Telkom: briefing

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Communications and Digital Technologies

10 October 2000
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Meeting Summary

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Meeting report

COMMUNICATIONS PORTFOLIO COMMITTEE; SELECT COMMITTEE ON LABOUR AND PUBLIC ENTERPRISES: JOINT MEETING
10 October 2000
TELKOM: BRIEFING


Relevant documents:
Telkom's Annual Report Presentation - text outline only (see Appendix 1)

Chairpersons: Mr N Kekana; Mr S Fenyane

Telkom panel: Mr Sizwe Nxasana (Chief Executive Officer), Mr Bheki Langa (Deputy Chief Operating Officer), Ms Thoko Mokgosi (Deputy Management Executive: Marketing).

SUMMARY
Telkom presented the committees with their annual report and briefed them on issues pertaining to their performance as well as how they are preparing for the inevitable expiration of their exclusivity agreement in the year 2002. A large portion of the presentation dealt with Telkom pointing out the extent to which they had met their targets as set in the exclusivity agreement. The reason behind this is that Telkom is eligible for an extension of their exclusivity agreement for a period of one year in the event that they have met the targets. Telkom also explained the steps that they are taking to prepare for the impending introduction of competition into the market. The reality is that their monopoly of the market is nearing its end and it is an eventuality that they have to face. However Telkom was concerned over the total liberalisation of the market as this would lead to chaos. They suggested that there be some control over the liberalisation process.

MINUTES
Mr Kekana, Portfolio Committee Chairperson, observed that the meeting with Telkom serves to check whether the national operator is on course. He asked Telkom to explain where they see themselves in the future when the market is opened up to competition. Further he wanted them to provide information on the extent to which they are meeting their targets as set by their licencing agreement, their human resource development and whether they are going to introduce new applications in the near future.

Preparation for competition
Mr Sizwe Nxasana stated that they have to prepare for the eventuality of competition as their exclusivity agreement would be ending in the near future. Even though the market would be opening up to competition, their aim is to remain the leading integrated communications company in South Africa. He gave a broad overview of the achievements of Telkom to date as well as a financial overview for 1999/2000.
[For detail, refer to the presentation document.]

Mr Nxasana identified certain proactive measures that they have to take in order to meet the competition head-on. These are:
· Internal transformation and re-organising
· Meeting and exceeding 15 of 16 licence targets
· Expansion and modernisation of fixed network
· Achieving greater customer satisfaction
· Focussing on core business
· Adopting international accounting standards
· Tightening up on debtors
· Improving overall efficiencies

Telkom's operations and targets
Mr Bheki Langa identified what Telkom's licence targets were in terms of their five year exclusivity agreement. He illustrated these in terms of line roll-out targets (both national and provincial) and quality of service targets. Mr Langa then proceeded to make a comparison of the targets that were set and the actual figures achieved. It was quite evident from the figures that Telkom had achieved if not exceeded targets that had been set in their exclusivity agreement. Mr Langa said he was proud of Telkom's achievements.

He out lined Telkom's operational prospects for period 2000/2001:
· Budgeted capital expenditure - approximately R10bn
· Achieve net line growth of 700 000 lines
· Continue to modernise and upgrade network
· Achieve greater customer satisfaction
· Meet licence targets for service quality
· Continue with tariff re-balancing.

Human resources development, social investment and customer care
Ms Thoko Mokgosi dealt with four areas:
(i) Internal transformation dealing specifically with affirming and developing their employees.
(ii) Black Economic Empowerment, the object of which is to facilitate access by black suppliers, disabled people and women to Telkom's procurement activities.
(iii) Social investment by the establishment of the Telkom Foundation that tries to improve the quality of education in disadvantaged communities as well as providing social development through childcare and job creation projects.
(iv) Products and services must continually be upgraded to keep up with the needs of consumers.

Telkom's Initial Public Offering (IPO) programme
Mr Sizwe Nxasana explained that in order to prepare for this programme Telkom must:
· Meet remaining rollout targets and obligations
· Pursue a network modernisation programme
· Pursue internal transformation and repositioning of the company
· Delivering strong increases in revenue and earnings.

Mr Nxasana highlighted some of the benefits of having an IPO programme:
· It would enable government to reduce its debt
· Ability to raise equity capital as opposed to debt capital
· Injection of commercial and market influence into Telkom, further spurring the company's drive for service excellence
· Increases transparency
· Share incentive scheme would motivate staff.

Mr Nxasana concluded that in adjusting to the impending threat of competition from other market forces, Telkom's focus should be on providing total solutions-driven communications. Mr Nxasana emphatically stated that he wants to make Telkom the telecommunications leader in Africa.

Discussion
Mr Fenyane commented that the presentation paints a picture of Telkom being strong financially and operationally. He added that seemingly they have allocated time and resources to satisfy their customers. Mr Fenyane however had a range of questions relating to provincial matters. He requested clarity on the following:
- why there were variances in cumulative line growth that were favourable to the Western Cape and Gauteng?
- where the underserviced areas were located?
- were the human resource development programmes mainly to be found in the Western Cape and Gauteng areas?
- has the R3 billion spent on the Black Economic Empowerment programme been across all the provinces or is it focussed on the Western Cape and Gauteng?
- has Telkom a mechanism to make their offerings accountable to the public?
- were the students that received scholarships to study in Malaysia chosen from all over South Africa or only from the Western Cape and Gauteng?

Mr Nxasana pointed out that looking at the figures it might seem that they are focussing on the Western Cape and Gauteng, but they are not. He stated that Telkom is trying to focus on the disadvantaged provinces ie Eastern Cape, Kwazulu-Natal and the Northern Province. He explained that they are trying to address imbalances. As far as information on the Black Economic Empowerment and Social Investment programmes, they would furnish the committees with these at a later time. He stated that scholarships for studying overseas were awarded to students from all over South Africa. He once again stated that their efforts are not only being focussed on the Western Cape and Gauteng.

Mr Green (ACDP) asked whether there was any legislation passed between 1994 -2000 that does not comply with any of their principles.

Mr Nxasana felt that the criteria for legislation is appropriate. He explained that exhaustive work was done to cover all areas and issues in 1995 that eventually led to the passing of the Telecommunications Act of 1996. Mr Nxasana however did feel that the Act needs revising in order to guide them in the future as new competition would be coming in.

Ms Smuts (DP) asked whether Telkom had held discussions with the Minister on the ending of the exclusivity period. If there were discussions, was the end date of the exclusivity period discussed?

Mr Nxasana stated that the licencing agreement is very clear on this issue. If Telkom meets 90% of their rollout targets then the exclusivity period could be extended for a further year. He said that they had discussed the matter with the Minister and there is certainty over it.

An ANC member asked whether the new lines that were rolled out are in working order or not. She also asked what their relationship with the Independent Communications Authority of South Africa (ICASA) is like.

Mr Langa stated that in order for a line to be considered connected a person must be hooked onto the line. Even if a person fails to pay and his line is cut, it is still considered a line. He stated that they have confidence in the decisions that ICASA is making. These decisions are not necessarily in favour of Telkom but as long as they are fairly made, they are satisfied. He stated that decisions by ICASA affecting Telkom are only taken after discussion with them. Mr Langa therefore feels that they have a very constructive relationship with ICASA.

Mr Pieterse (ANC) asked when Telkom's restructuring programme would be complete. He also asked whether they have a programme in place for disabled people.

Mr Nxasana stated that the major part of the restructuring programme has been completed. He added that most of it had been done in the past year but he wished to point out that it is an ongoing process. They do have programmes in place to employ and train disabled people. He added that most of the staff manning their call centres, are disabled people.

Ms Vos (IFP) asked a question relating to the debt equity ratio, what kind of exposure does this give the company? She also asked how the explosion in cellular connections is affecting their planning.

Mr Nxasana stated that their experiences in Europe, has helped them in dealing with the issue of the debt equity ratio. Relating to the question of cellular connections, he stated that in the future mobile and fixed phones would be used interchangeably.

Ms Mhlangu (ANC, NCOP) asked whether they regard government as an important customer. She asked what was being done about government departments who had not paid their debts.

Mr Langa stated that the government is treated as a VIP customer. He stated that usually government services are never disconnected if they are in arrears but he added that there were provinces with large amounts of debt. He stated that the Northern Province had had a huge debt that could not be ignored and as a result their services were disconnected.

Mr Makunyane (ANC) asked what kind of environment do they envisage in the post exclusivity era. Where do they see themselves in a market with full-blown competition?

Mr Nxasana replied that there would be an increase in fixed direct investment in the economy. He felt that the liberalisation of the market should be somewhat controlled as total liberalisation would not be viable.

Mr Makunyane asked about their Black Economic Empowerment programme and whether Telkom checks on these suppliers' commitment to the programme.

Mr Langa reacted that they do have teams who physically go to these companies to check on whether they do qualify in terms of the programme.

Ms Botha (DP, NCOP) suggested that Telkom offer an AIDS helpline.

Mr Nxasana stated that they are working closely with organisations to establish an AIDS helpline.

Mr Mulder (FF) asked if Telkom is going to expand their language base in the future. He also asked how they link the marketing aspect with the delivery of the service itself.

Mr Nxasana stated that are trying to expand their language facilities - they are looking at the cost and training implications of offering this service. With regard to service delivery, Ms Mokgosi stated that the starting point is identifying where the problem lies.

Ms Mutsila (ANC) asked what criteria do they look at in granting scholarships.

Mr Nxasana stated that they focus on certain areas of study such as Information technology, Communications and Engineering. He added that the student is chosen on merit, but affirmative action is also applied in making the choice.

Ms Maloney (ANC) asked where do they get financing for their targets. She also asked whether the fact that they own 50% of Vodacom does not discriminate against MTN.

Mr Nxasana replied that their funding is derived from internally generated resources. Other sources include loans but he emphasised that they do not receive funding from government. He reassured them that they treat both Vodacom and MTN the same.

Mr Magashule (ANC) asked if transformation was taking place in Vodacom as well.

Mr Nxasana stated that although they own 50% of Vodacom, this does not mean that they manage Vodacom. He stated that they are bound by agreements that prevent them from interfering. However they are trying to encourage Vodacom to restructure.

Mr Magashule also asked whether they review the work of sub-contractors and if they check on their sustainability.

Mr Langa stated that they do have people that monitor sub-contracting and it is reviewed on a quarterly basis.

In conclusion and unrelated to the Telkom presentation, Mr Kekana stated that South Africa needs a clear, stable regulatory environment. He noted that an issue that had not been addressed in legislation is a code of conduct for the staff of the regulator. Mr Kekana felt that a provision should be made in law for this. He stated that they need to get feedback from the industry on this issue. He emphasised that discussions must take place between themselves, the Department and the Minister in order to get clarity on certain policy issues such as competition.

Appendix 1:

TELKOM - 1999/2000 ANNUAL REPORT PRESENTATION
Preparing for Competition

By: Sizwe Nxasana - Chief Executive Officer
Our aim is to remain the leading integrated communications company in South Africa

EVOLUTION OF CHANGE
Significant Events

1995: White Paper published
1996: Telecommunications Act passed
1997: Strategic Equity Partner takes 30% stake
2000: 3rd Year Accomplishments
IPO/Introduction of competition

3 YEAR CUMULATIVE HIGHLIGHTS
·
Adding 1.6m lines to the network
· Replacing approximately 1m non-digital lines
· Contributing R29bn to the South African economy in our capital expenditure programme
· Spearheading South Africa's drive to unlock the value of key national assets as the first major state enterprise to be selected for a listing

PREPARING FOR COMPETITION
·
Internal transformation and re-organisation
· Meeting and exceeding 15 of 16 licence targets
· Expansion and modernisation of fixed network
· Achieving greater customer satisfaction
· Focusing on core business
· Adopting international accounting standards
· Tightening up on debtors
· Improving overall efficiencies


MAIN TELEPHONE LINES PER EMPLOYEE (DEVELOPING COUNTRIES)
Egypt: 112
Algeria: 88
Brazil: 236
South Africa: 84
Israel: 164
Mexico: 155
Philippines: 132
Malaysia: 162
New Zealand: 239

EMPLOYEES PER 10 000 LINES
1993: 179
1994: 170
1995: 158
1996: 143
1997: 135
1998: 124
1999:119
2000: 09

STREAMLINING OF OPERATIONS
Outsourcing to achieve excellence by enabling Telkom to focus on its core business:
· Fastfleet - 19 000 vehicle fleet
· Mnati Foods - restaurant and catering service
· Telesafe - security service
· Iuvatek - light engineering and electronics workshop
· Q-trunk - mobile radio operator

TELKOM FINANCIAL OVERVIEW: 1999/2000
FINANCIAL HIGHLIGHTS
·
Group revenue grew by 17.8% to R26.7bn
· Strong operating profit growth of 19%
· EBITDA up 21% to R9bn
· R1.8bn net profit (1999 : R2.3bn)
· Capital expenditure of R9.5bn
· Lines per employee up 35%

REVENUE AND EARNINGS
1997/98:
Revenue - 19, 218
EBITDA - 7, 489
1998/99:
Revenue - 22, 675
EBITDA - 7, 439
1999/00:
Revenue - 26, 720
EBITDA - 8,988

TOTAL ASSETS & LIABILITIES
1997/98:
Total assets - 26, 498
Total liabilities - 14,955
1998/99:
Total assets - 37,726
Total liabilities - 24, 094
1999/00:
Total assets - 45, 080
Total liabilities - 29, 633

CAPITAL EXPENDITURE AND LINE ROLL OUT
1997/98:
Capital expenditure - 7, 031
Line roll-out - 406
1998/99:
Capital expenditure - 12, 888
Line roll-out - 503
1999/00:
Capital expenditure - 9, 471
Line roll-out - 647

CAPEX AND FUNDING
·
R9.5bn Group capital expenditure
· Telkom Capex: R8.4bn
- R5.2bn network rollout & modernization
- R2.2bn operational support systems
- R1.0bn other incl.. land/buildings
· Vodacom total Capex R2.1bn
· Gearing at 130% (1999: 100%)
· Eurobond issue of 500 million Euro's
______________________________________________
Telkom
1999/2000 Annual Report Presentation

By: Bheki Langa - Deputy Chief Operating Officer


OPERATIONAL HIGHLIGHTS: 1999/2000
·
Rollout and modernisation:
- 15 out of 16 licence targets met
- rollout of 621 219 new lines
- deployment of new technology
· National Network Operations Centre launched
· Prioritizing customer focus and competitive pricing

REPORT ON LICENCE CONDITIONS - Line Roll-out Targets
Telkom's licence targets (5 year exclusivity)
Line roll-out targets:

· Total target: 2.7 million lines
· Underserviced areas: 1.7 million lines
· Priority Customers: 20, 246 lines
· Villages: 3, 204
· Public Pay telephones: 120,000
· Digitization: 1.2 million lines


CURRENT ROLL-OUT
1999/00:
Target - 575, 000
Actual - 621, 219
1997/00:
Target - 1 316, 466
Actual - 1 470, 343

UNDER-SERVICED AREAS
1999/00:
Target - 359, 000
Actual - 427, 338
1997/00:
Target - 915, 863
Actual - 1 017, 799

PRIORITY CUSTOMERS ROLL-OUT
1999/00:
Target - 4, 055
Actual - 5, 793
1997/00:
Target - 10, 820
Actual - 13, 748

VILLAGES ROLL-OUT
1999/00:
Target - 640
Actual - 657
1997/00:
Target - 1, 710
Actual - 2, 038

PUBLIC TELEPHONES
1999/00:
Target - 25, 000
Actual - 26, 281
1997/00:
Target - 68, 027
Actual - 85, 887

LINE DIGITISATION
1999/00:
Target - 65, 000
Actual - 350, 440
1997/00:
Target - 96, 027
Actual - 109, 6898

REPORT ON LICENSE CONDITIONS
Service Quality Targets


TELKOM'S LICENCE TARGETS
Quality of service targets:
· Customer fault reports per 1000 lines
· Percentage of faults cleared within 48 hours
· Availability of public pay telephones
· Percentage of orders met within a specified number of days
· Percentage reduction of existing waiting list

FAULTS PER 1000 LINES
Business:
Target - 470
Actual - 332
Residential:
Target - 490
Actual - 522

% FAULTS CLEARED WITHIN 48 HOURS
Business:
Target - 82%
Actual - 82%
Residential:
Target - 75%
Actual - 75%

AVAILABILITY OF PUBLIC PHONES
Coin-Telephones
Target - 90%
Actual - 91%
Card - Telephones
Target - 95%
Actual - 97%

INSTALLATIONS WITHIN 28 DAYS
Business:
Target - 81%
Actual - 95%
Residential:
Target - 73%
Actual - 83%

RESIDENTIAL INSTALLATIONS
Residential: 28 days
Target - 73%
Actual - 83%
Residential: 120 days
Target - 96%
Actual - 97%

BUSINESS INSTALLATIONS
Business: 28 days
Target - 81%
Actual - 95%
Business: 90 days
Target - 96%
Actual - 99%

PROVINCIAL ROLL OUT ACCOMPLISHMENTS

LINE GROWTH FOR 1999/00
Western Cape: 141778
Eastern Cape: 41445
Northern Cape: 7146
Kwazulu Natal: 113780
Northern Province: 25763
North West: 19973
Gauteng: 247300
Mpumalanga: 17834
Free State: 32480

CUMULATIVE LINE GROWTH FOR 1997/00
Western Cape: 331132
Eastern Cape: 126298
Northern Cape: 26298
Kwazulu Natal: 279269
Northern Province: 55470
North West: 87089
Gauteng: 511261
Mpumalanga: 45090
Free State: 93332

PROSPECTS FOR 2000/2001
·
Budgeted capital expenditure - approximately R10bn
· Achieve net line growth of 700 000 lines
· Continue to modernise and upgrade network
· Achieve greater customer satisfaction
· Meet licence targets for service quality
· Continue with tariff re-balancing
___________________________________________________
TELKOM
1999/2000 ANNUAL REPORT PRESENTATION


New Era In Telkom
By: Thoko Mokgosi - Deputy Managing Executive Marketing

INTERNAL TRANSFORMATION
Affirming our employees


STAFF COMPLEMENT
1996 - 55347
1997 - 56811
1998 - 56480
1999 - 61237
2000 - 49128

WORKFORCE COMPOSITION
1994
White - 54%
Black - 46%

1999
White - 41%
Black - 59%

2000
White - 44%
Black - 55%

STAFF POSITIONS

 

Black Male

Black Female

White Male

White Female

Operational

25755

5381

10197

6395

Junior Management

2120

391

3691

944

Middle Management

813

140

1816

258

Student Engineers

125

15

120

9


PROMOTION

 

1997

1998

1999

2000

White

46

45

38

48

Black (African, Coloured, Indian)

54

55

62

52


RECRUITMENT

 

1996

1998

1999

2000

White

43

29

26

25

Black (African, Coloured, Indian)

58

71

74

75


INTERNAL TRANSFORMATION
Developing our employees


CENTRE FOR LEARNING
·
R2.3bn over five year period
· Learner days trebled over the last three years from 267 000 to 757 000
· Virtual multi-media campus provided 543 000 learner days training
· 88,7% Telkom employees have been trained
· 11,744 employees attended ABET Programmes
· Interactive distance learning provided with 2 studios broadcasting to 88 remote classrooms

BLACK ECONOMIC EMPOWERMENT
Empowering our suppliers


ECONOMIC EMPOWERMENT
Telkom's black economic empowerment programme is a proactive drive to ensure constructive participation by South African blacks, in particular women, in the mainstream economy as entrepreneurs, owners and managers who will utilise assets to create wealth

OBJECTIVES OF THE PROGRAMME
·
To facilitate access by black suppliers, disabled people and women to Telkom's procurement activities
· To ensure that an increasing proportion of contracts are awarded to black suppliers and suppliers with a demonstrable commitment to BEE
· To create understanding of and support for BEE among all key stakeholders

STRATEGIC INTERVENTION
·
Proactively create a bias in the adjudication process
· Relax procurement terms, commercial conditions and procedures to improve business opportunities for black suppliers
· Split contracts into smaller components in order to spread opportunities to historically disadvantaged groups
· Implement a supplier development programme

BEE SPEND

 

1997/98

1998/99

1999/2000

Target

150

360

650

Total Black Spend

240

476

891

Total BEE spend

838

1564

3061


SOCIAL INVESTMENT
Empowering our communities

TELKOM FOUNDATION
The Foundation focuses on boosting the quality of mathematics, science and technical education in disadvantaged communities. It also supports social development through Childcare and Job Creation projects

Budget: R100m over 5 years


Educational Programmes:
Internet 1000 schools project:
- Phases 1&2 - 1 338 schools, 600 teachers trained
- Phase 3 - 100 Super Centres to be established
Maths & Science Teacher of the Year:
- Computer equipment for the teacher and laboratory equipment for the school
Department of Communication Web Internet Laboratories:


Job Creation Programmes:
·
Copper Cable projects
· Manyanani Peace Project
· Masibumbane Women's Project
· Wits Mental Health Society

Childcare Programmes:
·
Childline 24 hour toll free line
· Telkom Family Helpline
· National Plan of Action for Children

SOCIAL INVESTMENT
Telkom
·
R10 million for installation of first time telephone lines free to 20 248 disadvantaged communities;
· R10 million to establish a Centre for Information & Communication Technology for Africa;
· Telkom's supports 1,500 students at tertiary institutions;
Thintana Consortium/Telkom
·
R120 million pledge on education over a 5 year period;
· R20 million on placing more than 2000 computer in disadvantaged schools;
· R30 million on Maths, Science & Technology projects for secondary schools;
· R20 million to fund university students through TEFSA;
· R10 million for 50 scholarship in the field of Engineering/IT in Malaysia; R25 million to 5 disadvantaged Universities for science & technology projects;
· Telkom has spent R51.5 million to upgrade training campuses nationwide;

PRODUCTS AND SERVICES
Serving our customers

CONSUMER PRODUCT HIGHLIGHTS
Lifestyle enhancement

Identicall
PrepaidFone
Vertical Services
Telkom Internet
Telkom Symphony
R7 Call
Special Services


BUSINESS PRODUCT HIGHLIGHTS
Total integration solution focus

PBX Range
SAIX
ISDN
Cybertrade
Diginet / Megalines
Video Conferencing
Video Surveillance
IP Services
CNC
VSAT
Primenet
Sonnet

TELKOM PRICE INCREASES VS INFLATION RATE
[PMG Ed note: Graph not included]

PRICE OF INTERNATIONAL CALLS
[PMG Ed note: Graph not included]

COST OF INTERNET ACCESS
[PMG Ed note: Graph not included]

BANDWIDTH PRICE: 64 KB/S CIRCUIT IN SA RAND (120KM)

 

Telkom

BT

C&W

Germany

Italy

Portugal

Spain

Telmex

Average

SA Rands

1,859.00

3,149.39

2,773.40

5,231.17

4,904.57

5,297.85

3,570.56

4,440.03

3,903.25


BANDWIDTH PRICE: 2 MB/S CIRCUIT IN SA RAND (120KM)

 

Telkom

BT

C&W

Germany

Italy

Portugal

Spain

Telmex

Average

SA rands

30,180.99

19,013.28

18,392.94

18,246.58

53,241.15

40,323.08

35,569.66

63,674.47

34,830.27


CONNECTION FEE
(Telkom tariff = Jan 2000)

[PMG Ed note: Graph not included]

RENTAL FEE (TELKOM TARIFF - JAN 2000)
[PMG Ed note: Graph not included]

NATIONAL INITIATIVES
·
National Spatial Development Initiatives
· Capricorn Park
· Video Surveillance Initiative
· Cape On Line
· All-Africa Games

Thank You
_______________________________________
WRAP-UP AND WAY FORWARD
By Sizwe Nxasana - Chief Executive Officer


PREPARING FOR TELKOM'S IPO
·
Meeting remaining rollout targets and obligations
· Pursuing network modernisation programme
· Pursuing internal transformation and repositioning of the Company.
· Greater focus on customer care
· Delivering strong increases in revenue and earnings


BENEFITS OF AN IPO
·
Enables government to reduce debt
· Ability to raise equity capital as opposed to debt capital
· Injection of commercial and market influence into Telkom, further spurring the Company's drive for service excellence
· Increases transparency
· Share incentive scheme will motivate staff


EFFECTIVE TELECOMMUNICATIONS LEGISLATION NEEDED TO:
·
Provide certainty in the marketplace
· Encourage long-term sustainable investment in the industry
· Enhance the value of the government's holdings in Telkom


LEGISLATIVE PRINCIPLES
·
Fair and equitable rules and obligations for all Telecommunication Service Providers
· An environment conducive to the recovery of capital and ability to earn a return on investment.
· Facilities Based Competition


SUMMARY
·
Strong financial performance
· A year of repositioning the business
· Capital restructuring and the IPO
· A new regulatory environment
· Focus on providing total solutions-driven communications
Thank you

Telkom's prices have all declined in real terms because they may not be increased as fast as the rate of inflation

CONNECTION FEE (TELKOM TARIFF = JAN 2000)
[PMG Ed note: Graph not included]

RENTAL FEE (TELKOM TARIFF - JAN 2000)
[PMG Ed note: Graph not included]

ISDN BASIC RATE ACCESS TARIFF IN US$

 

SA

Netherlands

UK BT

Germany

France

Swisscom

Italy

Spain

Average

Rate

31.72

25

69

25

29

41

32

41

36.72



PRIMARY RATES ACCESS TARIFFS IN US$

 

SA

Netherlands

UK BT

Germany

France

Swisscom

Italy

Spain

Average

rate

315.34

253

541

300

441

406

447

729

429.04


COST OF INTERNET ACCESS
[PMG Ed note: Graph not included]

COST OF INTERNATIONAL BANDWIDTH TO THE INTERNET HUBS IN USA & WESTERN EUROPE

 

1997

1998

1999

2000

Distance

8.6

6.6

8.8

3.5

Price/meg

6.9

5

5.5

2

 

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