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go_long Senior	23-Mar-2021 09:57        go_long About Contact  Quote this Post!
x 0   x 0  Alert Admin	Short volume picking up again. Friday 3.37 million shares, Monday 6.22 million shares :(.
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look@bright Elite	23-Mar-2021 08:57        look@bright About Contact  Quote this Post!
x 0   x 0  Alert Admin	next dividend is Aug i think ffff152100ffff      ( Date: 23-Mar-2021 08:56) Posted: Must wait until Digital Bank operating and at the meantime collect Dividend money 💰 to spend first..
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ffff152100ffff Master	23-Mar-2021 08:56        ffff152100ffff About Contact  Quote this Post!
x 0   x 0  Alert Admin	Must wait until Digital Bank operating and at the meantime collect Dividend money 💰 to spend first..
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WiseInvestor Elite	23-Mar-2021 00:03        WiseInvestor About Contact  Quote this Post!   Yells: "Forex Biz Opportunity for traders!"
x 0   x 0  Alert Admin	Refering to analyst' s buy recommendation dated in Jan 2021, currently the market is undervaluing Singtel as it is ascribing almost zero value to Singtel' s core business. Further, monetisation of its assets (Optus Tower, IPO of Amobee and Trustwave) could unlock the value for the shareholders at additional 40 cents per share as estimated. Possibility of spinning off of NCS listing on China or Hk stock exchange is still not ruled out. This is still very attractive risk-reward just like Capitaland has realized its true value. Singtel CEO is expecting to announce its strategy after its strategic review in April  2021 or later before the final year result will be out in May 2021.
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SgTrader17 Elite	22-Mar-2021 23:19        SgTrader17 About Contact  Quote this Post!
x 0   x 0  Alert Admin	Not sure if Singtel will also go into a strategic review as ppl mentioned. But, the other one that has the same move as Capitaland, going into "asset light" restructuring and strategic review is Temasek partial owned Keppel OM. The pending organic or inorganic restructuring is still in review, if course. But Capitaland was a step ahead with the announcement today and definitely caught many shortists by surprise. DYODD. Entropy72      ( Date: 22-Mar-2021 12:26) Posted: Yes, I am also hoping for Singtel board to follow the heed of Capitaland board. The Capitaland restructuring might send a strong signal to shortists to think thrice about shorting Singtel further.  Afterall, both Capitaland and Singtel are Temasek owned - who knows when Singtel will also halt trading to announce good news :) Anyway, last week Singtel short volume has indeed come down.  Turns out retailer investors are the net sellers, instead of the institutions.  Hope the short volume will dwindle further this week. WiseInvestor      ( Date: 22-Mar-2021 12:15) Posted: Singtel is believed to be in restructuring process like spinning off of its subsidiaries, etc to unlock shareholders' value. May give a great surprise like Capitaland did just no
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boringguy Member	22-Mar-2021 23:09        boringguy About Contact  Quote this Post!
x 0   x 0  Alert Admin	yup.. dividend is well know to all who want to invest into Singtel.. but actual value in term of share price, this already been question many years. hopefully, he able to transform the operation, business and SHARE PRICE hahaha   WiseInvestor      ( Date: 22-Mar-2021 23:01) Posted: Since the dividend play is no longer viewed by investors, there is nothing than a strong hint of unlocking the value for shareholders. Spinning off of its subsidiaries, etc is a possible way to make great money worth more than 40 cents per share. (Refer to IG's comments). Even great surprise will pop up. boringguy      ( Date: 22-Mar-2021 22:35) Posted: Yes, depend what message you get from below statement. if based on current trade price, singtel price totally under value due to on hand already have 5g and digital banking haven' t include other country revenue and business and subs business. That it why those who already invest in just  treat it as FD and earn dividend. But do not enjoy the actual share value price... Hopefully coming soon his strategy to unlock the true value of Singtel and reward back to loyatly shareholder.
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WiseInvestor Elite	22-Mar-2021 23:01        WiseInvestor About Contact  Quote this Post!   Yells: "Forex Biz Opportunity for traders!"
x 0   x 0  Alert Admin	Since the dividend play is no longer viewed by investors, there is nothing than a strong hint of unlocking the value for shareholders. Spinning off of its subsidiaries, etc is a possible way to make great money worth more than 40 cents per share. (Refer to IG's comments). Even great surprise will pop up. boringguy      ( Date: 22-Mar-2021 22:35) Posted: Yes, depend what message you get from below statement. if based on current trade price, singtel price totally under value due to on hand already have 5g and digital banking haven' t include other country revenue and business and subs business. That it why those who already invest in just  treat it as FD and earn dividend. But do not enjoy the actual share value price... Hopefully coming soon his strategy to unlock the true value of Singtel and reward back to loyatly shareholder.   Entropy72      ( Date: 22-Mar-2021 15:35) Posted: "Mr Yuen expects to unveil his strategy close to the full-year results due out in May. Among other things, shareholders may need to stop seeing the firm as a dividend play when that is announced, analysts believe." This statement might freak out investors who hold Singtel for steady dividends.
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Entropy72 Master	22-Mar-2021 23:00        Entropy72 About Contact  Quote this Post!
x 0   x 0  Alert Admin	Hope Moon doesn't think that being appointed as GCEO is already the victory. Once appointed, ride tiger difficult to come down. Either perform well and get public recognition (eg DBS Gupta) or get ridiculed the rest of your life (eg NOL/SPH Ng YC). Silo1234      ( Date: 22-Mar-2021 22:43) Posted: --- Post Removed by User ---
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pasttime Supreme	22-Mar-2021 22:42        pasttime About Contact  Quote this Post!   Yells: "gold silver are real money. not others iou."
x 0   x 0  Alert Admin	last time singpost also want to transform from post man to ecommerce. but pne director never declared his ownership also no follow up. and then singpost belly up with the transformation losing pants. hope sing and tel will be mroe careful not to try start some thing extreme. if they buy from exisiting market success like baba will be ok. but if try to be another baba then got to see what is their plan.  well just wait for his show on the soft box.
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boringguy Member	22-Mar-2021 22:35        boringguy About Contact  Quote this Post!
x 0   x 0  Alert Admin	Yes, depend what message you get from below statement. if based on current trade price, singtel price totally under value due to on hand already have 5g and digital banking haven' t include other country revenue and business and subs business. That it why those who already invest in just  treat it as FD and earn dividend. But do not enjoy the actual share value price... Hopefully coming soon his strategy to unlock the true value of Singtel and reward back to loyatly shareholder.   Entropy72      ( Date: 22-Mar-2021 15:35) Posted: "Mr Yuen expects to unveil his strategy close to the full-year results due out in May. Among other things, shareholders may need to stop seeing the firm as a dividend play when that is announced, analysts believe." This statement might freak out investors who hold Singtel for steady dividends. Hieguy      ( Date: 22-Mar-2021 12:36) Posted: Thanks for sharing !!! Buy buy buy
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Entropy72 Master	22-Mar-2021 22:29        Entropy72 About Contact  Quote this Post!
x 0   x 0  Alert Admin	Haha, indeed. Silo1234      ( Date: 22-Mar-2021 22:17) Posted: --- Post Removed by User ---
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WiseInvestor Elite	22-Mar-2021 20:13        WiseInvestor About Contact  Quote this Post!   Yells: "Forex Biz Opportunity for traders!"
x 0   x 0  Alert Admin	After strategic review, Mr Yuen will announce it in April or later before the result will be out in May 2021. Is it about unlocking shareholders' value in view of subdued stock price? Hedge funds are currently holding 87M short positions (shares) Entropy72      ( Date: 22-Mar-2021 15:35) Posted: "Mr Yuen expects to unveil his strategy close to the full-year results due out in May. Among other things, shareholders may need to stop seeing the firm as a dividend play when that is announced, analysts believe." This statement might freak out investors who hold Singtel for steady dividends. Hieguy      ( Date: 22-Mar-2021 12:36) Posted: Thanks for sharing !!! Buy buy buy
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Entropy72 Master	22-Mar-2021 15:35        Entropy72 About Contact  Quote this Post!
x 0   x 0  Alert Admin	"Mr Yuen expects to unveil his strategy close to the full-year results due out in May. Among other things, shareholders may need to stop seeing the firm as a dividend play when that is announced, analysts believe." This statement might freak out investors who hold Singtel for steady dividends. Hieguy      ( Date: 22-Mar-2021 12:36) Posted: Thanks for sharing !!! Buy buy buyy Entropy72      ( Date: 22-Mar-2021 06:44) Posted: New Singtel CEO on a key career moment: 'He blew smoke in my face' He faces challenges, including maintaining customer focus, and investments in staff and the network itself Days after Mr Yuen Kuan Moon took charge as chief executive officer of Singtel Group, the telecommunications giant had an unprecedented challenge: a massive cyber attack involving the personal information of 130,000 customers. The cyberstrike was effected when files on the Accellion file transfer appliance were accessed illegally. Also stolen was some information on 23 enterprises, including suppliers and corporate customers. There were questions whether the vendor, which flagged some risks in December, had been entirely forthcoming about subsequent threats. While Singtel had weathered its share of crises, including disruptive fires, this was a new one. "The first priority was to take care of our customers," says Mr Yuen, who is 54 years old. "The second was to check if there were further risks or backdoors, and the third was to get information to the customers, public and, of course, the regulator. It doesn't change anything to get upset at your vendor at that point of time because you do need their help. That's the most important thing in a crisis: Never let your emotions get ahead of you." Keeping a cool head is going to be critical for Mr Yuen as he settles in to steer Singtel through what promises to be extraordinary times, marked by rapid developments in technology and shifting consumer demands, all against a fraught geopolitical backdrop. In its Singapore home, it needs to ensure its 11,200 staff, many of whom are company loyalists like him, are readied for the digital age and its unique mindset. The data breach itself had capped a year of unprecedented challenges for Singtel, when it was quick to recognise the potential damage from the Covid-19 outbreak and raced to activate its business continuity plans over the Chinese New Year period just as Singapore reported its first Covid-19 case on Jan 23 last year. For starters, staff who had visited China, or entertained visitors from the country, were told to stay home. Many thought the measures were too extreme but, as a provider of essential services, Singtel saw few options. "Some staff thought we're very kiasu," recalls Mr Yuen, who, as head of consumer services, knew the buck stopped at his desk. "But of course, after that everybody said, 'Oh, you've got foresight.' " For their part, customers were offered more free channels during the lockdown. Some enterprise customers facing shutdowns such as pubs - big subscribers of the football channel - got a rent hiatus. While mobile traffic plummeted as customers stayed home, network traffic shot up. Remarkably, the network held up. "We've always had a certain percentage of headroom, even before Covid. That bought us time. Then we expanded further. I'm sure you've seen that our network held up during the whole period while (some) others didn't," says Mr Yuen. Covid-19 has been devastating for most companies and Singtel was no different, but business has been picking up in recent quarters and I ask if the worst is over. The domestic market in Singapore, he says, seems to have recovered but much depends on travel resumption, given that the island had been approaching 20 million tourists annually when the pandemic struck. Add on 12 million to 15 million overseas trips made by locals, and the figure tops 30 million. Losing that cuts into the lucrative business of roaming and temporary SIM cards sold to visitors. "This 30 million is not coming back any time soon," he says. "It is not about the vaccinations in Singapore. If the countries that you want to get into - South-east Asia is the biggest market for us, and then China, India - if their capital cities do not open up, it is not going to happen." It looks like one of those rare situations when the cherished regional footprint is not an advantage. Still, there has been some upside: With broadband connectivity still being built up in many markets, customers, denied Net usage in the office, have had no option but to increase cellphone usage during work-from-home. Besides, Covid-19 has unquestionably pushed digital acceleration in irreversible ways. As businesses rush to catch up, opportunities open for subsidiary NCS to win lucrative contracts in helping with the digital transformation. Mr Yuen will not reveal details but recent top hires at NCS, which now reports directly to him, suggest a plan to turn it into a major consulting arm of Singtel. Mr Yuen expects to unveil his strategy close to the full-year results due out in May. Among other things, shareholders may need to stop seeing the firm as a dividend play when that is announced, analysts believe. Some things won't change regardless, says the new CEO. Top of the list is customer focus, followed by investments in employees and the network itself. It helps that Covid-19 has taught customers the value of subscribing to a high-quality, reliable network. A recent Kearney report on telecoms says Covid-19 has shown the need to roll out 5G networks faster, and even invest in fibre as a priority. That makes me inquire how Singtel's own 5G roll-out, with Ericsson technology, is progressing. Mr Yuen says Singtel is on track to delivering to the timeframe set by the regulator. Accelerating the roll-out is not an urgent priority though because there is no network congestion in Singapore. However, there indeed is a need to speed up with 5G solutions for enterprises, given that so many multinationals use Singapore as their regional headquarters. "5G is more of an enterprise play rather than a consumer play," he says. "The network costs a lot because it's a new technology and you are actually replicating the network for 4G when we have not yet gotten our full returns on that. We want to make sure that (when we roll it out for consumers), they get the value that they deserve." Since it was corporatised in the mid-1990s, Singtel has had only four CEOs. The telecoms industry tends to be led by stayers like them, or, as in the case of Mr Yuen, "lifers". Singtel is the only company he has worked for in a 28-year career. His predecessor stayed 31 years and led the company for 13 of those years. Mr Yuen says this is a career issue he has himself pondered. Recruited off the campus even before he had sat his final engineering examination, it was comforting for the son of a printing employee of modest means to be aware that a secure position awaited upon graduation. Singtel tended to hire just two types of executives then - engineers and accountants - so it wasn't entirely a surprise when he was told on his first day at work that it wasn't engineering but project management he was slotted for, in the paging division. After that he was rotated through many other roles. When you can do so many things in one company - in Mr Yuen's case, that included a five-year posting with Indonesia's largest mobile operator, there is enough learning to stay fulfilled. "I tell fresh grads who join Singtel, search internally first before you search externally. Even people of my generation in Singtel back then could ask for the job that you wanted." Subsequently, he says, then CEO Lee Hsien Yang sent him to do a management course at Stanford University. "I don't think I aced the interview but I guess he just decided he had to invest in people. When I came back, I owed the company contractually and morally. And then, they told me to move to Indonesia - go earn my stripes." It didn't take him long to accept the offer. With more than a hundred peers of matching seniority and qualifications crowding the field, all highly competent, Mr Yuen recognised the posting could help him get noticed by management. He persuaded his wife, then working for a non-profit at a higher salary than his, to move with him to Jakarta along with their infant daughter. Turning up to report to Telkomsel's commerce director, who also officiated as chief marketing officer at the time, the reception was not warm. "He was blowing cigarette smoke right in my face," recalls Mr Yuen. "He said, 'Tell me, what can you do for me?' It was clear he didn't want me. "My response was, 'Use me in whatever way you find useful.' " Eventually, Mr Yuen got the CMO position himself. Telkomsel had 10 million customers when he joined. At his departure five years later, the customer base had expanded tenfold. "You could say I rode the wave of (Indonesia's telecoms) growth. But you could also say that if we didn't execute well, we would not be the dominant No. 1 player in the market." When he arrived in Jakarta, Mr Yuen spoke little Bahasa Indonesia. Singapore military service, where he was an Infantry Scout, had taught him some Malay words - kiri/kanan pusing, for left and right turns, for instance - but in Indonesia, pusing translated to headache, so he had to pick his words with even more care. His Indonesian colleagues were not proficient in English. Mr Yuen set a rule: If the slides they displayed during presentations were in Bahasa, they would need to speak English with him, or vice versa. Eventually, he would insist that they speak to him in English. In turn, he would respond in Bahasa Indonesia. Singtel owns 35 per cent of Telkomsel. Mr Yuen has sat on the board of commissioners of Telkomsel since 2009, where he is the longest-serving member. "You have to be respectful of the locals and the way they do things. We bring the governance, the discipline and the way we run a business. So they've come to respect us as well." His Indonesian experience will no doubt come in handy as he digs his management spurs into the mammoth Singtel Group, whose footprint spans 21 markets, including Australia, where it owns all of No. 2 player Optus, and India, where it has 40 per cent of Bharti Airtel, also the No. 2 in that market. In addition, it has some important sideplays, including a joint venture with South Korea's SK Telecom in gaming and a 40 per cent stake in a digibank joint venture with Grab, a company with a markedly different corporate culture from Singtel. The last one, particularly, has raised eyebrows. But Mr Yuen says Singtel brings key strengths to the partnership, including brand credibility and loyalty, customer access to half of the phone users on the island, and insights into their habits. If the joint venture digibank can successfully scale up in Singapore, it can port that over to the region - that's the opportunity. "We do have a shareholders' agreement in place and we are going in with our eyes open," he says. "It's no different from the way we conduct our business in Indonesia, Thailand, the Philippines or in India. That is Singtel's strength we know how to be a minority partner." Keeping dissonance at bay in such a sprawl will be a challenge but Mr Yuen should be up for it. A former colleague of his, who retired from a senior position, describes him as "down to earth, execution-focused and a very good team player". Another potential minefield is geopolitics. Australia's decision to cut out Huawei was a shock because a good portion of Singtel's fully owned subsidiary, Optus, had installed Huawei equipment on its 4G network. However, says Mr Yuen, in a cloud-based system such as 5G, you have to work with everybody - the Chinese cloud that includes Huawei and Alibaba, and in the Western world, Microsoft's Azure, Amazon Web Services and Google Cloud. "There is no choice because you do not know how things will pan out. If you go with one and not the other, you're going to alienate 50 per cent or 40 per cent of the business, one way or the other. You can't afford to do that." It's a tricky minefield to traverse. But then, every Scout knows that life is not a walk in the park.
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Potato Master	22-Mar-2021 15:24        Potato About Contact  Quote this Post!
x 0   x 0  Alert Admin	Good afternoon ~~
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john_ric Supreme	22-Mar-2021 13:17        john_ric About Contact  Quote this Post!
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Hieguy Senior	22-Mar-2021 12:36        Hieguy About Contact  Quote this Post!
x 0   x 0  Alert Admin	Thanks for sharing !!! Buy buy buyy Entropy72      ( Date: 22-Mar-2021 06:44) Posted: New Singtel CEO on a key career moment: 'He blew smoke in my face' He faces challenges, including maintaining customer focus, and investments in staff and the network itself Days after Mr Yuen Kuan Moon took charge as chief executive officer of Singtel Group, the telecommunications giant had an unprecedented challenge: a massive cyber attack involving the personal information of 130,000 customers. The cyberstrike was effected when files on the Accellion file transfer appliance were accessed illegally. Also stolen was some information on 23 enterprises, including suppliers and corporate customers. There were questions whether the vendor, which flagged some risks in December, had been entirely forthcoming about subsequent threats. While Singtel had weathered its share of crises, including disruptive fires, this was a new one. "The first priority was to take care of our customers," says Mr Yuen, who is 54 years old. "The second was to check if there were further risks or backdoors, and the third was to get information to the customers, public and, of course, the regulator. It doesn't change anything to get upset at your vendor at that point of time because you do need their help. That's the most important thing in a crisis: Never let your emotions get ahead of you." Keeping a cool head is going to be critical for Mr Yuen as he settles in to steer Singtel through what promises to be extraordinary times, marked by rapid developments in technology and shifting consumer demands, all against a fraught geopolitical backdrop. In its Singapore home, it needs to ensure its 11,200 staff, many of whom are company loyalists like him, are readied for the digital age and its unique mindset. The data breach itself had capped a year of unprecedented challenges for Singtel, when it was quick to recognise the potential damage from the Covid-19 outbreak and raced to activate its business continuity plans over the Chinese New Year period just as Singapore reported its first Covid-19 case on Jan 23 last year. For starters, staff who had visited China, or entertained visitors from the country, were told to stay home. Many thought the measures were too extreme but, as a provider of essential services, Singtel saw few options. "Some staff thought we're very kiasu," recalls Mr Yuen, who, as head of consumer services, knew the buck stopped at his desk. "But of course, after that everybody said, 'Oh, you've got foresight.' " For their part, customers were offered more free channels during the lockdown. Some enterprise customers facing shutdowns such as pubs - big subscribers of the football channel - got a rent hiatus. While mobile traffic plummeted as customers stayed home, network traffic shot up. Remarkably, the network held up. "We've always had a certain percentage of headroom, even before Covid. That bought us time. Then we expanded further. I'm sure you've seen that our network held up during the whole period while (some) others didn't," says Mr Yuen. Covid-19 has been devastating for most companies and Singtel was no different, but business has been picking up in recent quarters and I ask if the worst is over. The domestic market in Singapore, he says, seems to have recovered but much depends on travel resumption, given that the island had been approaching 20 million tourists annually when the pandemic struck. Add on 12 million to 15 million overseas trips made by locals, and the figure tops 30 million. Losing that cuts into the lucrative business of roaming and temporary SIM cards sold to visitors. "This 30 million is not coming back any time soon," he says. "It is not about the vaccinations in Singapore. If the countries that you want to get into - South-east Asia is the biggest market for us, and then China, India - if their capital cities do not open up, it is not going to happen." It looks like one of those rare situations when the cherished regional footprint is not an advantage. Still, there has been some upside: With broadband connectivity still being built up in many markets, customers, denied Net usage in the office, have had no option but to increase cellphone usage during work-from-home. Besides, Covid-19 has unquestionably pushed digital acceleration in irreversible ways. As businesses rush to catch up, opportunities open for subsidiary NCS to win lucrative contracts in helping with the digital transformation. Mr Yuen will not reveal details but recent top hires at NCS, which now reports directly to him, suggest a plan to turn it into a major consulting arm of Singtel. Mr Yuen expects to unveil his strategy close to the full-year results due out in May. Among other things, shareholders may need to stop seeing the firm as a dividend play when that is announced, analysts believe. Some things won't change regardless, says the new CEO. Top of the list is customer focus, followed by investments in employees and the network itself. It helps that Covid-19 has taught customers the value of subscribing to a high-quality, reliable network. A recent Kearney report on telecoms says Covid-19 has shown the need to roll out 5G networks faster, and even invest in fibre as a priority. That makes me inquire how Singtel's own 5G roll-out, with Ericsson technology, is progressing. Mr Yuen says Singtel is on track to delivering to the timeframe set by the regulator. Accelerating the roll-out is not an urgent priority though because there is no network congestion in Singapore. However, there indeed is a need to speed up with 5G solutions for enterprises, given that so many multinationals use Singapore as their regional headquarters. "5G is more of an enterprise play rather than a consumer play," he says. "The network costs a lot because it's a new technology and you are actually replicating the network for 4G when we have not yet gotten our full returns on that. We want to make sure that (when we roll it out for consumers), they get the value that they deserve." Since it was corporatised in the mid-1990s, Singtel has had only four CEOs. The telecoms industry tends to be led by stayers like them, or, as in the case of Mr Yuen, "lifers". Singtel is the only company he has worked for in a 28-year career. His predecessor stayed 31 years and led the company for 13 of those years. Mr Yuen says this is a career issue he has himself pondered. Recruited off the campus even before he had sat his final engineering examination, it was comforting for the son of a printing employee of modest means to be aware that a secure position awaited upon graduation. Singtel tended to hire just two types of executives then - engineers and accountants - so it wasn't entirely a surprise when he was told on his first day at work that it wasn't engineering but project management he was slotted for, in the paging division. After that he was rotated through many other roles. When you can do so many things in one company - in Mr Yuen's case, that included a five-year posting with Indonesia's largest mobile operator, there is enough learning to stay fulfilled. "I tell fresh grads who join Singtel, search internally first before you search externally. Even people of my generation in Singtel back then could ask for the job that you wanted." Subsequently, he says, then CEO Lee Hsien Yang sent him to do a management course at Stanford University. "I don't think I aced the interview but I guess he just decided he had to invest in people. When I came back, I owed the company contractually and morally. And then, they told me to move to Indonesia - go earn my stripes." It didn't take him long to accept the offer. With more than a hundred peers of matching seniority and qualifications crowding the field, all highly competent, Mr Yuen recognised the posting could help him get noticed by management. He persuaded his wife, then working for a non-profit at a higher salary than his, to move with him to Jakarta along with their infant daughter. Turning up to report to Telkomsel's commerce director, who also officiated as chief marketing officer at the time, the reception was not warm. "He was blowing cigarette smoke right in my face," recalls Mr Yuen. "He said, 'Tell me, what can you do for me?' It was clear he didn't want me. "My response was, 'Use me in whatever way you find useful.' " Eventually, Mr Yuen got the CMO position himself. Telkomsel had 10 million customers when he joined. At his departure five years later, the customer base had expanded tenfold. "You could say I rode the wave of (Indonesia's telecoms) growth. But you could also say that if we didn't execute well, we would not be the dominant No. 1 player in the market." When he arrived in Jakarta, Mr Yuen spoke little Bahasa Indonesia. Singapore military service, where he was an Infantry Scout, had taught him some Malay words - kiri/kanan pusing, for left and right turns, for instance - but in Indonesia, pusing translated to headache, so he had to pick his words with even more care. His Indonesian colleagues were not proficient in English. Mr Yuen set a rule: If the slides they displayed during presentations were in Bahasa, they would need to speak English with him, or vice versa. Eventually, he would insist that they speak to him in English. In turn, he would respond in Bahasa Indonesia. Singtel owns 35 per cent of Telkomsel. Mr Yuen has sat on the board of commissioners of Telkomsel since 2009, where he is the longest-serving member. "You have to be respectful of the locals and the way they do things. We bring the governance, the discipline and the way we run a business. So they've come to respect us as well." His Indonesian experience will no doubt come in handy as he digs his management spurs into the mammoth Singtel Group, whose footprint spans 21 markets, including Australia, where it owns all of No. 2 player Optus, and India, where it has 40 per cent of Bharti Airtel, also the No. 2 in that market. In addition, it has some important sideplays, including a joint venture with South Korea's SK Telecom in gaming and a 40 per cent stake in a digibank joint venture with Grab, a company with a markedly different corporate culture from Singtel. The last one, particularly, has raised eyebrows. But Mr Yuen says Singtel brings key strengths to the partnership, including brand credibility and loyalty, customer access to half of the phone users on the island, and insights into their habits. If the joint venture digibank can successfully scale up in Singapore, it can port that over to the region - that's the opportunity. "We do have a shareholders' agreement in place and we are going in with our eyes open," he says. "It's no different from the way we conduct our business in Indonesia, Thailand, the Philippines or in India. That is Singtel's strength we know how to be a minority partner." Keeping dissonance at bay in such a sprawl will be a challenge but Mr Yuen should be up for it. A former colleague of his, who retired from a senior position, describes him as "down to earth, execution-focused and a very good team player". Another potential minefield is geopolitics. Australia's decision to cut out Huawei was a shock because a good portion of Singtel's fully owned subsidiary, Optus, had installed Huawei equipment on its 4G network. However, says Mr Yuen, in a cloud-based system such as 5G, you have to work with everybody - the Chinese cloud that includes Huawei and Alibaba, and in the Western world, Microsoft's Azure, Amazon Web Services and Google Cloud. "There is no choice because you do not know how things will pan out. If you go with one and not the other, you're going to alienate 50 per cent or 40 per cent of the business, one way or the other. You can't afford to do that." It's a tricky minefield to traverse. But then, every Scout knows that life is not a walk in the park. Hieguy      ( Date: 21-Mar-2021 17:08) Posted: Any1 have the strait times arricle on what moon shared on Singtel today !!!
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Entropy72 Master	22-Mar-2021 12:26        Entropy72 About Contact  Quote this Post!
x 0   x 0  Alert Admin	Yes, I am also hoping for Singtel board to follow the heed of Capitaland board. The Capitaland restructuring might send a strong signal to shortists to think thrice about shorting Singtel further.  Afterall, both Capitaland and Singtel are Temasek owned - who knows when Singtel will also halt trading to announce good news :) Anyway, last week Singtel short volume has indeed come down.  Turns out retailer investors are the net sellers, instead of the institutions.  Hope the short volume will dwindle further this week. WiseInvestor      ( Date: 22-Mar-2021 12:15) Posted: Singtel is believed to be in restructuring process like spinning off of its subsidiaries, etc to unlock shareholders' value. May give a great surprise like Capitaland did just now Entropy72      ( Date: 22-Mar-2021 12:07) Posted: Fantastic news for longer suffering Capitaland holders.  Hope Singtel can also unlock value, but Moon did not mention that at all at recent Straits Times interview.  Maybe he is more operational than strategic.
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WiseInvestor Elite	22-Mar-2021 12:18        WiseInvestor About Contact  Quote this Post!   Yells: "Forex Biz Opportunity for traders!"
x 0   x 0  Alert Admin	Shorts are not a safe play. Longists will definitely win.
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WiseInvestor Elite	22-Mar-2021 12:15        WiseInvestor About Contact  Quote this Post!   Yells: "Forex Biz Opportunity for traders!"
x 0   x 0  Alert Admin	Singtel is believed to be in restructuring process like spinning off of its subsidiaries, etc to unlock shareholders' value. May give a great surprise like Capitaland did just now Entropy72      ( Date: 22-Mar-2021 12:07) Posted: Fantastic news for longer suffering Capitaland holders.  Hope Singtel can also unlock value, but Moon did not mention that at all at recent Straits Times interview.  Maybe he is more operational than strategic.
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Entropy72 Master	22-Mar-2021 12:07        Entropy72 About Contact  Quote this Post!
x 0   x 0  Alert Admin	Fantastic news for longer suffering Capitaland holders.  Hope Singtel can also unlock value, but Moon did not mention that at all at recent Straits Times interview.  Maybe he is more operational than strategic.
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