let me know if you can do it.

let me know if you can do it.


Business Decision Making Assessment 3 50 Marks Business Decision-Making Take Home Assignment. Notes – read these carefully! The report should be prepared based on the five questions below. For each question, include a separate subheading. The report should utilize details provided in the Singtel 2023 annual report, making sure to cite the relevant page numbers, and any other credible references. · At the start of your assignment document, insert your name (Surname, Given Name), and your student number. · Students must use their own words when presenting relevant information taken from the provided annual report, instead of just copying and pasting. · Assignment must be submitted as a PDF or Word document. · Students must submit the completed work through the Assessment 3 link provided under Submission point. · You are required to keep a hard copy of your submitted assignment to re-submit in case the original submission is lost for some reason. · Length of the report should be a maximum of 2000 words (including the reference list).  · Referencing Style: Use Harvard or APA style. Choose either, but be consistent throughout the document, · Use your discretion and judgment and decide how many references you require to provide a well-researched, compelling argument for the reader. · As this is an individual assessment item, students must work on their own and present their individual assignment submission. Singtel, a telecommunications powerhouse, extends its influence to Australia through its subsidiary Optus. As one of the largest telecommunications providers in the country, Optus is integral to Singtel's global footprint. Since Singtel acquired Optus in 2001, the subsidiary has played a crucial role in Australia's telecommunications market, offering a comprehensive range of services, including mobile, fixed-line, broadband, and enterprise solutions. Based on Singtel’s 2023 annual report, along with other references and the content you have learned in Business Decision Making, please answer the following questions. 1. Suppose that you are going to develop a communication plan for Singtel. Explain five elements that you consider important for a communication plan. Using the Sender-Receiver model, identify and explain three elements that can contribute to critical communication failures. 1. How does Singtel aim to utilize effective communication in ensuring employees not only understand strategic objectives but are also motivated to actively contribute to their achievement? Discuss the significance of effective communication in organizational success, focusing on key elements and strategies Singtel can employ to foster a positive and motivating atmosphere while promoting unity and shared purpose among its workforce. 1. How does Singtel approach long-term strategic planning to stay competitive in the telecommunications industry? Can you elaborate on the key elements of Singtel's strategic planning model? 1. How does Singtel integrate emerging technologies into its planning model to stay at the forefront of innovation? What are the examples of how Singtel aligns its technology roadmap with its overall business planning? 1. Analyzing Singtel's annual report, identify and evaluate three key risks faced by the company. Discuss the impact of these risks on the operations of Singtel's strategic planning. What strategies does Singtel employ in its planning model to identify and mitigate potential risks in the dynamic telecommunications landscape? Link to the Singtel’s 2023 annual report: https://www.optus.com.au/content/dam/optus/documents/about-us/media-centre/annual-reports/2023/singtel-annual-report-2023.pdf Since embarking on our strategic reset in 2021 to accelerate growth in the 5G era, our journey has been driven by a common purpose to Empower Every Generation. This shared ambition has brought our people closer together and given greater focus to our transformation to become a more relevant and socially impactful Group. We believe technologies like 5G can bring positive, lasting change for everyone – enriching consumers’ experiences, helping enterprises get ahead in the digital economy and closing digital gaps in our communities. With our expertise and unique assets, we want to open up a world of digital possibilities and keep paving the way for a more sustainable and inclusive future. Our Purpose- Driven Journey Our Strategy and Progress 08 Business Reviews 22 Governance and Sustainability 34 Overview 02 Our Business Footprint 04 Financial Highlights 05 Sustainability Highlights 06 Chairman and GCEO Message 08 Our Strategy and Progress 10 Harnessing the Power of 5G 12 Board of Directors 17 Organisation Structure 18 Management Committee Business Reviews 22 Group CFO Review 24 Consumer Singapore CEO Review 26 Optus CEO Review 28 Group Enterprise CEO Review 30 NCS CEO Review Governance and Sustainability 34 Corporate Governance 76 Investor Relations 78 Risk Management Philosophy and Approach 90 Sustainability CONTENTS Performance 98 Group Five-year Financial Summary 102 Group Value Added Statements 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 143 Notes to the Financial Statements Additional Information 245 Interested Person Transactions 246 Further Information on Board of Directors 250 Additional Information on Directors Seeking Re-election 260 Further Information on Management Committee 264 Key Awards and Accolades 267 Shareholder Information 269 Corporate Information 270 Contact Points Scan QR Code to view the Singtel Annual Report 2023 online. View Online 1 Our Business Footprint 81% Underlying net profit from operations outside Singapore > 770m Deep customer relationships and insights, with mobile customers in 21 countries ASIA’S LEADING COMMUNICATIONS TECHNOLOGY GROUP We are based in a dynamic region that is primed to be the fastest-growing digital economy. Guided by our purpose to empower people and businesses through technology, our talented teams are accelerating digital innovation across our markets. Together with Optus and our regional associates Airtel, AIS, Globe and Telkomsel, we focus on growing our digital capabilities and breaking new ground in emerging technologies such as 5G. 46% of our people are based out of Singapore 2 O VERVIEW G O VERN AN C E AN D SU STAIN ABILITY PERFO RM AN C E FIN AN C IALS AD D ITIO N AL IN FO RM ATIO N BU SIN ESS REVIEW S Ordinary shares 24.99% An investor in telcos, media and technology THAILAND AUSTRALIA Mobile customers 10.4m Broadband customers 1.3m SINGAPORE Mobile customers 4.3m Broadband customers 0.7m INDONESIA Effective interest 35.0% Mobile customers 151m PHILIPPINES INDIA, SOUTH ASIA, AFRICA Effective interest 29.4% Mobile customers India: 335m South Asia: 3.1m Africa: 140m Broadband customers India: 6m Notes: (1) Based on direct equity interest only. (2) Singtel has an economic interest of 46.8% in Globe. All figures at 31 March 2023 unless otherwise stated. Ordinary shares 23.3% (1) Mobile customers 46.1m Broadband customers 2.3m Voting shares 22.3% (2) Mobile customers 84.2m Broadband customers 2.3m 3 Financial Highlights Notes: (1) On constant currency basis, excluding NBN migration revenue and Amobee in prior comparative period FY2022. (2) On constant currency basis. (3) Includes additional payout of 5.0 cents per share from the assets that the Group recycled in FY2023. (4) Excluding Optus goodwill. With Optus goodwill, Group return on invested capital would be 5.9% and 5.4% in FY2023 and FY2022 respectively. FY2023 FY2022 YOY Change (%) Operating Revenue (S$m) Share of Associates’ Pre-Tax Profits (S$m) EBIT (S$m) Underlying Net Profit (S$m) 2,225 2,053 3,399 2,287 14.9 8.3 8.5 14,624 1,949 1,923 3,181 2,136 9.3 7.3 7.3 15,339 Net Profit (S$m) Dividend Per Share (S cents) Return on Invested Capital (4) (%) Return on Equity (%) 5 (+ 5) (1) 7 (+ 13) (2) 7 (+ 11) (2) 7 (+ 11) (2) 14 (+ 19) (2) 60 (3) 1.0 percentage point 1.2 percentage points 4 Sustainability Highlights OVERVIEW G O VERN AN C E AN D SU STAIN ABILITY PERFO RM AN C E FIN AN C IALS AD D ITIO N AL IN FO RM ATIO N BU SIN ESS REVIEW S Notes: (1) Ookla Speedtest Awards Q1 – Q4 2022. (2) Opensignal 5G Global Mobile Network Experience Awards. (3) The Clean200 report ranks large publicly listed global companies by their total clean energy revenues. Creating value for customers > 770m > 95% #1 mobile customers connected across the Group 5G standalone coverage in Singapore for 5G download speeds in Singapore(1) and Australia(2) Minimising environmental impact 11% 2,363MWh Top 100 reduction in scope 1 and 2 absolute emissions of renewable energy generated in FY2023 on the Clean200 list by Corporate Knights and As You Sow(3) Advancing diversity, equity and inclusion and building a future- ready workforce > 30% ~ S$22m > 3,000 of staff, management and board are women invested in training our people in Singapore and Australia employees reskilled to new roles Uplifting communities > S$54m > 35,000 #1 raised for the Singtel Touching Lives Fund since 2002 volunteering hours to support our communities SEA company in 2023 Digital Inclusion Benchmark by World Benchmarking Alliance 5 Chairman and GCEO Message Lee Theng Kiat Chairman Dear Shareholders, It has been a year of recovery and progress despite uncertainties in the macroeconomic environment. The lifting of travel restrictions around the world sounded an official end to COVID-19 and its profound disruptions. This set the scene for a broad-based economic recovery and the return of international travel. Against this backdrop, our business has come back strong, while we pivoted assertively into new areas of growth, as economies continue to undergo rapid digitalisation. Our FY2023 net profit grew 14% to S$2.23 billion, allowing us to make a total dividend payout of 14.9 cents per share. Reinvigorating our core business As economies around the world roared back to life and companies accelerated their digital transformation post-pandemic, we were well- positioned to capture the tailwinds of digitalisation and positive upside. Mobile growth across Singapore and Australia returned, with a similar trend experienced by our regional associates, particularly Airtel in India. Add to this the growth of our ICT business – our core businesses saw a strong 15% EBIT growth. Our 5G leadership helped to reinvigorate our core businesses – a key reason why we were voted the strongest brand in Singapore for the second straight year and the sixth strongest telco brand globally by Brand Finance. In Singapore, we achieved standalone 5G nationwide coverage, three years ahead of regulatory targets, effectively making Singapore the first country in the world to be fully covered by this next-generation wireless technology. Hitting this critical milestone has given us a head start in commercialising 5G. Not only are our customers enjoying faster speeds and better connectivity when using their mobile devices, we have begun helping enterprises to innovate and grow by exploiting the full capabilities and best applications that 5G can offer. Importantly, with our 5G infrastructure in place, Singapore can step confidently into its next phase of growth as a global smart nation. In Australia, Optus has switched on its 3,000th 5G site this year as it expands its national 5G coverage, while establishing the fastest mobile speeds in the country for the third year running. Restructuring for growth Consistent with our ongoing strategic reset, we further reorganised our structure to reposition the Group for growth. In Singapore, we consolidated our consumer and enterprise businesses into a single operating unit to drive synergies, productivity and cost savings at the country level. This follows a similar move in 2022, when we transferred the management of Optus Enterprise to Australia, effectively giving Optus more operational autonomy to respond to market changes and compete more effectively. We’ve recently established a standalone infrastructure unit called Digital InfraCo to better unlock the latent value of our portfolio of quality assets that includes our regional data centre business, our carrier businesses in subsea cable and satellite, as well as Paragon, our all-in-one platform for 5G MEC and cloud orchestration. This restructuring began in 2021 when our ICT arm NCS was empowered to accelerate its expansion into Asia-Pacific as an autonomous business unit. NCS has since expanded and regionalised with a 12,000-strong workforce, a footprint that extends to Australia and sales bookings of some S$3.2 billion. We believe these moves will accelerate the Group’s pace of growth, particularly in areas where we have a right to play. The Digital InfraCo, for instance, will build on our portfolio of data centres in Singapore with new date centres in Thailand and Indonesia coming online by 2025. Together with a 58MW project at Tuas in Singapore, the new builds will more than double our capacity to 155MW in the next three years. Recycling capital to invest in growth Besides reinvigorating our core and