunications equipment
100
100
15.
SingtelSat Pte Ltd
Provision of satellite capacity for telecommunications
and video broadcasting services
100
100
16.
ST-2 Satellite Ventures Private
Limited
Provision of satellite capacity for telecommunications
and video broadcasting services
61.9
61.9
17.
Telecom Equipment Pte Ltd
Engaged in the sale and maintenance of
telecommunications equipment, and mobile
finance services
100
100
18.
Trustwave Pte. Ltd. (1)
Provision of information security services and
products
-
100
All companies are audited by KPMG LLP.
Note:
(1)
The company has been disposed during the year.
225
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
225
Notes to the Financial Statements
For the financial year ended 31 March 2024
46.
COMPANIES IN THE GROUP (Cont'd)
46.2
Significant subsidiaries incorporated in Australia
Name of subsidiary
Principal activities
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
1.
Access Testing Pty Ltd (*)
Provision of information technology services,
software and hardware products
100
100
2.
Alphawest Services Pty Ltd (1)
Provision of information technology services
100
100
3.
amaysim Mobile Pty Ltd (1)
Provision of mobile phone services
100
100
4.
Arq Group Enterprise Pty Ltd (1)
Provision of information technology, cloud and
data services
100
100
5.
Catapult BI Pty Ltd (*)
Provision of information technology services,
software and hardware products
100
100
6.
Dialog Pty Ltd
Provision of information technology services,
software and hardware products
100
100
7.
Diaxion Pty Ltd (*) (1)
Provision of information technology, cloud and
data services
100
100
8.
DSpark Pty Limited
To develop and market analytics and insights
products and services
100
100
9.
Ensyst Pty Limited (1)
Provision of cloud services
100
100
10.
Hivint Pty Limited (2)
Provision of information security services and
products
-
100
11.
Ice Media Pty Ltd (*)
Provision of information technology services,
software and hardware products
100
100
12.
Innovdev Pty Ltd (*)
Provision of information technology services,
software and hardware products
100
100
13.
NCSI (Australia) Pty Limited
Provision of information technology services
100
100
14.
Optus Administration Pty
Limited (1)
Provision of management services to the
Optus Group
100
100
15.
Optus ADSL Pty Limited (1)
Provision of carriage services
100
100
16.
Optus Billing Services Pty
Limited (1)
Provision of billing services to the
Optus Group
100
100
17.
Optus C1 Satellite Pty Limited (1)
C1 Satellite contracting party
100
100
18.
Optus Content Pty Limited (1)
Provision of digital content acquisition
100
100
19.
Optus Fixed Infrastructure
Pty Limited (1)
Provision of telecommunications services
100
100
20.
Optus Internet Pty Limited (1)
Provision of services over Hybrid Fibre Co-Axial
network and National Broadband Network
100
100
226
226
Notes to the Financial Statements
For the financial year ended 31 March 2024
46.
COMPANIES IN THE GROUP (Cont'd)
46.2
Significant subsidiaries incorporated in Australia (Cont'd)
Name of subsidiary
Principal activities
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
21.
Optus Mobile Migrations
Pty Limited (1)
Provision of mobile phone services
100
100
22.
Optus Mobile Pty Limited (1)
Provision of mobile phone services
100
100
23.
Optus Networks Pty Limited (1)
Provision of telecommunications services
100
100
24.
Optus Satellite Pty Limited (1)
Provision of satellite services
100
100
25.
Optus Smart Spaces Pty Limited (1)
Provision of smart home devices
100
100
26.
Optus Space Systems Pty
Limited (1)
Satellite owner and operator
100
100
27.
Optus Systems Pty Limited (1)
Provision of information technology services to
the Optus Group
100
100
28.
Optus Vision Media Pty
Limited (*) (3)
Provision of broadcasting related services
20
20
29.
Optus Vision Pty Limited (1)
Provision of telecommunications services
100
100
30.
Optus Wholesale Pty Limited (1)
Provision of services to wholesale customers
100
100
31.
Reef Networks Pty Ltd (1)
Operation and maintenance of fibre optic
network between Brisbane and Cairns
100
100
32.
Singapore Telecom Australia
Investments Pty Limited
Investment holding company
100
100
33.
Singtel Optus Pty Limited
Provision of telecommunications services
100
100
34.
TWH Australia Pty. Ltd. (2)
Provision of information security services and
products
-
100
35.
TW Cyber Security Pty Ltd (2)
Supply of cyber security hardware and software
services, professional consulting and managed
security services
-
100
36.
Uecomm Operations Pty Limited (1)
Provision of data communication services
100
100
37.
Vaya Communication Pty Ltd (1)
Provision of mobile phone services
100
100
38.
Vaya Pty Ltd (1)
Provision of mobile phone services
100
100
All companies are audited by KPMG, Australia, except for those companies denoted (*) or under Note (1), where no
statutory audit is required.
Notes:
(1)
These entities are relieved from the Australian Corporations Act 2001 requirements for preparation, audit and lodgement of financial reports
pursuant to ASIC Class Order 2016/785 (as amended) dated 30 March 2007.
(2)
The company has been disposed during the year.
(3)
Optus Vision Media Pty Limited is deemed to be a subsidiary by virtue of control.
227
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
227
Notes to the Financial Statements
For the financial year ended 31 March 2024
46.
COMPANIES IN THE GROUP (Cont'd)
46.3
Significant subsidiaries incorporated outside Singapore and Australia
Name of subsidiary
Principal activities
Country of
incorporation/
operation
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
1.
Lanka Communication Services
(Pvt) Limited (2)
Provision of telecommunications
services
Sri Lanka
-
82.9
2.
M86 Security International, Ltd. (2)
Provision of information security
services and products
United
Kingdom
-
100
3.
NCS (China) Co., Ltd. (3)
Provision of system integration,
software research and
development and other
information technology related
services
People’s
Republic of
China
100
100
4.
NCS Information Technology
(Suzhou) Co., Ltd. (3)
Software development and
provision of information
technology services
People’s
Republic of
China
100
100
5.
NCSI (Chengdu) Co., Ltd. (3)
Provision of information
technology research and
development, and other
information technology related
services
People’s
Republic of
China
100
100
6.
NCS (Guangzhou) Co., Ltd (3)
Provision of system integration,
software research and
development and other
information technology related
services
People’s
Republic of
China
100
-
7.
NCSI (HK) Limited
Provision of information
technology services
Hong Kong
100
100
8.
NCSI (Philippines) Inc.
Provision of information
technology and communication
engineering services
Philippines
100
100
9.
NCSI Technologies (India) Pvt. Ltd.
Provision of information
technology services
India
100
100
10.
Singapore Telecom Hong Kong
Limited
Provision of telecommunications
services and all related activities
Hong Kong
100
100
11.
Singapore Telecom Japan Co Ltd
Provision of telecommunications
services and all related activities
Japan
100
100
228
228
Notes to the Financial Statements
For the financial year ended 31 March 2024
46.
COMPANIES IN THE GROUP (Cont'd)
46.3
Significant subsidiaries incorporated outside Singapore and Australia (Cont'd)
Name of subsidiary
Principal activities
Country of
incorporation/
operation
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
12.
Singapore Telecom Korea Limited
Provision of telecommunications
services and all related activities
South Korea
100
100
13.
Singapore Telecom USA, Inc.
Provision of telecommunications,
engineering and marketing
services
USA
100
100
14.
Singtel Australia Investment Ltd.
Investment holding company
British Virgin
Islands
100
100
15.
Singtel (Europe) Limited
Provision of telecommunications
services and all related activities
United
Kingdom
100
100
16.
Singtel Global India Private Limited
Provision of telecommunications
services and all related activities
India
100
100
17.
Singtel Taiwan Limited
Provision of telecommunications
services and all related activities
Taiwan
100
100
18.
STI Solutions (Shanghai) Co., Ltd.
Provision of technology
development, technical
consultation and technical
services in the field of information
technology
People’s
Republic of
China
100
100
19.
Sudong Sdn. Bhd.
Management, provision and
operations of a call centre for
telecommunications services
Malaysia
100
100
20.
Trustwave Canada, Inc. (2)
Provision of information security
services and products
Canada
-
100
21.
Trustwave Holdings, Inc. (2)
Provision of information security
services and products
USA
-
100
22.
Trustwave Limited (2)
Provision of information security
services and products
United
Kingdom
-
100
All companies are audited by a member firm of KPMG.
Notes:
(1)
The place of business of the subsidiaries are the same as their country of incorporation.
(2)
The company has been disposed during the year.
(3)
Subsidiary’s financial year-end is 31 December.
229
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
229
Notes to the Financial Statements
For the financial year ended 31 March 2024
46.
COMPANIES IN THE GROUP (Cont'd)
46.4
Associates of the Group
Name of associate
Principal activities
Country of
incorporation/
operation
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
1.
APT Satellite Holdings Limited (2)
Investment holding
Bermuda
20.3
20.3
2.
APT Satellite International
Company Limited (2)
Investment holding
British Virgin
Islands
28.6
28.6
3.
GXS Bank Pte. Ltd.
Provision of financial services
Singapore
40.0
40.0
4.
HOPE Technik Pte Ltd
Provision of high performance
unique engineering solutions
Singapore
21.3
21.3
5.
Indara Corporation Pty Ltd
To own and operate the passive
mobile tower infrastructure assets
Australia
18.0
18.0
6.
Intouch Holdings Public
Company Limited (3)
Investment holding
Thailand
24.99
24.99
7.
NetLink NBN Trust (4)
Investment holding
Singapore
24.8
24.8
8.
NetLink Trust (4)
To own, install, operate
and maintain the passive
infrastructure for Singapore’s
Nationwide Broadband Network
Singapore
24.8
24.8
9.
Singapore Post Limited (4)
Operation and provision of postal
and parcel delivery services,
eCommerce logistics and property
Singapore
22.0
22.0
Notes:
(1)
The place of business of the associates are the same as their country of incorporation.
(2)
The company has been equity accounted for in the consolidated financial statements based on results for the year ended, or as at, 31 December 2023,
the financial year-end of the company.
(3)
Audited by KPMG Phoomchai Audit Ltd, Bangkok.
(4)
Audited by Deloitte & Touche LLP, Singapore.
230
230
Notes to the Financial Statements
For the financial year ended 31 March 2024
46.
COMPANIES IN THE GROUP (Cont'd)
46.5
Joint ventures of the Group
Name of joint venture
Principal activities
Country of
incorporation/
operation
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
1.
Acasia Communications
Sdn Bhd (3)
Provision of networking services
to business customers operating
within and outside Malaysia
Malaysia
14.3
14.3
2.
Advanced Info Service Public
Company Limited (4) (5)
Provision of mobile, broadband,
international telecommunications
services, call centre and data
transmission
Thailand
23.3
23.3
3.
ASEAN Cableship Pte Ltd
Operation of cableships for
laying, repair and maintenance
of submarine telecommunication
cables
Singapore
16.7
16.7
4.
ASEAN Telecom Holdings
Sdn Bhd (3)
Investment holding
Malaysia
14.3
14.3
5.
Asiacom Philippines, Inc. (3)
Investment holding
Philippines
40.0
40.0
6.
Bharti Airtel Limited (6)
Provision of mobile, fixed line
telecom services, national and
international long distance
connectivity, digital TV and
integrated enterprise solutions
India
28.9
29.4
7.
Bharti Telecom Limited (6)
Investment holding
India
49.4
49.4
8.
Bridge Mobile Pte. Ltd.
Provision of regional mobile
services
Singapore
32.9
33.5
9.
Globe Telecom, Inc. (7) (8)
Provision of mobile, broadband,
international and fixed line
telecommunications services
Philippines
22.3
22.3
10.
GSA Data Center Company
Limited (9)
Data centre development and
operations
Thailand
35.0
35.0
11.
Indian Ocean Cableship Pte. Ltd.
Leasing, operating and managing
of maintenance-cum-laying
cableship
Singapore
50.0
50.0
12.
International Cableship Pte Ltd
Ownership and chartering of
cableships
Singapore
45.0
45.0
231
Overview
Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
231
Notes to the Financial Statements
For the financial year ended 31 March 2024
46.
COMPANIES IN THE GROUP (Cont'd)
46.5
Joint ventures of the Group (Cont'd)
Name of joint venture
Principal activities
Country of
incorporation/
operation
Percentage of effective
equity interest held by
the Group
2024
%
2023
%
13.
Main Event Television Pty Limited
Provision of cable television
programmes
Australia
33.3
33.3
14.
Pacific Bangladesh Telecom
Limited
Provision of mobile
telecommunications, broadband
and data transmission services
Bangladesh
45.0
45.0
15.
Pacific Carriage Holdings
Limited Inc. (10) (11)
Operation and provision of
telecommunications facilities and
services utilising a network of
submarine cable systems
Delaware
32.4
32.4
16.
PT Teknologi Data Infrastruktur (12)
Data centre development and
operations
Indonesia
35.0
-
17.
PT Telekomunikasi Selular (12)
Provision of mobile
telecommunications and related
services
Indonesia
30.1
35.0
18.
Southern Cross Cables Holdings
Limited (10) (11)
Operation and provision of
telecommunications facilities and
services utilising a network of
submarine cable systems
Bermuda
32.4
32.4
19.
VA Dynamics Sdn. Bhd. (3)
Distribution of networking cables
and related products
Malaysia
49.0
49.0
Notes:
(1)
The place of business of the joint ventures are the same as their country of incorporation, unless otherwise specified.
(2)
The Group holds substantive participating rights over the significant financial and operating decisions of the above joint ventures, which enables the
Group to exercise joint control with the other shareholders.
(3)
The company has been equity accounted for in the consolidated financial statements based on the results for the year ended, or as at,
31 December 2023, the financial year-end of the company.
(4)
Audited by KPMG Phoomchai Audit Ltd, Bangkok.
(5)
This represents the Group’s direct interest in AIS.
(6)
Audited by Deloitte Haskins & Sells LLP (New Delhi), J C Bhalla & Co. Chartered Accountants and Bansal & Co., Chartered Accountants respectively.
Bharti Airtel Limited has business operations in 17 countries representing India, Sri Lanka, 14 countries in Africa, and a joint venture in Bangladesh.
(7)
Audited by Isla Lipana & Co./PwC Philippines.
(8)
The Group has a 46.7% effective economic interest in Globe.
(9)
This represents the Group’s direct interest in GSA Data Center Company Limited.
(10) The Southern Cross Cable Consortium operates through two separate companies. Southern Cross Cables Holdings Limited owns a cable network
between Australia and the USA, with operations outside the USA. Pacific Carriage Holdings Limited Inc. has operations within the USA.
(11) Audited by KPMG, Bermuda.
(12) Audited by Purwantono, Sungkoro & Surja (a member firm of Ernst & Young).
232
232
The aggregate value of all interested person transactions during the financial year ended 31 March 2024 (excluding
transactions less than S$100,000) were as follows -
Name of interested person
Nature of Relationship
Aggregate value of
all interested persons
transactions during the
financial year under
review (excluding
transactions less
than S$100,000 and
transactions conducted
under shareholders’
mandate pursuant
to Rule 920)
S$ mil
Aggregate value of
all interested person
transactions conducted
under shareholders’
mandate pursuant to
Rule 920 (excluding
transactions less than
S$100,000) (1)
S$ mil
Aetos Security Management Pte. Ltd.
Each interested
person is an associate
of Singapore
Telecommunications
Limited’s controlling
shareholder, Temasek
Holdings (Private)
Limited
1.1
-
Certis Integrated Facilities Management Pte. Ltd.
0.6
-
Ensign InfoSecurity (Systems) Pte. Ltd.
0.8
-
Ensign InfoSecurity (Smarttech) Pte. Ltd.
3.4
-
Infosys Compaz Pte. Ltd.
0.6
-
Mediacorp Pte. Ltd.
0.5
-
Nexwave Technologies Pte Ltd
0.3
-
PSA Corporation Limited
7.0
-
Sembcorp Power Pte Ltd (2)
1,871.3
-
SMM Pte. Ltd.
0.5
-
SMRT Trains Ltd.
10.2
-
ST Engineering Urban Solutions Ltd.
2.6
-
StarHub Cable Vision Ltd.
0.8
-
StarHub Ltd
6.6
-
StarHub Mobile Pte Ltd
1.9
-
Stellar Lifestyle Pte. Ltd.
1.0
-
Surbana Jurong Consultants Pte. Ltd.
0.4
-
1,909.6
-
Notes:
(1)
No shareholders’ mandate pursuant to Listing Rule 920 has been obtained.
(2)
On 25 May 2023, Singtel and its subsidiaries entered into a conditional power purchase agreement with Sembcorp Power Pte Ltd (“Sembcorp Power”),
an associate of Temasek Holdings (Private) Limited. The contract is for a period of 10 years commencing 1 October 2023. The annual contract sum is
estimated at approximately S$180 million.
The entry into the conditional power purchase agreement with Sembcorp Power has been approved by the shareholders of Singtel at Singtel’s
31st Annual General Meeting on 28 July 2023.
Interested Person Transactions
233
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Lee Theng Kiat
Mr Lee Theng Kiat, 71, is the Chairman of Temasek
International Pte. Ltd. He is also Director of Temasek
Holdings (Private) Limited and SPH Media Trust.
Theng Kiat was an Executive Director of Temasek
Holdings (Private) Limited between April 2019 and
September 2021. Before joining Temasek, Theng Kiat was
the President and Chief Executive Officer of Singapore
Technologies Telemedia Pte Ltd and STT Communications
Ltd. Prior to that, he held several senior level positions in
the Singapore Technologies Group. Theng Kiat served in
the Singapore Legal Service for over eight years before
joining the Singapore Technologies Group.
Theng Kiat holds a Bachelor of Laws (Honours) from
the National University of Singapore.
Yuen Kuan Moon
As Group CEO since 1 January 2021, Mr Yuen Kuan Moon,
57, has been instrumental in leading one of Singtel’s most
ambitious transformations to reposition the Group for
growth amid accelerated digitalisation and disruption
in the telecommunications industry. The strategic reset
he introduced at the start of his tenure has altered the
fundamental make-up of the Group – redefining it along
the lines of connectivity, digital services and digital
infrastructure. This has resulted in the integration of the
consumer and enterprise businesses in both Singapore
and Australia, the expansion of the digital services arm
NCS, and the creation of a new regional data centre
business Nxera. Under his watch, Singtel established 5G
market leadership which serves to underpin the growth of
the Group’s existing and new businesses across Singapore
and the region. Besides transforming for the benefit of
customers and shareholders, Moon also championed
people and sustainability with renewed vigour to take
care of employees and the larger community.
Prior to his appointment as Group CEO, Moon ran
Singtel’s consumer business in Singapore as CEO since
2012. He was also responsible for the Group’s digital
transformation, double hatting as the Group’s Chief Digital
Officer from 2018 to 2020.
Moon sits on the boards of Singtel and its key subsidiaries
and has been serving on the Board of Commissioners
of Telkomsel since 2009. In addition, Moon is a Board
member of Groupe Speciale Mobile Association (GSMA),
Defence Science and Technology Agency, the Singapore
Institute of Management, besides being Chairman of the
Ngee Ann Polytechnic Council.
Moon joined Singtel in 1993 after graduating from the
University of Western Australia with First-Class Honours
in Engineering. He also holds a Master of Science in
Management from Stanford University.
John Arthur
Mr John Arthur, 69, joined the board of Sydney Metro
in January 2019 and became its Chairman in July 2019.
He has been a Director of NCS Pte. Ltd. and Singtel Optus
Pty Limited, subsidiaries of Singtel since February 2022
and October 2023 respectively.
John is a lawyer by training, with experience as advisor,
executive and director across a broad range of industries.
He was a partner of the law firm Freehills, Group General
Counsel of Lendlease Corporation, Chairman of the
law firm Gilbert + Tobin, Chairman and CEO of Investa
Property Group, Group Executive Counsel & Secretariat
and then Chief Operating Officer of Westpac Banking
Corporation, before retiring in late 2016. He was a
Consultant to the Chief Executive of Westpac until late
2020. He is also a former board member of CSR Limited,
Rinker Group Limited, Allianz Australia and ME Bank.
John holds a Bachelor of Laws (Honours) from the
University of Sydney.
Gautam Banerjee
Mr Gautam Banerjee, 69, is a Senior Managing Director
of Blackstone Group and Chairman of Blackstone
Singapore Pte Ltd. Gautam spent over 30 years with
PricewaterhouseCoopers (PwC) and was a Senior
Partner and Executive Chairman of PwC Singapore
until he retired on 31 December 2012.
Gautam sits on the boards of Singapore Airlines Limited
and GIC Private Limited. He is a former Chairman
of the Listings Advisory Committee of the Singapore
Exchange and Singapore Centre of Social Enterprise Ltd
(raiSE), a former Director of The Indian Hotels Company
Limited, Piramal Enterprises Limited and EDBI Pte Ltd,
and a former member of the Singapore Legal Service
Commission, the Governing Board of Yale-NUS College
and the Defence Science and Technology Agency.
234
Further Information on
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Gautam holds a Bachelor of Science (Honours) and an
Honorary Doctor of Laws (LLD) from Warwick University.
He is a fellow member of the Institute of Chartered
Accountants in England and Wales, the Institute of
Singapore Chartered Accountants, and the Singapore
Institute of Directors.
Gail Kelly
Mrs Gail Kelly, 68, is a Board of Director of UBS Group AG.
She is also a director of the Bretton Woods Committee
and the Australian Philanthropic Services. Gail is a
member of the Group of Thirty, a Senior Advisor to
McKinsey and serves on the Australian American
Leadership Dialogue Advisory Board. Previously
she was a Director of Woolworths Holdings Limited,
Country Road Group and David Jones.
Gail’s executive banking career spanned 35 years.
She was the Group CEO and Managing Director of
two banks in Australia – St.George Bank from 2002
to 2007 and Westpac Banking Corporation from 2008
to 2015.
Gail holds a Bachelor of Arts and Higher Diploma of
Education from the University of Cape Town and an
MBA (with Distinction) from the University of the
Witwatersrand. She has been awarded three Honorary
Doctorates of Business, by the University of New South
Wales, Macquarie University and Charles Sturt University.
She has also been conferred an Honorary Doctorate of
Science in Economics by the University of Sydney.
Lim Swee Say
Mr Lim Swee Say, 69, is a Trustee and Adviser of the
National Trades Union Congress (NTUC), the Chairman
of the NTUC - Administration & Research Unit Board of
Trustees, NTUC LearningHub Pte. Ltd. and NCS Pte. Ltd.,
a subsidiary of Singtel, a Director of NTUC Enterprise
Co-operative Limited and the Deputy Chairman of
Singapore Labour Foundation. He is also a Director
of Ho Bee Land Limited, PSC Corporation Ltd.,
Tat Seng Packaging Group Ltd, TF IPC Ltd., and
Temasek Foundation Ltd.
Swee Say joined the public sector in 1976. He held
leadership positions in Singapore’s National Computer
Board and Economic Development Board. He joined the
Labour Movement in 1996 and entered politics in 1997.
He served in various ministries between 1999 and 2018.
He also served as the Secretary General of NTUC from
2007 to 2015 and Minister for Manpower from 2015 to
2018. He retired from politics as a Member of Parliament
in 2020.
Swee Say holds a First Class Honours degree in
Electronics, Computer and Systems Engineering from
Loughborough University and a Master’s degree in
Management from Stanford University.
Christina Ong
Mrs Christina Ong, 72, is Chairman and Senior Partner
of Allen & Gledhill LLP as well as Co-Head of its Financial
Services Department and the Chairperson of the
Supervisory Committee of the ABF Singapore Bond Index
Fund. She is an independent and non-executive Director
of Hongkong Land Holdings Limited, Oversea-Chinese
Banking Corporation Limited, Epimetheus Ltd, Trailblazer
Foundation Ltd and Philanthropy Asia Alliance Ltd.
Christina is a member of the Catalist Advisory Panel,
the Civil Aviation Authority of Singapore and the
Corporate Governance Advisory Committee and a
trustee of The Stephen A. Schwarzman Scholars Trust.
She also sits on the boards of companies and entities
which are owned by Allen & Gledhill LLP. She is a former
Director of the Singapore Tourism Board and
SIA Engineering Company Limited.
Christina is a lawyer and she provides corporate
and corporate regulatory and compliance advice,
particularly to listed companies. Her areas of practice
include banking and securities.
Christina holds a Bachelor of Laws (Second Upper Class
Honours) from the University of Singapore. She is a
member of the Law Society of Singapore and the
International Bar Association.
235
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Rajeev Suri
Mr Rajeev Suri, 56, is the Chairman of Digicel Group
Holding Limited and a non-executive Director of Viasat, Inc.,
a non-executive Director of Stryker Corporation,
and a board member of X0PA AI Pte. Ltd. He is also
Senior Advisor to General Catalyst.
Rajeev was the CEO of Inmarsat and Director of
Connect Bidco Limited, the holding company for Inmarsat,
before stepping down on 31 May 2023. He was the
President and CEO of Nokia for six years until July 2020.
Prior to that, he was CEO of Nokia Siemens Networks for
five years. He was previously the Chairman of the
Global Satellite Operators Association, Senior Advisor
to Warburg Pincus, Operating Advisor to Apollo Global
Management, Co-Chair of the digitalisation task force
of B20, a member of several digital and healthcare
committees of the World Economic Forum, Industrial
Advisor to Evli Growth Partners and a Commissioner of
the United Nations Broadband Commission.
Rajeev was a member of the Chinese Premier’s
Global CEO Council from 2014 to 2020. He is a
recipient of China’s Marco Polo award, the highest
honour given to an international business person
from the Chinese government.
Rajeev holds a Bachelor of Engineering (Electronics
and Communications) from Manipal Institute of Technology
and an Honorary Doctorate from Manipal University.
Tan Tze Gay
Ms Tan Tze Gay, 59, is a partner and the head of the
Equity Capital Markets practice at Allen & Gledhill LLP.
Her areas of expertise span equity and debt capital
markets and corporate regulatory and compliance.
Tze Gay is a Director of SIA Engineering Company Limited.
She has extensive experience acting for issuers and
underwriters on a wide range of innovative, high value
and complex transactions, from initial public offerings and
listings on the Singapore Exchange as well as regional
and international exchanges to global debt offerings.
She continues to advise listed corporates and business
trusts after listing on their follow-on equity offerings,
debt offerings, acquisitions and disposals and corporate
regulatory and compliance advisory matters.
Tze Gay holds a Bachelor of Laws (Honours, Second Upper),
National University of Singapore.
Teo Swee Lian
Ms Teo Swee Lian, 64, is the Chairman of CapitaLand
Integrated Commercial Trust Management Limited
(manager of CapitaLand Integrated Commercial
Trust), a Director of Clifford Capital Holdings Pte. Ltd.,
and an independent non-executive Director of HSBC
Holdings PLC. She was previously a Director of AIA Group
Ltd, Dubai Financial Services Authority and Avanda
Investment Management Pte Ltd.
Swee Lian was Special Advisor in the Managing Director’s
Office at the Monetary Authority of Singapore (MAS)
until she stepped down in early June 2015. Prior to that,
she was the Deputy Managing Director in charge of
Financial Supervision at the MAS, where she oversaw
macroeconomic surveillance, regulation and supervision
of the banking, insurance and capital markets industries.
Swee Lian holds a Bachelor of Science (First Class
Honours) in Mathematics from Imperial College, London
University and a Master of Science in Applied Statistics
from Oxford University.
Wee Siew Kim
Mr Wee Siew Kim, 63, is Director and Group Chief
Executive Officer of Nipsea Management Company
Pte. Ltd. (Nipsea Group). He is concurrently a Director
of Nippon Paint Holdings Co., Ltd. and its Representative
Executive Officer & Co-President. He is also the
Board Chairman of Jurong Port Pte Ltd, a board member
of Jurong Town Corporation and a Director of
SIA Engineering Company Limited. He is a former
Chairman of ES Group (Holdings) Limited and a former
Director of Mapletree Logistics Trust Management Ltd
and SBS Transit Ltd.
Before joining Nipsea Group, Siew Kim was the
Deputy CEO and President (Defence Business) of
Singapore Technologies Engineering Ltd.
Siew Kim holds a Bachelor of Science (First Class
Honours) in Aeronautical Engineering from the
Imperial College of Science, Technology and Medicine
and a Master of Business Administration from the
Graduate School of Business, Stanford University.
He is a Fellow of the City and Guilds Institute.
236
Further Information on
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Yong Hsin Yue
Ms Yong Hsin Yue, 52, is the Managing Director of Kuok Group
Singapore (KGSg). Prior to joining KGSg, Hsin Yue was the
General Manager of Special Projects focusing on business
development for Wilmar International Limited. Hsin Yue
started her career in investment banking where she spent
19 years working at Goldman Sachs in Singapore and in
London, and her last role was as head of the Investment
Banking Division for South East Asia.
Hsin Yue also sits on the board of 65 Equity Partners Pte. Ltd.,
and is a council member of the Singapore Business Federation.
Hsin Yue holds an MA in Politics, Philosophy and Economics
from Worcester College, Oxford, and an MBA from INSEAD.
Yong Ying-I
Ms Yong Ying-I, 60, is the Chairman of the Central Provident
Fund Board and Senior Adviser (Smart Nation & Digital
Economy – Research Innovation Enterprise) at Smart Nation
& Digital Government Office in the Prime Minister’s Office.
She is also the Chairman of SG Innovate and Cyber Youth Sg Ltd
and a Director of Nxera Investment Holdings Pte. Ltd., a
subsidiary of Singtel, and National University Hospital System
and Clifford Capital Holdings Pte. Ltd.
Ying-I was the Permanent Secretary (Communications and
Information) and Permanent Secretary (Cybersecurity)
prior to her retirement from the Singapore Public Service
on 1 April 2022. Starting her public service career in 1985,
she served in various appointments across many Ministries,
over a span of 36 years. Ying-I’s leadership positions within
the Singapore Public Service included Permanent Secretary
appointments at the Ministry of Manpower, Ministry of Health,
Ministry of Communications and Information, and in
3 departments in the Prime Minister’s Office (Public Service
Division; National Research Foundation; and Cybersecurity).
She has also chaired the Infocomm Development Authority,
Workforce Development Agency, Civil Service College and
Ministry of Health Holdings.
Ying-I holds a Master of Economics from the University of
Cambridge and a Master of Business Administration from
Harvard Graduate School of Business. She was awarded
the Public Administration Medal (Silver) in 1997 and the
Public Administration Medal (Gold) in 2005.
Notes:
(1)
The information in this section is as at 8 June 2024.
(2)
Mr Bradley Horowitz stepped down from the Singtel Board following the conclusion of the Annual General Meeting on 28 July 2023.
237
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NAME OF DIRECTOR
GAUTAM BANERJEE
Date of appointment
1 March 2018
Date of last re-appointment
(if applicable)
30 July 2021
Age
69
Country of principal residence
Singapore
The Board’s comments on this
appointment (including rationale,
selection criteria, board diversity
considerations, and the search
and nomination process)
After reviewing the recommendation of the Corporate Governance and
Nominations Committee and Mr Banerjee’s qualifications and experience
(as set out below), the Board has confirmed Mr Banerjee’s independence
and approved that Mr Banerjee stands for re-election as an independent
non-executive Director.
Mr Banerjee will, upon re-election, continue to serve as Lead Independent
Director, Chairman of the Audit Committee and the Corporate Governance and
Nominations Committee and a member of the Risk and Sustainability Committee.
Whether appointment is executive,
and if so, the area of responsibility
Non-executive
Job title (e.g. Lead ID, AC Chairman,
AC Member etc.)
Lead independent and non-executive Director
Chairman of the Audit Committee
Chairman of the Corporate Governance and Nominations Committee
Member of the Risk and Sustainability Committee
Professional qualifications
Bachelor of Science (Honours) and Honorary Doctor of Laws (LLD)
from Warwick University
Fellow Member of the Institute of Chartered Accountants in England and Wales
Fellow Member of the Institute of Singapore Chartered Accountants
Fellow Member of the Singapore Institute of Directors
Working experience and
occupation(s) during
the past 10 years
Blackstone Singapore Pte Ltd
2013 to present – Senior Managing Director and Chairman
Shareholding interest in the
listed issuer and its subsidiaries
No
Any relationship (including immediate
family relationships) with any existing
director, existing executive officer, the
issuer and/or substantial shareholder
of the listed issuer or of any of its
principal subsidiaries
No
Additional Information on
Directors Seeking Re-election
238
NAME OF DIRECTOR
GAUTAM BANERJEE
Conflict of interests (including any
competing business)
Note: Under the Board’s Code of
Business Conduct and Ethics, Directors
must avoid situations in which their
own personal or business interests
directly or indirectly conflict, or appear
to conflict, with the interests of Singtel.
The Code of Business Conduct and
Ethics provides that where a Director
has a conflict of interest, or it appears
that he might have a conflict of
interest, in relation to any matter, he
should immediately declare his interest
at a meeting of the Directors or send
a written notice to the Company
containing details of his interest and
the conflict, and recuse himself from
participating in any discussion and
decision on the matter. Where relevant,
the Directors have complied with
the provisions of the Code of
Business Conduct and Ethics, and
such compliance has been duly
recorded in the minutes of meeting
No
Undertaking (in the format set out in
Appendix 7.7) under Rule 720(1) has
been submitted to the listed issuer
Yes
Other Principal Commitments* Including Directorships
* “Principal Commitments” has the same meaning as defined in the Code of Corporate Governance 2018.
Past (for the last 5 years)
Other principal commitments:
• BTO LT Hold Pty Ltd, Director
• Defence Science and Technology Agency, Board Member
• EDBI Pte Ltd, Director
• Piramal Enterprises Limited, Director
• Singapore Centre For Social Enterprise Ltd., Chairman
• Singapore Exchange, Chairman of the Listings Advisory Committee
• Singapore Legal Service Commission, Member
• The Indian Hotels Company Limited, Director
• Yale-NUS College, Member of the Governing Board
Present
Other listed company:
• Singapore Airlines Limited, Board Member
Other principal commitments:
• Blackstone Advisors India Private Limited, Director
• Blackstone Treasury Asia Pte Limited, Director
• GIC Private Limited, Board Member
• MAS Financial Centre Advisory Panel, Member
• National University of Singapore, Pro-Chancellor
• Singapore Indian Development Association, Term Trustee, Board of Trustees
Additional Information on
Directors Seeking Re-election
239
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NAME OF DIRECTOR
LIM SWEE SAY
Date of appointment
1 June 2021
Date of last re-appointment
(if applicable)
30 July 2021
Age
69
Country of principal residence
Singapore
The Board’s comments on this
appointment (including rationale,
selection criteria, board diversity
considerations, and the search
and nomination process)
After reviewing the recommendation of the Corporate Governance and
Nominations Committee and Mr Lim’s qualifications and experience (as set out
below), the Board has confirmed Mr Lim’s independence and approved that
Mr Lim stands for re-election as an independent non-executive Director.
Mr Lim Swee Say will, upon re-election, continue to serve as the Chairman of
the Technology and Resilience Committee and a member of the Finance and
Investment Committee.
Whether appointment is executive,
and if so, the area of responsibility
Non-executive
Job title (e.g. Lead ID, AC Chairman,
AC Member etc.)
Independent non-executive Director
Chairman of the Technology and Resilience Committee
Member of the Finance and Investment Committee
Professional qualifications
First Class Honours degree in Electronics, Computer and Systems Engineering
from Loughborough University
Master’s degree in Management from Stanford University
Working experience and
occupation(s) during
the past 10 years
National Trades Union Congress (NTUC)
2021 to present – Adviser
2018 to present – Trustee
2007 to 2015 – Secretary-General
NTUC-Administration & Research Unit Board of Trustees
2018 to present – Chairman
NTUC Enterprise Co-operative Ltd
2021 to present – Adviser
2022 to present – Director
NTUC LearningHub Pte. Ltd.
2022 to present – Chairman
Singapore Labour Foundation
2019 to present – Deputy Chairman
Parliament
1997 to 2020 – Member of Parliament
Ministry of Manpower
2015 to 2018 – Minister
Prime Minister’s Office
2007 to 2015 - Minister
Shareholding interest in the
listed issuer and its subsidiaries
Yes
1,490 ordinary shares in Singapore Telecommunications Limited
(Direct interest)
Additional Information on
Directors Seeking Re-election
240
NAME OF DIRECTOR
LIM SWEE SAY
Any relationship (including immediate
family relationships) with any existing
director, existing executive officer, the
issuer and/or substantial shareholder
of the listed issuer or of any of its
principal subsidiaries
No
Conflict of interests (including any
competing business)
Note: Under the Board’s Code of
Business Conduct and Ethics, Directors
must avoid situations in which their
own personal or business interests
directly or indirectly conflict, or appear
to conflict, with the interests of Singtel.
The Code of Business Conduct and
Ethics provides that where a Director
has a conflict of interest, or it appears
that he might have a conflict of
interest, in relation to any matter, he
should immediately declare his interest
at a meeting of the Directors or send
a written notice to the Company
containing details of his interest and
the conflict, and recuse himself from
participating in any discussion and
decision on the matter. Where relevant,
the Directors have complied with
the provisions of the Code of
Business Conduct and Ethics, and
such compliance has been duly
recorded in the minutes of meeting
No
Undertaking (in the format set out in
Appendix 7.7) under Rule 720(1) has
been submitted to the listed issuer
Yes
Other Principal Commitments* Including Directorships
* “Principal Commitments” has the same meaning as defined in the Code of Corporate Governance 2018.
Past (for the last 5 years)
Other principal commitment:
• Parliament, Member of Parliament
Present
Other listed companies:
• Ho Bee Land Limited, Director
• Tat Seng Packaging Group Ltd, Director
• PSC Corporation Ltd., Director
Other principal commitments:
• Nanyang Technological University, Nanyang Centre of Public Administration,
Adjunct Professor
• NCS Pte. Ltd., Chairman
• Ong Teng Cheong Institute, Governor
• Temasek Foundation Ltd., Director
• TF IPC Ltd., Director
Additional Information on
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241
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NAME OF DIRECTOR
RAJEEV SURI
Date of appointment
1 January 2021
Date of last re-appointment
(if applicable)
30 July 2021
Age
56
Country of principal residence
United Kingdom
The Board’s comments on this
appointment (including rationale,
selection criteria, board diversity
considerations, and the search
and nomination process)
After reviewing the recommendation of the Corporate Governance and
Nominations Committee and Mr Suri’s qualifications and experience (as set
out below), the Board has confirmed Mr Suri’s independence and approved
that Mr Suri stands for re-election as an independent non-executive Director.
Mr Suri will, upon re-election, continue to serve as a member of the
Executive Resource and Compensation Committee and the Technology
and Resilience Committee.
Whether appointment is executive, and
if so, the area of responsibility
Non-executive
Job title (e.g. Lead ID, AC Chairman, AC
Member etc.)
Independent non-executive Director
Member of the Executive Resource and Compensation Committee
Member of the Technology and Resilience Committee
Professional qualifications
Bachelor of Engineering (Electronics and Communications) from
Manipal Institute of Technology
Honorary Doctorate from Manipal University
Working experience and
occupation(s) during
the past 10 years
Inmarsat Group Holdings Limited
2021 to 2023 – Chief Executive Officer
Nokia Corporation
2020 to 2021 – Advisor to the Board of Directors
2014 to 2020 – President and Chief Executive Officer
Nokia Solutions and Networks
2009 to 2014 – Chief Executive Officer
Shareholding interest in the
listed issuer and its subsidiaries
No
Any relationship (including immediate
family relationships) with any existing
director, existing executive officer, the
issuer and/or substantial shareholder
of the listed issuer or of any of its
principal subsidiaries
No
Additional Information on
Directors Seeking Re-election
242
Additional Information on
Directors Seeking Re-election
NAME OF DIRECTOR
RAJEEV SURI
Conflict of interests (including any
competing business)
Note: Under the Board’s Code of
Business Conduct and Ethics, Directors
must avoid situations in which their
own personal or business interests
directly or indirectly conflict, or appear
to conflict, with the interests of Singtel.
The Code of Business Conduct and
Ethics provides that where a Director
has a conflict of interest, or it appears
that he might have a conflict of
interest, in relation to any matter, he
should immediately declare his interest
at a meeting of the Directors or send
a written notice to the Company
containing details of his interest and
the conflict, and recuse himself from
participating in any discussion and
decision on the matter. Where relevant,
the Directors have complied with
the provisions of the Code of
Business Conduct and Ethics, and
such compliance has been duly
recorded in the minutes of meeting
No
Undertaking (in the format set out in
Appendix 7.7) under Rule 720(1) has
been submitted to the listed issuer
Yes
Other Principal Commitments* Including Directorships
* “Principal Commitments” has the same meaning as defined in the Code of Corporate Governance 2018.
Past (for the last 5 years)
Other listed company:
• Apollo Global Management, Inc., Operating Advisor
Other principal commitments:
• Aalto University’s School of Business, International Advisory Board Member
• B20, Co-Chair of the digitalisation task force
• Connect Bidco Limited, Director
• Evli Growth Partners Oy, Industrial Advisor
• Global Satellite Operators Association, Chairman
• United Nations Broadband Commission, Commissioner
• Warburg Pincus International LLC, Senior Advisor Technology
• World Economic Forum, member of several digital and healthcare committees
Present
Other listed companies:
• Stryker Corporation, Director
• Viasat, Inc., Director
Other principal commitments:
• Digicel Group Holding Limited, Chairman
• Warburg Pincus International LLC, Senior Adviser
• X0PA AI Pte. Ltd., Director
243
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Additional Information
Additional Information on
Directors Seeking Re-election
NAME OF DIRECTOR
WEE SIEW KIM
Date of appointment
1 October 2020
Date of last re-appointment
(if applicable)
30 July 2021
Age
63
Country of principal residence
Singapore
The Board’s comments on this
appointment (including rationale,
selection criteria, board diversity
considerations, and the search
and nomination process)
After reviewing the recommendation of the Corporate Governance and
Nominations Committee and Mr Wee’s qualifications and experience (as set out
below), the Board has confirmed Mr Wee’s independence and approved that
Mr Wee stands for re-election as an independent non-executive Director.
Mr Wee will, upon re-election, continue to serve as a member of the Finance and
Investment Committee.
Whether appointment is executive,
and if so, the area of responsibility
Non-executive
Job title (e.g. Lead ID, AC Chairman,
AC Member etc.)
Independent non-executive Director
Member of the Finance and Investment Committee
Professional qualifications
Bachelor of Science (First Class Honours) in Aeronautical Engineering from the
Imperial College of Science, Technology and Medicine
Master of Business Administration from the Graduate School of Business,
Stanford University
Fellow of the City and Guilds Institute
Working experience and
occupation(s) during
the past 10 years
Nippon Paint Holdings Co., Ltd.
2022 to present – Director
2021 to present – Representative Executive Officer and Co-President 2020
to 2021 – Deputy President and Executive Corporate Officer
Nipsea Management Company Pte. Ltd.
2021 to present – Director
2009 to present – Group Chief Executive Officer
Mr Wee currently also serves as a Director of various entities including those
which are owned by Nippon Paint Holdings Co., Ltd. Please refer
to his present directorships/principal commitments provided below
for further information.
Shareholding interest in the
listed issuer and its subsidiaries
Yes
533,438 ordinary shares in Singapore Telecommunications Limited
(Direct interest)
190 ordinary shares in Singapore Telecommunications Limited
(Deemed interest)
244
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Directors Seeking Re-election
NAME OF DIRECTOR
WEE SIEW KIM
Any relationship (including immediate
family relationships) with any existing
director, existing executive officer, the
issuer and/or substantial shareholder
of the listed issuer or of any of its
principal subsidiaries
No
Conflict of interests (including any
competing business)
Note: Under the Board’s Code of
Business Conduct and Ethics, Directors
must avoid situations in which their
own personal or business interests
directly or indirectly conflict, or appear
to conflict, with the interests of Singtel.
The Code of Business Conduct and
Ethics provides that where a Director
has a conflict of interest, or it appears
that he might have a conflict of
interest, in relation to any matter, he
should immediately declare his interest
at a meeting of the Directors or send
a written notice to the Company
containing details of his interest and
the conflict, and recuse himself from
participating in any discussion and
decision on the matter. Where relevant,
the Directors have complied with
the provisions of the Code of
Business Conduct and Ethics, and
such compliance has been duly
recorded in the minutes of meeting
No
Undertaking (in the format set out in
Appendix 7.7) under Rule 720(1) has
been submitted to the listed issuer
Yes
Other Principal Commitments* Including Directorships
* “Principal Commitments” has the same meaning as defined in the Code of Corporate Governance 2018.
Past (for the last 5 years)
Other listed company:
• Mapletree Logistics Trust Management Ltd, Director
Other principal commitments:
• Betek Boya Ve Kimya San.A.S., Director
• Nippon Paint (Europe) Ltd, Director
• Nippon Paint (India) Pte Ltd, Director
• Nippon Paint And Surface Chemicals Pvt. Ltd, Director
245
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Financials
Additional Information
Additional Information on
Directors Seeking Re-election
NAME OF DIRECTOR
WEE SIEW KIM
Present
Other listed company:
• SIA Engineering Company Limited, Director
Other principal commitments:
• BK & NP Automotive Coatings (Shanghai) Co Ltd, Director
• DuluxGroup Limited, Director
• Guangdong Nippon Paint Changrunfa Technical Materials Co., Ltd, Director
• Guangzhou Nippon Paint Co Ltd, Director
• HSJ Pte Ltd, Director
• Jurong Port Pte Ltd, Chairman
• Jurong Town Corporation, Statutory Board Member
• Langfang Nippon Paint Co Ltd, Director
• Nippon Paint (Chengdu) Co Ltd, Director
• Nippon Paint (China) Co Ltd, Director
• Nippon Paint (H.K.) Co Ltd Taiwan Branch, Director
• Nippon Paint (Henan) Co., Ltd., Director
• Nippon Paint (HK) Co Ltd, Director
• Nippon Paint (HuBei) Co., Ltd., Director
• Nippon Paint (Kunming) Co., Ltd, Director
• Nippon Paint (Malaysia) Sendirian Berhad, Director
• Nippon Paint (Pakistan) Limited, Director
• Nippon Paint (Qingyuan) Co., Ltd., Director
• Nippon Paint (Shenyang) Co., Ltd, Director
• Nippon Paint (Singapore) Company Private Limited, Director
• Nippon Paint (Thailand) Company Ltd, Director
• Nippon Paint (Tianjin) Co Ltd, Director
• Nippon Paint (Vietnam) Company Ltd, Director
• Nippon Paint (Zhengzhou) Co., Ltd., Director
• Nippon Paint Bangladesh Pte Ltd, Director
• Nippon Paint Building Solutions (Shanghai) Co., Ltd., Director
• Nippon Paint China Holdings Co Ltd., Director
• Nippon Paint Coatings (Taiwan) Co., Ltd, Director
• Nippon Paint Decorative Coatings (Thailand) Co Ltd, Director
• Nippon Paint Energy Saving and Environmental Protection Technology
(Shanghai) Co., Ltd., Director
• Nippon Paint Holdings SG Pte. Ltd., Director
• Nippon Paint Industrial Coatings (Shanghai) Co., Ltd., Director
• Nippon Paint Lanka (Private) Ltd, Director
• Nippon Paint Malaysia (S) Pte Ltd, Director
• Nippon Paint New Materials (Nanjing) Co., Ltd, Director
• Nippon Paint New Materials (Tianjin) Co., Ltd., Director
• Nippon Paint Suzhou New Materials Technology Co., Ltd, Director
• Nippon Paint Vietnam (Hanoi) Pte Ltd, Director
• Nippon Paint Vinh Phuc Co., Ltd, Director
• Nipsea Chemical Korea, Director
• Nipsea Technologies Pte Ltd, Director
• NP Auto Refinishes Co Ltd, Director
• Paint Marketing Company (M) Sdn Bhd, Director
• Shanghai Nippon Paint Lomon New Materials Technology Co., Ltd., Director
• Vital Technical Sdn Bhd, Director
• Zhenfucai Materials Technology (Chengdu) Co., Ltd, Director
246
Additional Information on
Directors Seeking Re-election
NAME OF DIRECTOR
YUEN KUAN MOON
Date of appointment
1 January 2021 (as Director and Group Chief Executive Officer)
Date of last re-appointment
(if applicable)
30 July 2021
Age
57
Country of principal residence
Singapore
The Board’s comments on this
appointment (including rationale,
selection criteria, board diversity
considerations, and the search
and nomination process)
After reviewing the recommendation of the Corporate Governance and
Nominations Committee and Mr Yuen’s qualifications and experience (as set
out below), the Board has approved that Mr Yuen stands for re-election as a
non-independent and executive Director.
Mr Yuen will, upon re-election, continue to serve as the Group Chief Executive
Officer and a member of the Technology and Resilience Committee.
Whether appointment is executive,
and if so, the area of responsibility
Executive; Group Chief Executive Officer
Job title (e.g. Lead ID, AC Chairman,
AC Member etc.)
Group Chief Executive Officer
Non-independent and executive Director
Member of the Technology and Resilience Committee
Professional qualifications
First-Class Honours degree in Engineering from the University of Western Australia
Master of Science in Management from Stanford University
Working experience and
occupation(s) during
the past 10 years
Singapore Telecommunications Limited
2021 to present – Group Chief Executive Officer
October 2020 to December 2020 – Group Chief Executive Officer (designate)
2018 to 2020 – Group Chief Digital Officer
2012 to 2020 – Chief Executive Officer, Consumer Singapore
2010 to 2012 – Executive Vice President, Digital Consumer
Mr Yuen currently also serves as a Director/Member of various entities
including those which are owned by Singapore Telecommunications Limited.
Please refer to his present directorships/principal commitments provided below
for further information.
Shareholding interest in the
listed issuer and its subsidiaries
Yes
2,732,470 ordinary shares in Singapore Telecommunications Limited
(Direct interest)
5,102,976 ordinary shares in Singapore Telecommunications Limited
(Deemed interest)
247
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Financials
Additional Information
Additional Information on
Directors Seeking Re-election
NAME OF DIRECTOR
YUEN KUAN MOON
Any relationship (including immediate
family relationships) with any existing
director, existing executive officer, the
issuer and/or substantial shareholder
of the listed issuer or of any of its
principal subsidiaries
No
Conflict of interests (including any
competing business)
Note: Under the Board’s Code of
Business Conduct and Ethics, Directors
must avoid situations in which their
own personal or business interests
directly or indirectly conflict, or appear
to conflict, with the interests of Singtel.
The Code of Business Conduct and
Ethics provides that where a Director
has a conflict of interest, or it appears
that he might have a conflict of
interest, in relation to any matter, he
should immediately declare his interest
at a meeting of the Directors or send
a written notice to the Company
containing details of his interest and
the conflict, and recuse himself from
participating in any discussion and
decision on the matter. Where relevant,
the Directors have complied with
the provisions of the Code of
Business Conduct and Ethics, and
such compliance has been duly
recorded in the minutes of meeting
No
Undertaking (in the format set out in
Appendix 7.7) under Rule 720(1) has
been submitted to the listed issuer
Yes
248
Additional Information on
Directors Seeking Re-election
NAME OF DIRECTOR
YUEN KUAN MOON
Other Principal Commitments* Including Directorships
* “Principal Commitments” has the same meaning as defined in the Code of Corporate Governance 2018.
Past (for the last 5 years)
Other principal commitments:
• Consumer Journeys Pte. Ltd., Director
• Lifelong Learning Endowment Fund Advisory Council, Member
• Monetary Authority of Singapore, Payments Council, Member
• Singapore Institute of Management Society, Governing Council Member
• SingCash Pte. Ltd., Director
• SingNet Pte Ltd, Director
• Singtel Digital Media Pte. Ltd., Director
• Singtel Mobile Singapore Pte. Ltd., Director
• Singtel Singapore Pte. Ltd., Director
• SkillsFuture Singapore, Board Member
• Sudong Sdn. Bhd., Director
• Telecom Equipment Pte Ltd, Director
Present
Other principal commitments:
• Defence Science and Technology Agency, Board Member
• Groupe Speciale Mobile Association (GSMA), Board Member
• Ministry of Communications and Information, Digital Readiness Council, Member
• NCS Pte. Ltd., Director
• Ngee Ann Polytechnic Council, Member and Council Chairman
• Nxera Investment Holdings Pte. Ltd., Director
• PT Telekomunikasi Selular, Board of Commissioner
• Singapore Institute of Management Group Limited, Director
• Singapore Telecom International Pte Ltd, Director
• Singapore Telecom Mobile Pte Ltd, Director and Chief Executive Officer
• Singtel ATN Pte. Ltd., Director
• Singtel Group Treasury Pte. Ltd., Director
• Singtel Innov8 Holdings Pte. Ltd., Director
• Singtel Innov8 Pte. Ltd., Director
• Singtel Nex Pte. Ltd., Director
• Singtel Optus Pty Limited, Director
249
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Additional Information
NAME OF DIRECTOR
GAUTAM BANERJEE
LIM SWEE SAY
Information required under items (a) to (k) of Appendix 7.4.1 of the SGX-ST Listing Manual
(a)
Whether at any time during the
last 10 years, an application or
a petition under any bankruptcy
law of any jurisdiction was
filed against him or against a
partnership of which he was a
partner at the time when he was
a partner or at any time within
2 years from the date he ceased
to be a partner?
No
No
(b)
Whether at any time during the
last 10 years, an application or
a petition under any law of any
jurisdiction was filed against an
entity (not being a partnership)
of which he was a director or
an equivalent person or a key
executive, at the time when he
was a director or an equivalent
person or a key executive of that
entity or at any time within 2
years from the date he ceased
to be a director or an equivalent
person or a key executive of
that entity, for the winding up or
dissolution of that entity or, where
that entity is the trustee of a
business trust, that business trust,
on the ground of insolvency?
No
No
(c)
Whether there is any unsatisfied
judgment against him?
No
No
(d)
Whether he has ever been
convicted of any offence, in
Singapore or elsewhere, involving
fraud or dishonesty which is
punishable with imprisonment,
or has been the subject of
any criminal proceedings
(including any pending criminal
proceedings of which he is
aware) for such purpose?
No
No
Additional Information on
Directors Seeking Re-election
250
RAJEEV SURI
WEE SIEW KIM
YUEN KUAN MOON
No
No
No
No
No
No
No
No
No
Yes
In December 2019, Mr Rajeev Suri was
named in court proceedings in Kenya by
Tecnoservices Limited (Technoservices),
which brought an application to
commence civil proceedings in Kenya
against Nokia Corporation, Nokia
Solutions and Networks Oy, Mr Rajeev
Suri and a partner of Nokia's law firm
Roschier Attorneys Ltd in relation to an
underlying arbitration handled by
the law firm that gave rise to claims.
Mr Suri was only named in the
application because he happened to
be Nokia Corporation's Chief Executive
Officer at the time the application was
filed. The dispute has been resolved and
is in the process of being withdrawn.
No
No
Additional Information on
Directors Seeking Re-election
251
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Governance and Sustainability
Performance
Financials
Additional Information
NAME OF DIRECTOR
GAUTAM BANERJEE
LIM SWEE SAY
(e)
Whether he has ever been
convicted of any offence, in
Singapore or elsewhere, involving
a breach of any law or regulatory
requirement that relates to the
securities or futures industry in
Singapore or elsewhere, or has
been the subject of any criminal
proceedings (including any
pending criminal proceedings
of which he is aware) for
such breach?
No
No
(f)
Whether at any time during
the last 10 years, judgment
has been entered against
him in any civil proceedings
in Singapore or elsewhere
involving a breach of any law
or regulatory requirement
that relates to the securities or
futures industry in Singapore or
elsewhere, or a finding of fraud,
misrepresentation or dishonesty
on his part, or he has been the
subject of any civil proceedings
(including any pending civil
proceedings of which he is
aware) involving an allegation
of fraud, misrepresentation or
dishonesty on his part?
No
No
(g)
Whether he has ever been
convicted in Singapore or
elsewhere of any offence in
connection with the formation
or management of any entity
or business trust?
No
No
(h)
Whether he has ever been
disqualified from acting as
a director or an equivalent
person of any entity (including
the trustee of a business trust),
or from taking part directly or
indirectly in the management
of any entity or business trust?
No
No
(i)
Whether he has ever been the
subject of any order, judgment
or ruling of any court, tribunal or
governmental body, permanently
or temporarily enjoining him
from engaging in any type of
business practice or activity?
No
No
Additional Information on
Directors Seeking Re-election
252
RAJEEV SURI
WEE SIEW KIM
YUEN KUAN MOON
No
No
No
Yes
A litigation was filed on 19 April 2019
against Nokia Corporation and certain
executives, including Mr Rajeev Suri, in
the United States District Court for the
Southern District of New York relating
to allegations of false and misleading
statements and omissions concerning
Nokia's progress of integration of
Alcatel-Lucent S.A. and its readiness
for the transition to fifth generation
wireless technology. In 2021, the court
granted Nokia's and named executives'
(incl. Mr Suri) motion to dismiss the
entire case and, as no appeal was
filed, the decision was final.
No
No
No
No
No
No
No
No
No
No
No
Additional Information on
Directors Seeking Re-election
253
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Governance and Sustainability
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Financials
Additional Information
NAME OF DIRECTOR
GAUTAM BANERJEE
LIM SWEE SAY
(j)
Whether he has ever, to his
knowledge, been concerned
with the management or
conduct, in Singapore or
elsewhere, of the affairs of:–
(i)
any corporation which
has been investigated for
a breach of any law or
regulatory requirement
governing corporations in
Singapore or elsewhere; or
No
No
(ii)
any entity (not being a
corporation) which has
been investigated for a
breach for any law or
regulatory requirement
governing such entities in
Singapore or elsewhere; or
No
No
(iii)
any business trust which
has been investigated for
a breach of any law or
regulatory requirement
governing business trusts
in Singapore or elsewhere;
or
No
No
(iv)
any entity or business
trust which has been
investigated for a breach
of any law or regulatory
requirement that relates
to the securities or futures
industry in Singapore or
elsewhere,
No
No
in connection with any matter
occurring or arising during
that period when he was so
concerned with the entity or
business trust?
(k)
Whether he has been the
subject of any current or past
investigation or disciplinary
proceedings, or has been
reprimanded or issued any
warning, by the Monetary
Authority of Singapore or any
other regulatory authority,
exchange, professional body
or government agency, whether
in Singapore or elsewhere?
No
No
Note:
The information in this section is as at 8 June 2024.
Additional Information on
Directors Seeking Re-election
254
RAJEEV SURI
WEE SIEW KIM
YUEN KUAN MOON
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
Additional Information on
Directors Seeking Re-election
255
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Additional Information
Further Information on
Group Management Committee
Yuen Kuan Moon
As Group CEO since 1 January 2021, Mr Yuen Kuan Moon,
57, has been instrumental in leading one of Singtel’s most
ambitious transformations to reposition the Group for
growth amid accelerated digitalisation and disruption
in the telecommunications industry. The strategic reset
he introduced at the start of his tenure has altered the
fundamental make-up of the Group – redefining it along
the lines of connectivity, digital services and digital
infrastructure. This has resulted in the integration of the
consumer and enterprise businesses in both Singapore and
Australia, the expansion of the digital services arm NCS,
and the creation of a new regional data centre business
Nxera. Under his watch, Singtel established 5G market
leadership which serves to underpin the growth of the
Group’s existing and new businesses across Singapore and
the region. Besides transforming for the benefit of customers
and shareholders, Moon also championed people and
sustainability with renewed vigour to take care of employees
and the larger community.
Prior to his appointment as Group CEO, Moon ran Singtel’s
consumer business in Singapore as CEO since 2012. He was
also responsible for the Group’s digital transformation, double
hatting as the Group’s Chief Digital Officer from 2018 to 2020.
Moon sits on the boards of Singtel and its key subsidiaries and
has been serving on the Board of Commissioners of Telkomsel
since 2009. In addition, Moon is a Board member of Groupe
Speciale Mobile Association (GSMA), Defence Science and
Technology Agency, the Singapore Institute of Management,
besides being Chairman of the Ngee Ann Polytechnic Council.
Moon joined Singtel in 1993 after graduating from the
University of Western Australia with First-Class Honours
in Engineering. He also holds a Master of Science in
Management from Stanford University.
Bill Chang
Mr Bill Chang, 57, was appointed CEO of Singtel’s Digital
InfraCo unit, on 1 June 2023. He is also the CEO and Executive
Director of Singtel’s Nxera regional data centre business.
Prior to that, Bill was CEO, Group Enterprise since 16 July
2012. Bill joined Singtel in November 2005 as Executive Vice
President of Corporate Business and subsequently became
Managing Director, Business Group.
Bill is the Chairman of the Singapore Institute of Technology’s
Board of Trustees and a board member of the Urban
Redevelopment Authority of Singapore. He was also a
member of the Australian Institute of Company Directors’
International Advisory Technology Governance and
Innovations Panel. He co-chaired the Future Jobs and Skills
Sub-committee of the Committee on the Future Economy of
Singapore from 2016 to 2017.
For his contributions to Singapore, Bill was awarded the
Public Service Star in 2017 and the Public Service Medal in
2007. He also received the Singapore Computer Society’s IT
Leader of the Year award in 2017 and the honorary Fellow of
the Society in 2014.
Bill graduated with a Bachelor of Engineering (Honours) in
Electrical and Computer Systems Engineering from Monash
University, Australia and attended the Harvard Business
School’s Advanced Management Program.
Jorge Fernandes
Mr Jorge Fernandes, 52, was appointed Group Chief
Technology Officer on 1 June 2023. He leads the Group’s
technology strategy and transformation of its networks and
businesses across Singapore and Australia.
Jorge has more than 26 years of experience in the tech
industry. He started his career as an engineer working in
South Africa, before joining Cisco. Most recently, Jorge served
as Chief Technology Information Officer at Rogers, Canada’s
largest wireless company, where he led the deployment
of Canada’s first and largest 5G network. He also oversaw
Rogers’ IT and digital strategy. Prior to joining Rogers, Jorge
had a 15-year career at Vodafone, with his last role there as
Chief Technology Officer at Vodafone UK.
Jorge served on the University of Waterloo Stratford School
Advisory Board and was active on several boards and
organisations including the Toronto Metropolitan University’s
Cybersecure Catalyst, AMDOCS and Salesforce Customer
Advisory Boards. He was also the Chair of the Board of
CTIL, a tower company joint venture between Vodafone
and Telefonica (O2).
Jorge holds a Licentiate degree in Economics and Business
Management from Autonomous University of Lisbon and
he completed the Católica Lisbon/ Kellogg School of
Management Advanced Management Program.
256
Further Information on
Group Management Committee
Arthur Lang
Mr Arthur Lang, 52, was appointed Group Chief Financial
Officer on 1 April 2021. He is responsible for Singtel Group’s
finance-related functions, including value creation, capital
management and capital partnerships. He also oversees
the management of the Group’s regional associates and its
portfolio of strategic telecom investments. Additionally, he
spearheads Singtel’s efforts in GXS, the regional digital
bank joint venture with Grab.
Arthur joined Singtel in January 2017 as CEO, International.
Before joining Singtel, he was Group CFO of CapitaLand,
where he also ran CapitaLand’s real estate investment
management business. He was awarded the Best CFO
(Large Cap) at the 2015 Singapore Corporate Awards.
Prior to CapitaLand, Arthur was at Morgan Stanley where
he was Co-head of the Southeast Asia investment banking
division and Chief Operating Officer of the Asia Pacific
investment banking division.
Arthur was named Chairman of the National Kidney
Foundation in November 2020. He is also a board member
of Bharti Airtel, Intouch Holdings, AIS, GXS Bank, the Straits
Times School Pocket Money Fund and Singapore Tourism
Board. In 2018, Arthur was awarded the Public Service
Medal for his contributions.
Arthur has an MBA from the Harvard Business School and a
BA in Economics (magna cum laude) from Harvard University.
Lim Cheng Cheng
Ms Lim Cheng Cheng, 52, was appointed Group Chief
Corporate Officer on 1 April 2021. She is responsible for
the Group’s corporate functions including corporate
transformation and shared services, group property, group
legal, group strategic investments, group procurement, and
group risk management and Innov8, Singtel’s corporate
venture capital fund.
Cheng Cheng joined Singtel in 2012 as Vice President, Group
Strategic Investment and was appointed Deputy Group Chief
Finance Officer in October 2014 and Group Chief Financial
Officer in April 2015. She was the winner of the Best CFO (Big
Cap) title at the 2018 Singapore Corporate Awards.
Before joining Singtel, Cheng Cheng was Executive Vice
President and Chief Financial Officer at SMRT Corporation.
She also worked at Singapore Power for 10 years in various
corporate planning, investments and finance roles, the
last being Head and Vice President (Financial Planning
and Analysis).
Cheng Cheng is a non-executive, non-independent director at
SingPost. She has also been appointed as a Board member of
the Civil Service College with effect from 1 October 2023.
Cheng Cheng holds an MBA from the University of Chicago
Booth School of Business and a Bachelor of Accountancy from
the Nanyang Technological University. She is a Chartered
Accountant (Singapore) of the Institute of Singapore
Chartered Accountants.
Ng Kuo Pin
Mr Ng Kuo Pin, 54, was named CEO of NCS in August 2019.
In January 2021, he was appointed to Singtel’s Management
Committee. Together with his team, he leads NCS in
executing its new vision, one that is committed to advancing
communities by partnering with governments and enterprises
to harness technology and bringing people together to make
the extraordinary happen. As a leading technology services
firm, NCS aims to accelerate growth and build up a strategic
presence in the Asia Pacific region.
Prior to joining NCS, he had a 25-year career at Accenture
and spent nine years living and working in Beijing and Sydney.
He started as an analyst in 1994 and was made partner
in 2006. Between 2006 and 2018, he held several senior
leadership roles within the global Communications, Media
and Technology (CMT) operating group as Head of CMT
Singapore, Head of CMT Greater China, and finally as Head
of Consulting for CMT Asia Pacific, Africa and the Middle East.
Kuo Pin is a board member at the National University of
Singapore Institute of Systems Science (NUS-ISS). He was
elected as Globe Telecom’s non-executive director in October
2021 and serves as Member of the Globe Board Executive
and Finance Committees. He is also a council member of the
Singapore-Guangdong Collaboration Council.
Kuo Pin holds an Honours Degree in Engineering (Electrical
and Electronics) from the Nanyang Technological University.
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Additional Information
Ng Tian Chong
Mr Ng Tian Chong, 59, was appointed CEO of Singtel Singapore
on 1 June 2023 to lead the consolidation of the consumer and
enterprise businesses in Singapore into a singular operating
company to drive growth, synergies and productivity at the
country level. In this role, he oversees the delivery of Singtel’s
integrated suite of mobile, broadband and TV services as well
as network solutions for both consumers and enterprises.
Prior to joining Singtel, Tian Chong spent more than 30 years
at HP, where he held key positions in sales, finance, product
management, service and support as well as marketing,
across regional and country portfolios. He played a key role
building HP to become a best-in-class player in the region
and left the company as Senior Vice President and Managing
Director of Greater Asia, with responsibility for all its go-to-
market strategies and overall financial performance.
Tian Chong is a non-executive director and board member
at Dyson. He also served National Service in the Singapore
Army in various Command and Staff roles, rising to the rank
of Colonel after 32 years of service.
Tian Chong holds a Bachelor of Science in International
Business from Menlo College in California and a Masters
in Business Administration from Haas School of Business,
University of California at Berkeley.
Aileen Tan
Ms Aileen Tan, 57, is Singtel's Group Chief People and
Sustainability Officer responsible for the Group’s overall
people and sustainability agenda. She has over 30 years
of experience in various leadership roles spanning multiple
industries and geographies.
Aileen joined Singtel in 2008 as Group Director, Human
Resources and in 2009, she was tasked to set up and lead
the Group’s Corporate Social Responsibility function, which
has evolved into the present-day Group Sustainability
function. In her current role, she focuses on developing
a purpose-led organisation, championing sustainability,
creating an inspiring culture, and making the Singtel Group
a place for amazing people to deliver impact. Under her
leadership, Singtel has won numerous global and regional
accolades for its leading people and sustainability practices.
She is a member of the Institute for Human Resource
Professionals Board, Singapore University of Social Sciences
Board of Trustees, Globe Telecom Board, Health Sciences
Authority Board, NTUC-U Care Fund Board of Trustees,
Ministry of Finance’s VITAL’s Advisory Panel, Ministry
of Manpower’s Workplace Safety & Health Council in
Singapore and Singapore’s APEC Business Advisory
Council alternative member.
Aileen holds a Bachelor of Arts from the National University
of Singapore and a Master of Science in Organisational
Behaviour from the California School of Professional
Psychology, Alliant International University, USA. She
is a pioneer IHRP Master Professional, for being a role
model for the HR profession. Aileen received the Medal
of Commendation (Gold) at the NTUC May Day Awards
2022 and the Public Service Medal in 2018 for her
significant contributions to Singapore’s workforce and
human resources sector. In 2024, Aileen was recognised in
Sustainability Magazine’s Top 100 Women in Sustainability
globally and ranked among the Top 10 Sustainability
Leaders in Asia.
William Woo
Mr William Woo, 60, was appointed Group Chief
Information Officer on 1 August 2017. He also assumed the
role of Group Chief Digital Officer on 1 January 2021.
William joined Singtel in May 2011 and held several
leadership roles including Managing Director of Enterprise
Data and Managed Services and Managing Director of
Cyber Security at Group Enterprise.
Prior to joining Singtel, William was Managing Director for
the Southeast Asia region for Xchanging. He was also with
EDS for 20 years and was in various senior management
roles including Managing Director of Southeast Asia
& India and Vice President, Global Service Delivery of
Asia, responsible for leading the Information Technology
Outsourcing, Business Process Outsourcing and Applications
service delivery across the Asia region. He started his career
with the National Computer Board.
William graduated with a Bachelor of Applied Science in
Computing (Distinction) from the Queensland University
of Technology, Australia, and holds an Executive MBA from
the National University of Singapore.
Further Information on
Group Management Committee
258
Anna Yip
Ms Anna Yip, 54, was appointed Deputy CEO, Singtel
Singapore on 1 June 2023. In addition, Anna also assumed
the new role of CEO, Business Development on 1 June 2023.
Prior to this, Anna was CEO, Consumer Singapore since
1 April 2021. She joined Singtel as Deputy CEO, Consumer
Singapore on 7 December 2020.
Before joining Singtel, Anna was CEO and Executive
Director of Smartone Telecommunications, driving its
operations in Hong Kong and Macau since 2016. Under her
leadership, Smartone was named Best Mobile Carrier by
the Communication Association of Hong Kong in 2019. Prior
to Smartone, Anna headed up Mastercard’s operations in
Hong Kong and Macau. She was previously a partner with
McKinsey & Company in Greater China where she led both
the Financial Institutional Group and payments practice.
Anna was appointed to the Board of Commissioners of
Telkomsel on 1 June 2021. She also sits on the Board of
Advisors of Singapore Management University’s Institute
of Service Excellence and is an independent non-executive
director of BUPA (Asia) Limited, as well as a Council member
of the Singapore Cancer Society.
Anna holds a Doctor of Philosophy and Master of Philosophy
in Management Studies from Oxford University and a First
Class Honours degree in Business Administration from the
Chinese University of Hong Kong.
Further Information on
Group Management Committee
259
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Business Reviews
Governance and Sustainability
Performance
Financials
Additional Information
Singtel Singapore
APAC Insider Southeast Asia Business Awards 2023
• Best Telecommunications Group – Asia
Asian Experience Awards 2023
• Singapore Digital Experience of the Year for MSTA
Asian Telecom Awards 2023
• B2B Client Initiative of the Year (Singapore) – Singtel 5G
• Digital Initiative of the Year (Singapore) – Singtel CUB
Asia-Pacific Stevie Awards 2023
• Innovation in Technology (Digital Transformation):
Singtel Paragon (Gold)
Business GOVirtual Awards 2023
• Excellence Award: Tech Company of the Year:
Cloud & Edge Computing – Singtel Paragon
Frost & Sullivan Best Practices Awards 2023
• Asia-Pacific 5G Platform Enabling Technology
Leadership Award
• Asia-Pacific 5G Enterprise Technology Innovation
Leadership Award
• Asia-Pacific 5G Enterprise Company of the
Year Award
• Singapore Cybersecurity Services Company
of the Year Award
HWZ Tech Awards Reader’s Choice 2023
• Best Telco Service Provider (Singapore)
Opensignal 5G Global Mobile Network Experience
Awards 2023
• Global and National Winner for 5G Coverage Experience
World Communication Awards (WCA) 2023, Amsterdam
• The 5G Award Singtel 5G Network Slicing
Commercialisation, powered by Ericsson
Digital InfraCo
Asian Telecom Awards 2023
• B2B Client Initiative of the Year (Singapore) –
Singtel Paragon
Asia-Pacific Stevie® Awards 2023
• Innovation in Digital Transformation (Telecommunications)
Gold Stevie® Winner – Singtel Paragon
BUSINESS GOVirtual Awards 2023 (HK)
• Tech Company of the Year (Excellence Award) –
Singtel Paragon
Carrier Community Global Awards 2023
• GCCM Recognition Award: Green Data Center Initiative
Frost and Sullivan Best Practices Awards
• 2023 Asia-Pacific 5G Platform Enabling Technology
Leadership Award – Singtel Paragon
STL Top 100 Edge Computing Companies 2024
• Singtel Paragon
NCS
IDC MarketScape: Asia/Pacific Cloud Professional Services
2023-2024 Vendor Assessment (1)
• A Leader
Optus
ACOMM Awards 2023
• Innovation – Large Company
• Contribution to Society
Australian Sports Commission Media Award 2023
• Optus Sport for Best Coverage of a Sporting Event
Key Awards and Accolades
BUSINESS EXCELLENCE
Note:
(1) IDC, ‘IDC MarketScape: Asia/Pacific Cloud Professional Services 2023-2024 Vendor Assessment’, doc #AP50426623, November 2023
260
Opensignal Awards 2023
• Australia’s Fastest 5G Network for Download Speeds
• Best overall Video Experience, Games Experience and
Voice App Experience
The Australian Business Awards 2023
• ABA100® Winner for Customer Service Excellence
Regional Associates
Airtel
Asiamoney Asia’s Outstanding Companies Poll 2023
• Most Outstanding Company in India
Golden Peacock Awards 2023
• Golden Peacock Award for Sustainability:
Telecommunication
WOW Awards Asia 2023
• Innovation in Augmented Reality: Gold
Airtel Africa
Corporate and Financial Awards 2023
• Best Printed Annual Report: Bronze
AIS
Asian Telecom Awards 2023
• Broadband Telecom Company of the Year
FutureNet Asia 2023
• The APAC Operator Award
Ookla Speedtest Awards 2023
• Fastest Mobile Network and Best Mobile Coverage
Stock Exchange of Thailand Awards 2023
• Outstanding Investor Relations
• Sustainability Excellence
Globe
ASEAN Corporate Governance Scorecard Golden Arrow
Awards by the Institute of Corporate Directors
• Five Golden Arrow Award
Asian Telecom Awards 2023
• Technical Training Initiative of the Year
Asia-Pacific Stevie® Awards 2023
• Gold – Innovation in Customer Service Management,
Planning and Practice in the Telecommunications
Industries Category
• Gold – Innovation in Business-to-Business
Products and Services
Environmental Finance Sustainable Company Awards 2023
• Energy Efficiency Initiative of the Year in APAC
• Net Zero Progression of the Year in APAC
• Sustainability Reporting of the Year in APAC
• Large Enterprise of the Year in APAC
Stevie® Winner for Great Employers 2023
• Gold – Employer of the Year (Telecommunications)
• Gold – Chief Human Resources Officer (CHRO) of the Year
• Gold – Innovative Use of HR Technology During
the Pandemic
• Winner – Special Award: Grand Stevie
3rd Annual Sustainable Development Goals (SDG) Awards
• SDG Award for Planet
Telkomsel
CNBC Indonesia Awards
• Most Innovative Convergence Service in Telco Industry
SWA Indonesia Best Brand Award 2023
• Indonesia Best Brand Award (Fixed Broadband) – Platinum
SWA Indonesia Most Reputable Companies
• Indonesia Most Reputable Companies 2023
(Telecommunications) – Excellence
Total Telecom World Communications Award 2023
• Best Digital Transformation Programme
Key Awards and Accolades
261
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Performance
Financials
Additional Information
Singtel
2023 Steward Leadership 25
2023 Sustainability Impact Awards
• Impact Enterprise of the Year Award (Large Enterprise)
Brandon Hall Group HCM Excellence Awards
• Best Diversity, Equity and Inclusion Strategy: Bronze
CDP Leadership Score 2023
• Climate Change: A
• Supplier Engagement Rating: A
Community Chest Awards 2023
• Charity Platinum Award
• Volunteer Partner Award
Corporate Knight Global 100 Most Sustainable
Corporations 2024
• Ranked 62
EcoVadis Sustainability Rating 2024: Gold (Top 5%)
HPB Singapore HEALTH Awards 2023
• Organisational Champion: Excellence
HR Excellence Awards 2023
• Excellence in Diversity, Equity and Inclusion: Gold
Kincentric Most Engaged Workplace (Singapore)
Leading Employer 2023 – Exclusively Awarded to the
World’s Top 1%
LinkedIn Best Companies to Work For
• Ranked Top 6th in Singapore
MSCI 2023
• ESG Rating: AA
Tripartite Alliance Awards for 2023
• Fair and Progressive Employment Practices Award
• Work-Life Excellence Award
Universum 2023
• Top 50 Most Attractive Employers (Singapore)
NCS
GradSingapore 2023
• Top 100 Leading Graduate Employers
Universum 2023
• Top 50 Most Attractive Employers (Singapore)
Optus
Internal Talent Award
• Excellence in Candidate Experience
HireVue Customer Excellence Awards
• 2023 Experience Star Award
Prosple Australia Top 100 Graduate Employers: Top 10
Key Awards and Accolades
SUSTAINABILITY AND CORPORATE CITIZENSHIP
262
Shareholder Information
As at 3 June 2024
ORDINARY SHARES
Number of ordinary shareholders
333,454
Voting rights:
On a show of hands – every member present in person and each proxy shall have one vote
On a poll – every member present in person or by proxy shall have one vote for every share he holds or represents
(The Company cannot exercise any voting rights in respect of shares held by it as treasury shares or subsidiary holdings (1))
Note:
(1)
“Subsidiary holdings” is defined in the Listing Manual to mean shares referred to in Sections 21(4), 21(4B), 21(6A) and 21(6C) of the Companies Act 1967.
SUBSTANTIAL SHAREHOLDERS
No. of shares (1)
Direct interest
Deemed interest
Temasek Holdings (Private) Limited
8,304,071,181
277,171,369 (2)
Notes:
(1)
As shown in the Company’s Register of Substantial Shareholders.
(2)
Deemed through interests of subsidiaries and associated companies.
MAJOR SHAREHOLDERS LIST – TOP 20
No.
Name
No. of
shares held
% of issued
share capital (1)
1
TEMASEK HOLDINGS (PRIVATE) LIMITED
8,304,071,181
50.29
2
CITIBANK NOMINEES SINGAPORE PTE LTD
1,854,632,502
11.23
3
DBSN SERVICES PTE. LTD.
1,299,556,877
7.87
4
RAFFLES NOMINEES (PTE.) LIMITED
1,023,087,717
6.20
5
HSBC (SINGAPORE) NOMINEES PTE LTD
794,662,170
4.81
6
CENTRAL PROVIDENT FUND BOARD
758,365,333
4.59
7
DBS NOMINEES (PRIVATE) LIMITED
477,775,377 (2)
2.89
8
ATRIUM INVESTMENTS PTE LTD
184,900,210
1.12
9
BPSS NOMINEES SINGAPORE (PTE.) LTD.
100,498,300
0.61
10
UNITED OVERSEAS BANK NOMINEES (PRIVATE) LIMITED
86,984,665
0.53
11
OCBC NOMINEES SINGAPORE PRIVATE LIMITED
48,103,879
0.29
12
MERRILL LYNCH (SINGAPORE) PTE. LTD.
36,618,911
0.22
13
PHILLIP SECURITIES PTE LTD
32,175,044
0.19
14
DB NOMINEES (SINGAPORE) PTE LTD
29,210,346
0.18
15
OCBC SECURITIES PRIVATE LIMITED
21,259,218
0.13
16
SOCIETE GENERALE, SINGAPORE BRANCH
20,768,016
0.13
17
MORGAN STANLEY ASIA (SINGAPORE) SECURITIES PTE LTD
20,067,755
0.12
18
BNP PARIBAS NOMINEES SINGAPORE PTE. LTD.
19,493,269
0.12
19
UOB KAY HIAN PRIVATE LIMITED
16,142,346
0.10
20
CGS INTERNATIONAL SECURITIES SINGAPORE PTE. LTD.
16,125,765
0.10
15,144,498,881
91.72
Notes:
(1)
The percentage of issued ordinary shares is calculated based on the number of issued ordinary shares of the Company as at 3 June 2024, excluding 1,661,284
ordinary shares held as treasury shares as at that date.
(2) Excludes 1,661,284 ordinary shares held by DBS Nominees (Private) Limited as treasury shares for the account of the Company.
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Shareholder Information
As at 3 June 2024
ANALYSIS OF SHAREHOLDERS
Range of holdings
No. of
shares
% of
holders
No. of
shares
% of issued
share capital
1 – 99
5,277
1.58
225,910
0.00
100 – 1,000
228,183
68.43
59,665,518
0.36
1,001 – 10,000
78,008
23.39
289,275,914
1.75
10,001 – 1,000,000
21,902
6.57
854,417,700
5.18
1,000,001 and above
84
0.03
15,311,049,713
92.71
333,454
100.00
16,514,634,755
100.00
Note:
As at 3 June 2024, the Company had 1,661,284 treasury shares and no subsidiary holdings. Based on information available to the Company as at 3 June 2024,
approximately 48% of the issued ordinary shares of the Company is held by the public and, therefore, Rule 723 of the Listing Manual issued by the Singapore
Exchange Securities Trading Limited is complied with. The percentage of issued ordinary shares held by the public is calculated based on the number of issued
ordinary shares of the Company as at 3 June 2024, excluding 1,661,284 ordinary shares held as treasury shares as at that date. The percentage of such treasury
shares against the total number of issued ordinary shares (excluding ordinary shares held as treasury shares) is 0.01%.
SHARE PURCHASE MANDATE
At the 31st Annual General Meeting of the Company held on 28 July 2023 (2023 AGM), the shareholders approved the renewal
of a mandate to enable the Company to purchase or otherwise acquire not more than 5% of the issued ordinary share capital
of the Company as at the date of the 2023 AGM. As at 3 June 2024, there is no current on-market buy-back of shares pursuant
to the mandate.
264
Corporate Information
(1)
Board of Directors
Lee Theng Kiat (Chairman)
Yuen Kuan Moon (Group CEO)
John Arthur
Gautam Banerjee
Gail Kelly
Lim Swee Say
Christina Ong
Rajeev Suri
Tan Tze Gay
Teo Swee Lian
Wee Siew Kim
Yong Hsin Yue
Yong Ying-I
Lead Independent Director
Gautam Banerjee
Email: gautam@singtel.com
Audit Committee
Gautam Banerjee (Chairman)
Gail Kelly
Tan Tze Gay
Corporate Governance and
Nominations Committee
Gautam Banerjee (Chairman)
Lee Theng Kiat
Gail Kelly
Christina Ong
Teo Swee Lian
Executive Resource and
Compensation Committee
Gail Kelly (Chairman)
Lee Theng Kiat
Rajeev Suri
Tan Tze Gay
Teo Swee Lian
Finance and Investment
Committee
Lee Theng Kiat (Chairman)
Lim Swee Say
Wee Siew Kim
Yong Hsin Yue
Risk and Sustainability
Committee
Teo Swee Lian (Chairman)
John Arthur
Gautam Banerjee
Christina Ong
Yong Ying-I
Technology and Resilience
Committee
Lim Swee Say (Chairman)
Yuen Kuan Moon
John Arthur
Rajeev Suri
Teo Swee Lian
Assistant Company
Secretary
Lim Li Ching
Registered Office
10 Eunos Road 8
#07-31 Singapore Post Centre
Singapore 408600
Tel: +65 6838 3388
Website: www.singtel.com
Share Registrar
Boardroom Corporate & Advisory
Services Pte Ltd
1 Harbourfront Avenue
#14-07 Keppel Bay Tower
Singapore 098632
Tel: +65 6536 5355
Fax: +65 6438 8710
Email: srs.teamc@boardroomlimited.com
Website: www.boardroomlimited.com
Singtel American
Depositary Receipts
Citibank Shareholder Services
PO Box 43077
Providence, Rhode Island 02940-3077
USA
Tel: 1 877 248 4237 (Toll free within USA)
Tel: +1 781 575 4555 (Outside USA)
Email: citibank@shareholders-online.com
Website: www.citi.com/dr
Auditors
KPMG LLP
(appointed on 24 July 2018)
12 Marina View
#15-01
Asia Square Tower 2
Singapore 018961
Tel: +65 6213 3388
Fax: +65 6225 0984
Audit Partner: Malcolm Ramsay
Investor Relations
10 Eunos Road 8
#07-31 Singapore Post Centre
Singapore 408600
Email: investor@singtel.com
Note:
(1)
The information in this section is as at 8 June 2024.
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Additional Information
Contact Points
SINGAPORE
Singtel (Headquarters)
Singapore Post Centre
#07-31, Eunos Road 8
Singapore 408600
Tel: +65 6838 3388
Website: www.singtel.com
NCS Pte Ltd
5 Ang Mo Kio Street 62
NCS Hub, Singapore 569141
Republic of Singapore
Tel: +65 6556 8000
Fax: +65 6556 7000
Email: reachus@ncs.com.sg
AUSTRALIA
Singtel Optus Pty Limited
Sydney (Head Office)
Optus Centre Sydney
1 Lyonpark Road, Macquarie Park
NSW 2113, Australia
Tel: +61 2 8082 7800
Fax: +61 2 8082 7100
Website: www.optus.com.au
Adelaide
Optus Centre Adelaide
Level 9, 108 North Terrace
Adelaide, SA 5000, Australia
Tel: +61 8 7328 5114
Fax: +61 1800 500 261
Brisbane
Optus Centre Brisbane
Level 9, 15 Green Square Close
Fortitude Valley, QLD 4006
Australia
Tel: +61 7 3304 7000
Fax: +61 7 3174 7087
Canberra
Optus Centre Canberra
Level 3, 10 Moore Street
Canberra, ACT 2601, Australia
Tel: +61 2 6222 3800
Fax: +61 2 6222 3838
Melbourne
Optus Centre Melbourne
727 Collins Street
Melbourne, VIC 3000, Australia
Tel: +61 3 9033 3500
Fax: +61 3 9233 4900
Perth
Optus Centre Perth
Level 3, 2 Victoria Avenue
Perth, WA 6000, Australia
Tel: +61 8 9288 3000
Fax: +61 8 9288 3030
CHINA
Beijing
Unit 1503, Beijing Silver Tower
No 2 Dongsanhuanbei Road
Chaoyong District
Beijing 100027
People's Republic of China
Tel: +86 10 6410 6193 / 4 / 5
Fax: +86 10 6410 6196
Email: singtel-beij@singtel.com
Guangzhou
Unit 32, Level 12, BCC, No.21,
Zhujiang West Road
Zhujiang New Town, Tianhe District
Guangzhou, 510627
People’s Republic of China
Tel: +86 20 2289 9232
Fax: +86 20 3882 5545
Shanghai
Room 905, Floor 9,
No.2 Building of Real Power,
Innovation Centre
No.51 Zhengxue Road,
Yangpu District
Shanghai, 200433
People’s Republic of China
Tel: +86 21 3362 0388
Email: singtel-sha@singtel.com
Shenzhen
Unit 8513, Level 85,
Ping An Finance Center
No. 5033, Yitian Road, Futian District
Shenzhen, 518033
People’s Republic of China
Email: singtel-sha@singtel.com
EUROPE
Germany
Business Centre Mannheim Q7 GmbH,
Q7, 24
D-68161 Mannheim
Germany
Tel: +49 (0)621 8455 324
Email: europe@singtel.com
United Kingdom
Spaces
Suite 233
35 New Broad Street
London EC2M lNH
United Kingdom
Email: europe@singtel.com
HONG KONG SAR
Quarry Bay
21/F, 1063 King's Rood
Quarry Bay
Hong Kong SAR
Tel: +852 2877 1500
Fax: +852 2802 1500
266
Contact Points
INDIA
Bangalore
Suite no. 304
DBS Business Centre
26 Cunningham Road
Bangalore 560052
India
Tel: +91 80 2226 7272
Email: singtel-ind@singtel.com
Chennai
20/30, Paras Plaza
3rd Floor, Cathedral Garden Road
Nungambakkam
Chennai 600 034
India
Tel: +91 44 4264 9410
Email: singtel-ind@singtel.com
Mumbai
301-303, 3rd Floor, Midas, Sahar
Plaza Complex
Mathuradas Vasanji Road
Andheri East
Mumbai 400059
India
Email: singtel-ind@singtel.com
New Delhi
13th Floor, B Wing
Statesman House
148 Barakhamba Road
New Delhi 110001
India
Tel: +91 11 43621199
Email: singtel-ind@singtel.com
JAPAN
Tokyo
22F East Tower, Gate City Ohsaki
1-11-2 Osaki
Shinagawa Tokyo 141-0032
Japan
Tel: +81-3-4332-4500
Fax: +81-3-4332-4501
KOREA
Seoul
06164, Room 3501, Trade Tower
511 Yeongdong-daero,
Gangnam-gu
Seoul, Korea
Tel: +82 2 3453 7530
Fax: +82 2 3453 7560
Email: singtel-kor@singtel.com
MALAYSIA
Kuala Lumpur
Level 27 Penthouse
Centerpoint North
Mid Valley City
Lingkaran Syed Putra
59200 Kuala Lumpur, Malaysia
Phone: +603-2280 6945
PHILIPPINES
Manila
Unit 7F, The Curve
32nd Street Corner, 3rd Avenue
Bonifacio Global City
Taguig City
Philippines
Tel: +63 2 7793 1400
Email: singtel-phil@singtel.com
USA
San Francisco
303 Twin Dolphin Drive
Suite 600, Redwood City
CA 94065, USA
Tel: +1 650 508 6800
Fax: +1 650 508 1578
Email: singtel-usa@singtel.com
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Singapore Telecommunications Limited
(CRN: 199201624D)
10 Eunos Road 8
#07-31 Singapore Post Centre
Singapore 408600
www.singtel.com
Copyright © 2024