Mtc annual report 2006
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The document is MTC's 2006 annual report. It highlights that 2006 was a record breaking year for MTC, exceeding $4.17 billion in revenues, $2 billion in EBITDA, $1 billion in net profit, and surpassing 27 million active customers. Key events of 2006 included MTC fully acquiring Mobitel in Sudan for $1.3 billion, expanding into that market, and acquiring a 65% stake in Nigeria's Vee Networks for $1.005 billion, expanding into Africa's most populous nation. The acquisitions helped further MTC's vision of becoming a top 10 global telecommunications provider.
![group highlights
share price evolution
Quarterly tele.kw 31/12/2002 - 31/03/2007 (R|Y)
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2003 2004 2005 2006 2007
[KSE Ticker: TELE, RIC:TELE.KW; Bloomberg Code: TELE.KK]
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CAGR: Compound Annual Growth Rate
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![Middle East Region:
MTC’s Middle Eastern region is the company’s core. The company has evolved
2006 overview from its Kuwaiti roots in the Gulf region and has underwent its preliminary
expansion process by acquiring Fastlink in Jordan and by winning the second
middle east
license in Bahrain, a license in Iraq and a management contract in Lebanon. Later
on, in 2006, MTC further expanded its presence in the region by acquiring the full
stake in Mobitel in Sudan.
MTC Group had a total of 10.167 million customers in the Middle East at the end of
2006, reflecting an increase of 49% compared to the previous year. The customers
in the Middle Eastern region accounted for 37% of MTC’s total customer base of
27.037 million. The largest contributor to the region’s customer base was Iraq
(32% of region), followed by Sudan (27%), Jordan (19%), Kuwait (14%), Lebanon
(6%) and Bahrain (2%). The market with the highest postpaid ratio was Kuwait
(26%) followed by Lebanon (24%) and Bahrain (20%).
MTC’s Middle East region raked in revenues totaling US$2,116 million at the end of 2006,
an increase of 63% compared to 2005. The revenues of the Middle East region accounted
for 51% of MTC’s total revenues of US$4,167 million. The largest source of revenues of the
region was Kuwait (37%), followed by Sudan (33%), Jordan (22%), Bahrain (5%) and
Lebanon(3%). Revenues of MTC Atheer in Iraq are not consolidated with the Group.
MTC-Vodafone [Kuwait]
MTC-Vodafone Kuwait, the group’s flagship operation and its main source of
revenues, was established in 1983. Currently there is only one peer in Kuwait –
Wataniya – which received a GSM license in 1999 and started operations in 2000.
However, the government of Kuwait has announced its intentions to further
liberalize the market by issuing a license for a 3rd entrant most likely during 2007.
Such a decision follows a draft legislation approved by the Financials Affairs
colors Committee which was approved in May 2004.
MTC’s Kuwait operation had a total of 1.46 million active customers by year end
2006, representing a 10% increase in active customers compared to 2005. The
operation’s customers accounted for 5% of MTC’s total customer base in the
Middle East and Africa regions. MTC-Vodafone Kuwait’s 2006 revenues reached a
record US$809 million, an increase of 13% compared to 2005. The operation’s
revenues accounted for 19% of MTC’s total – the largest single source of revenues.
Additionally, EBITDA increased by 26% compared to 2005 and reached US$540 million.
MTC-Vodafone Kuwait had a high ARPU of $65 in 2006.
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![In 2006, MTC-Vodafone Kuwait was covering 100% of the population and 99% of reached US$254 million. Fastlink had an ARPU of $17 in 2006. The operation was able
the Kuwaiti territory. The operation added coverage to Qairawan, Saad Al Abdullah to hold the lion market share in subscribers (53%) and revenues (62%) even though
and Abdullah Al Mubarak districts by adding 123 new Microcells, 52 Macro sites the 4th new mobile operator fully integrated into the market in 2006.
(2G), TRM sites and 542 (3G) sites.
Fastlink has maintained its coverage of 99% of populated areas and has the best
The operation began offering brand new services such as video call. The service quality indicators in the market through its 1,430 base stations across the country.
was launched at the 4th annual distributors’ exhibition and more than 50,000 The company deploys GSM 2, 2.5 (GPRS) and 2.75 G (EDGE) technologies. Fastlink
subscribed to the video call service in the first launching week, thus further has started the deployment of Fiber Optic transmission technology in the backbone
branching out MTC-Vodafone Kuwait’s revenue stream into various value-added and is offering international voice services.
services. Additionally, MTC-Vodafone Kuwait launched Wiyana (With Us) in
February, PC Data Card in November and HSDPA in December 2006. MTC-Vodafone [Bahrain]
MTC-Vodafone Bahrain, the group’s second regional operation, won the license to
Fastlink [Jordan] develop the second GSM network in April 2003 and launched its services in
Jordan’s Fastlink, is the group’s first regional operation, and was acquired in January December 2003 – at the time the fastest deployment in the Middle East. Currently
2003 for US$423.9 million. Currently there are three other peers in Jordan in what is there is only one peer in Bahrain – the incumbent company. Bahrain has the highest
considered to be one of the most liberalized telecom markets in the Middle Eastern mobile penetration rate in the region and is leading the way in offering triple play and
region. It is important to note that the Telecommunications Regulatory Commission Wi-Max services. The country’s telecommunications landscape enjoys fully
(TRC) of Jordan has issued a consultation paper on introducing Mobile Virtual liberalized fixed line, cellular and data markets and is supervised by a fully
independent regulator: the Telecommunications Regulatory Authority.
MTC’s Bahrain operation had a total of 233,000 active customers by year end 2006,
representing a 35% increase in active customers compared to 2005. The operation’s
customers accounted for a mere 1% of MTC total customer base in the Middle East
and Africa regions. MTC-Vodafone Bahrain’s 2006 revenues reached a record
US$107 million, an increase of 53% compared to 2005. The operation’s revenues
accounted for 3% of MTC’s total consolidated revenues. Additionally, EBITDA
increased by an amazing 125% compared to 2005 and reached US$36 million. MTC-
Vodafone Bahrain had an ARPU of $31 in 2006.
Regardless of its population size, the Bahraini operation is of high importance to
MTC due to its potential to test-pilot new technologies and opportunities. The
operation has so far led the way in terms of technological innovations. As an
example, MTC-Vodafone Bahrain launched the region’s first new high speed 3.5G
service in May 2006 and acquired the US$14.58 million license for nationwide Wi-
Max deployment, which is expected to be in service by the second half of 2007.
Previously, the operation was the first to launch 3G and an EDGE nationwide network in
the Middle East (December 2003), first to launch Live TV to Mobile in the Middle East (July
2004) and the first to launch Ring Back Tune in the Middle East (2005). MTC’s Bahraini
Network Operators (MVNOs); has begun auctioning and awarding Wi-Max licenses; operation also offers other pioneering services such as Location Based Services (LBS),
and is aggressively pushing for the implementation of Mobile Number Portability, Blackberry, SMS & MMS Information Channels and BLife Bulk Messaging.
Carrier Selection and Career Pre-Selection.
MTC Atheer [Iraq]
In February 2006, Fastlink signed an amended license agreement with the TRC The 2-year license for MTC Atheer was acquired in December 2003 to initially cover
extending its operations for another 15 years. The renewal came as part of measures the Southern region of Iraq. Two other peers had won similar licenses to cover the
to transfer non-category licensees to the integrated regulatory and licensing central and northern parts of Iraq. Later on, the coverage of MTC Atheer was
framework, whereby application becomes an optional choice. expanded to the whole country and it is expected that the CMC will award four 15-
year GSM licenses in 2007. However, these licenses were expected to be awarded by
MTC’s Jordan operation had a total of 1.961 million active customers by year end 2006, end of 2006, but due to the security situation in Iraq, Iraqi authorities have so far
representing a 12% increase in active customers compared to 2005. The operation’s deferred the bidding process until conditions settle in order to attract more bidders.
customers accounted for 7% of MTC’s total customer base in the Middle East and In any case, MTC will remain in Iraq as it has clearly expressed its interest in bidding
Africa regions. Fastlink’s 2006 revenues reached US$485 million, an increase of 6% for a long-term license.
compared to 2005. The operation’s revenues accounted for 12% of MTC’s total MTC’s Iraq operation had a total of 3.198 million active customers by year end 2006,
consolidated revenues. Additionally, EBITDA increased by 5% compared to 2005 and representing a record 198% increase in active customers compared to 2005 – or
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![2.125 million additional customers. It is noteworthy to state that in 2006 MTC Atheer MTC Touch introduced several new services in 2006, namely Credit Transfer in
has become the leading operator in Iraq, holding a market share of 36%. The November, Prepaid SMS Roaming for the Kingdom of Saudi Arabia in December and
operation’s customers accounted for 12% of MTC total customer base in the Middle GPRS Roaming and International MMS agreements with Fastlink in May and December.
East and Africa regions. MTC Atheer’s 2006 revenues reached a record US$351
million, an increase of 142% compared to 2005. The operation’s revenues are not Mobitel [Sudan]
consolidated with MTC’s total revenues. EBITDA increased by 75% compared to In February 2006, MTC acquired 100% of Mobitel in a deal valued at US$1.332 billion.
2005 and reached US$114 million. MTC Atheer had an ARPU of $14 in 2006. Initially, Celtel owned 39% of Mobitel when it acquired the stake in March 2001. Sudan
MTC Atheer covered over 60% of the Iraqi population by end of 2006 and is rolling is considered one of Africa’s strategic countries with massive potential, high economic
out to cover four main governorates in Northern Iraq. The operation has added 238 growth and a large population of some 40 million. As an example, it is expected that
sites in 2006, extending its network to 1,004 sites. With 99% of its customers being the penetration of Sudan will reach 50% by 2011. Sudanese authorities have licensed
prepaid, the operation has the highest prepaid ratio of customers in the Middle East. three other peers to operate mobile networks, one of which has solely a CDMA license
MTC Atheer will soon be launching GPRS and MMS services to all its customers.
MTC Touch [Lebanon]
In June 2004, MTC won a 4-year management contract to operate one of Lebanon’s two
GSM operations. Rebranded as MTC Touch, MTC has developed the Lebanese operation
to its full potential in hope that it will be added to the Group’s portfolio as soon as the
Government undergoes the process of privatization and liberalization. The first step to
this process was taken when the Regulatory Authority Board was announced. However,
this board has not yet started its official involvement in the telecom sector of Lebanon.
MTC’s Lebanon operation had a total of 560,000 active customers by year end 2006,
representing a 10% increase in active customers compared to 2005. The operation’s
customers accounted for some 2% of MTC’s total customer base in the Middle East
and Africa regions. MTC Touch’s 2006 revenues reached US$58 million, an increase
of 7% compared to 2005. The operation’s revenues accounted for 1% of MTC’s total
(Sudani), another which has solely a GSM license (Areeba) and the last which now has
both (Canar). Even though the 3rd peer entered the market in 2006, Mobitel was able
to keep a significant leading position with nearly 60% market share.
MTC’s Sudan operation had a total of 2.754 million active customers by year end
2006, accounting for over 10% of MTC’s total customer base in the Middle East and
Africa regions. The operation was able to add some 950,000 customers in 2006.
Mobitel’s 2006 revenues reached US$708 million. The operation’s revenues
accounted for 16% of MTC’s total revenues. Additionally, EBITDA reached US$415
million. Mobitel also had an ARPU of $25 in 2006.
MTC will develop the Mobitel operation by expanding its network capacity and
coverage – one of the current weak points of Sudan’s mobile sector. In 2006, Mobitel
completed over 30 projects to upgrade infrastructure, expand coverage, improve
customer service, restructure the management team and overhaul the company’s
commercial offers. Throughout the year, Mobitel increased its population coverage
revenues. Additionally, EBITDA increased by 57% compared to 2005 and reached from 32% in 2005 to 45% in 2006 through the addition of 257 new sites.
US$11 million. MTC Touch has one of the highest ARPU’s in the region. All the In the third quarter of 2006, Mobitel introduced several new packages including
disclosed revenues are those from the management contract and not the total eeZee, a validity prepaid service which alone attracted over 750,000 new customers;
revenues of the operation which are collected by the Government of Lebanon. and handset bundles with 10 leading handset models which attracted an additional
In 2006, MTC Touch faced a month-long war which affected the entire nation, people, 150,000 customers in quarter four. Mobitel also launched GPRS in 2006 and
network and employees. However, the entire network was up and running throughout underwent significant price reductions on all packages as well as international pricing.
the conflict thanks to the determination of MTC Touch’s employees. In terms of It is important to note that Mobitel hired 300 new employees in Sudan, increasing
geographic coverage, MTC Touch was able to fill coverage gaps in 15 sites according headcount from 580 in 2005 to 870 in 2006. Additionally, the company increased revenues
to budget approval by the Ministry of Telecommunications of Lebanon. The 15 sites of private sector partners including distributors, subcontractors, media and other telecom
covered several towns on the coastal road in the North and South, a couple towns in carriers by more than 92%. Similarly, government revenues from Mobitel increased by
the Bekaa valley, some areas in Beirut and a few towns in Mount Lebanon. 34% during 2006, thus significantly enhancing community income and the country’s GDP.
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![launching projects that contribute to the development of several sectors through
education, sports, health, art and culture.
Among Fastlink’s CSR activities in 2006 were several initiatives in the educational
sector such as the increase in educational grants to 41 annual grants benefiting 20
corporate social
poverty pockets around Jordan. This initiative was the continuation of Fastlink’s
Education Fund launched in 2004 which provides educational grants to gifted,
underprivileged students. 2006 also witnessed the launch of a series of digital
centers in Jordan and Palestine with the aim of advancing economic and social
responsibility reforms through introducing technology into all segments of society. The digital
centers are aimed at developing human resources and enhancing skills of individuals
in the ICT sector. Fastlink also sponsored the National Children’s Museum of Jordan,
one of the first interactive museums in the Kingdom providing a breakthrough in
early childhood learning and education. Fastlink also opened a Mobile
Communication Laboratory at the Jordan University for Science and Technology.
In the health field, Fastlink continued to dispatch its highly successful Mobile Clinic
to rural areas. This program - launched in 2002 - provides rural children with free
medical care and consultation. Fastlink also continued its annual fund raising
campaign in support of the King Hussein Cancer Center.
Moving Forward In the fields of Youth and Sports, Fastlink has become one of the main sponsors of
MTC believes that a well-focused Corporate Social Responsibility (CSR) strategy is
football in Jordan. As part of an on-going initiative to enhance the skills and talents
the hallmark of a truly great company. Currently, all our CSR related activities are
of the young launched in 2004, Fastlink has sponsored football tournaments known
undertaken at the level of the operating companies across Africa and the Middle-
as “Harat Fastlink”. Fastlink also continued its support for basketball through the
East. With the recent launch of CSR at a Group level, we will be able to have an
Jordanian basketball team which reached the prestigious Asian Cup in June 2006.
even greater impact by acting as one team, by clarifying our priorities and
In support of social development and the community, Fastlink launched an
communicating them even more effectively.
emergency aid fund in cooperation with the Ministry of Social Development which
The first step to this new strategy will be to listen and learn from the experience
provides assistance to underprivileged families. Fastink also continued its annual
and knowhow of our existing CSR departments, while unifying our approach to
tradition of serving iftar meals to the poor during the holy month of Ramadan in
reach shared goals. The aim for 2007 will be to focus on a single comprehensive
five of the Kingdom’s governorates.
CSR strategy for the Group and its operations in order to enhance the effectiveness
of the resources and finances allocated to MTC’s CSR program.
MTC-Vodafone [Bahrain]
In 2006, MTC’s Middle Eastern operations focused their CSR activities in the fields
MTC Vodafone Bahrain’s principal activity was the extremely successful
of Health, Education, the Community and the Environment. MTC’s African
sponsorship (BD 310,000) and support of the branded MTC Vodafone e-learning
subsidiary, Celtel International, primarily focused on Education and Health
center at the University of Bahrain – a highly advanced technological center
through its successful Build.Our Nation. program.
developed in cooperation with the University of Bahrain. The centre’s purpose is to
Here is what each of our operators’ CSR activities achieved:
provide students with advanced web-based learning tools and to promote the
culture and concepts of e-learning. The centre will cater to nearly 17,000 students
MTC-Vodafone [Kuwait]
and faculty on an annual basis.
MTC Kuwait’s aim in 2006 was to form a bond with the community and sponsor
Additionally, more than BD 200,000 was allocated for various day care centers that
programs that would create a sustainable impact on society and establish a legacy
are sustaining support services for children with special needs. For example, Al
of goodwill for MTC across Kuwait. Underpinning all the activities that were
Wafa Center assists the development of children who suffer with autism; Al Rahma
undertaken was the desire to have a meaningful and sustainable impact. A key
Center provides comprehensive services and programs for severely mentally
activity in 2006 was the partnership with Loyac and Injaz, the Middle Eastern arm of
disadvantaged children in the form of regular day care. Bahrain Down Syndrome
the world renowned Junior Achievement Program, a non-profit economic education
Society provides direct and indirect support to individuals with Down Syndrome
organization teaching youth about free enterprise, business, and employment. The
plus their parents and families, Sneha Centre, Prince Sultan for Children with
program encompasses sustainability which is key to corporate responsibility.
hearing impairment and much more.
As part of its endeavor to support health care, MTC Kuwait supported the “Beit
Under the banner of Back to School Festival, MTC-Vodafone distributed for the third
Abdallah” a home for children with cancer. In doing so, MTC Kuwait was able to
consecutive year more than 50,000 school bags to students in the 5 governorates
bring attention to the plight of children with cancer and the efforts to alleviate their
of the Kingdom of Bahrain.
suffering something that is uncommon in Kuwait.
MTC Atheer [Iraq]
Fastlink [Jordan]
Under very difficult security circumstances in 2006, MTC Atheer was able to
Fastlink’s CSR strategy aims at helping develop Jordan and its citizens. Fastlink
conduct numerous CSR activities in support and aid of Iraq and the Iraqi people
strongly believes in reaching out to communities, supporting national initiatives and
through cultural development, sports and humanitarian support.
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![For the development of culture, MTC Atheer provided sponsorship for the Iraqi students giving them admission to Tanzanian universities. In 2006, this scholarship
National Symphony Orchestra and supported the National Acting group. MTC program was expanded to 16 students majoring in engineering or arts.
Atheer supported the Iraqi Music Group’s participation in the 15th Arab Music Education was selected to be the focus of the Group’s African corporate social
Festival held in Cairo in November 2006. MTC’s Iraqi operation also sponsored the responsibility programme because we believe that the future of Africa depends on
summer course of the Iraqi Music & Ballet School. the children of today and giving them access to educational tools is the best
In sports, the company has been supporting the Iraqi Olympic Football team on an on- investment for the future. By donating books and educational supplies, the “Build.
going basis since 2004 and in 2006 it sponsored the team’s participation in the Doha Asian Our Nation.” programme directly supports the United Nations Millennium
games held in Qatar. The company also sponsored several local teams and sports clubs. Development Goal of ensuring that by 2015, all children everywhere will be able to
In addition, financial support was awarded to several humanitarian organizations complete primary education.
operating in Iraq. For example, sponsorship of the International Day for Orphans as Additional corporate social responsibility programmes in 2006 included providing
well as a blood drive was conducted in 2006. On a medical level, MTC also neonatal and paediatric equipment to DRC’s largest hospital, the General Hospital
sponsored the medical treatment of several patients outside of Iraq. of Kinshasawhere previously there had been insufficient medical equipment to
In the field of education, MTC Atheer sponsored the rebuilding and renovation of handle the number of babies born. Celtel invested US$315,000 in the country to
several universities and also distributed academic material to schools and refurbish roads surrounding the National Technical Centre and to build a bridge
universities in need of such donations. across the Bitshakutshaku River which has made people’s lives better.
In Kenya we were among the first companies to donate
MTC Touch [Lebanon] emergency relief following the famine and floods which
MTC Touch Lebanon’s support of health care was achieved through its sole ravaged many parts of the country, which had left an
sponsorship of a book of children’s quotes named “The Little Book of Love estimated one third of the population without food. With
Quotes” which contributed to treating 200 children, through generating the assistance of the Kenya Red Cross Society Celtel
US$22,695 from sale proceeds which went to the Brave Heart Fund at the AUB donated relief food worth Kshs 20 million (US$ 290,000)
Medical Center, a fund to help children who have Congenital Heart Disease (CHD). to assist 6 million people in 10 districts that were hard hit
In addition, MTC Touch’s community support activities in 2006 included support by the famine. Celtel also donated mobile phone
for several sports events with humanitarian natures; the Tyre International Half handsets and airtime to assist the relief workers in co-
Marathon, the 5km “Run for a Mine-Free Lebanon”, and the annual “Walk with Al ordinating the food distribution exercise. Kenya’s
Younbouh” event organized by Al Younbouh Center for the rehabilitation of President Mwai Kibaki received the cheque to fund relief
mentally disabled young adults. The Al Younbouh event also witnessed the actual activities from Celtel Kenya at his official residence, State
participation of several MTC Touch employees, further implementing CSR activities House, in Nairobi. When receiving the cheque he
through encouraging employees to participate in community benefiting events. commended Celtel and urged other companies to follow
its example. As an additional part of the famine relief
Mobitel [Sudan] effort, Celtel donated a further Kshs 16 million (US$
In January 2006, Mobitel supported the dispatch of a medical convoy to Darfur by 230,000) towards the drilling of boreholes and shallow
a local NGO known as Darfur Organization. Mobitel’s support was in the form of a wells to ease the water shortage in the three worst
cash payment. In late 2005, Mobitel launched the “Mobitel Ambulance Project” effected districts where 71% of households have no
which saw the distribution of 8 branded ambulances to state hospitals. In the access to safe drinking water. Celtel worked in
education field, Mobitel donated 6 wide plasma screens to 6 nationwide partnership with the African Medical Relief Foundation
universities. Mobitel also participated in several community care projects in 2006. (AMREF) to drill the boreholes.
Among these projects were: a water project, a project to construct artesian wells, In Madagascar and Nigeria we made donations worth
a minibus donation to the Deaf and Mute Rehabilitation Center in Khartoum, and more than US$ 350,000 of medicines, food and school
support for Iftar meals during the holy month of Ramadan in student dorms in equipment to communities and children’s charities in the
Khartoum and the North Kordfan States. capital city and the main cities in the provinces through
non-governmental associations and local authorities.
Celtel [14 African nations] We have sponsored toll free lines providing free
Two years ago Celtel’s Build.Our Nation. programme started in Tanzania and since education on HIV/AIDS in Madagascar and Tanzania which has enabled young
then it has been expanded into Burkina Faso, Chad, Democratic Republic of Congo, people to get health information on a confidential basis. In Nigeria we sponsored
Gabon, Kenya, Malawi, Niger, Republic of Congo, Sierra Leone, Uganda and a toll free line for a national charity for guidance and counselling on Breast Cancer.
Zambia. The programme supports government-owned and community schools In the aftermath of Sierra Leone’s civil war, we donated sports equipment, farming
through the donation of books and educational supplies as support for under and cleaning tools to youth organisations in the main towns in four districts
privileged students. This is now Celtel’s flagship corporate social responsibility Kabala, Kailahun, Moyamba and (Pujehun) Zimmi. The tools enabled the youth in
programme and in 2006 the company spent more than US$ 1,000,000 across Africa these towns to engage in farming and to make environmental improvements to
donating books and other school supplies. In some countries our African their villages. In addition, we donated money for the purchase of a mammogram
operations have assisted with the improvement of school buildings and facilities. screening machine at the Connaught Hospital, one of the oldest hospitals in Sierra
In Tanzania, the “Build. Our Nation.” program started a scholarship program to 8 Leone. The machine is the first of its kind in the country.
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![mtc awards
2005 March
May
Dr. Saad Al Barrak chosen as Middle East ICT CEO of the Year [Middle East
Excellence Awards Institute]
MTC Group and Connectiva win Best Revenue Assurance Project Award
[Institute for International Research]
Nov. MTC wins the Infrastructure Deal of the Year award for the MTC/Celtel
transaction [Africa Practice]
Jan. MTC wins the 2005 Emerging Markets Deal of the Year award for the Celtel
2006 May
Sept.
acquisition [Telecom Finance]
Dr. Saad Al Barrak receives Lifetime Achievement Award [Arab Economic Forum]
MTC wins 4 prestigious awards from regional telecom magazine [CommsMEA]:
Best Middle East Mobile Operator of the Year
Best Telecom Deal of the Year
Best Non-Voice Service
Lifetime Achievement Award [Dr. Mohamed Ibrahim of Celtel]
2007 Feb.
Feb.
Dr. Mohamed Ibrahim receives 2007 GSM Association Chairman’s Award
for helping the world to hear Africa’s voice [GSMA]
MTC wins Best Murabaha Deal award [Euromoney]
March MTC Touch Chief Technical Officer Roula Abu Daher wins Middle East ICT
Woman of the Year [Middle East Excellence Awards Institute]
March MTC Kuwait wins ITP’s 2007 Best Operator of the Year award in Kuwait
[Arabian Business Magazine]
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![glossary
Mobile Top Up
GSM [Global System for Mobile Communications] Distribution of scratch cards via SMS instead of physical recharge vouchers.
The most popular standard for mobile phone in the world used by over 2 billion
Me2U
people across more than 212 countries and territories.
Account balance sharing instrument. Powered by user friendly Sim Tool Kit (STK)
application via SMS command.
HSDPA [High Speed Downlink Packet Access]
Upgraded UMTS technique that considerably increases downlink packet data SuperSIM
rates. Current HSDPA deployments support 1.8Mbit/s, 7.2Mbit/s and 14.4Mbit/s. User friendly STK application to all Celtel services. This is to include SMS content,
Further speed grades are planned for the future. Me2U, Who-Called? and Celtel Info. All in a multilingual environment.
UMTS [Universal Mobile Telecommunications Systems] Know.It all.
3rd generation wireless communications system which support high-speed mobile Meaningful SMS based content services offered through the Celtel Branded SIM card.
multimedia services.
Who-called?
3G [3rd Generation] Missed Call Alerts (MCA) notifies subscribers about calls that they don’t know
Mobile telephone network based on the UMTS standard. about as their handsets were powered off or outside network coverage.
Web2SMS
EDGE [Enhanced Data rates for GSM Evolution]
Web2SMS is a mass messaging product that will enable Celtel customers to send
Digital mobile phone technology that increases data transmission rate and reliability
SMS messages from a website. They can generate SMS messages and send them
to accommodate Internet and multimedia services at four times the speed of GPRS. to individual numbers and distribution lists of numbers, using a web interface.
MMS [Multimedia Messaging Services] One4all
Standard for a telephony messaging systems that allow wireless phone users to SIM card based Enhanced Payphone Solution.
send messages containing rich text, images, audio and video content.
One Network
MVNO [Mobile Virtual Network Operator] Service designed to develop to sustain user experience, functionality and visiting
Company without its own telecommunications network that offers public mobile network tariffs for all Celtel East Africa customers while traveling within East Africa.
telephony services by buying the right to use part of its infrastructures from an
already established company. Portal
GPRS/EDGE WAP portal to Celtel Infotainment services.
SMS [Short Message Service]
A telecommunications protocol that allows the sending of “short” (160 characters Access
GPRS/EDGE based Internet access service.
or less) text messages via mobile phones.
Picture Messaging
WAP [Wireless Application Protocol] Person-to-person Picture Messaging enables customers to take pictures with their
Open international standard for mobile phone applications enabling access to the Internet. camera phones and send them to other customers.
Wi-Max [Worldwide Interoperability for Microwave Access] Friends & Family
A standards-based technology enabling the delivery of last mile wireless This option allows prepaid customers to define up to 5 Celtel numbers and get a
broadband access as an alternative to cable and DSL. discount for calls made to these numbers.
104 105
glossary glossary](https://image.slidesharecdn.com/mtcannualreport2006-121205030808-phpapp01/85/Mtc-annual-report-2006-54-320.jpg)
Mtc annual report 2006
- 3. H.H. Sheikh Sabah Al - Ahmed Al - Jaber Al Sabah amir of the state of kuwait H.H. Sheikh Nawwaf Al - Ahmed Al Sabah crown prince H.H. Sheikh Nasser Al - Mohamed Al Sabah prime minister 002 003
- 4. contents key objectives 6 growth of mtc 8 group highlights 10 milestones and highlights 12 mtc presence: middle east & africa 14 board of directors 16 chairman’s message 18 management discussion & analysis 20 2006 overview 24 marketing 60 corporate social responsibility 64 mtc awards 68 consolidated annual financial statements and independent auditors’ report 70 glossary 104 contacts 112 004 005 contents contents
- 7. group highlights share price evolution Quarterly tele.kw 31/12/2002 - 31/03/2007 (R|Y) Line, tele.kw, last trade (last) Price 20/02/2007, 4.18 KWD 3.8 3.6 3.4 3.2 3 2.8 1,200 2.6 1,000 2.4 2.2 2 1.8 1.6 1.4 1.2 .123 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 2003 2004 2005 2006 2007 [KSE Ticker: TELE, RIC:TELE.KW; Bloomberg Code: TELE.KK] Thousands CAGR: Compound Annual Growth Rate US$1= KD 0.289 010 011 group highlights group highlights
- 8. 1983 MTC established as the first mobile telecom company in the region milestones & 1985 1986 Listed on the Kuwait Stock Exchange (KSE) Introduced ETACS in Kuwait: a predecessor of the GSM network highlights 1994 1999 Introduced GSM in Kuwait. One of the 1st to do so in the region Among the 1st to introduce prepaid services in the region 2000 2001 Kuwait mobile market opened up to competition Government of Kuwait reduces stake from 49% to 25% Awarded 2nd GSM license Acquired the remaining 61% Sept., 2002 Branding agreement with Vodafone in Kuwait- operation branded as MTC-Vodafone TM TM in the Kingdom of Bahrain of Mobitel in Sudan Acquired Celtel Feb. 15, 2005 MTC launches a first of its kind research report “Socio- Economic Impact of Mobile Phones in the Arab World” (13 African nations) Awarded GSM license in Iraq madacom Acquired Madacom mobile NIGERIA ® Acquired 65% of Vee Networks in Nigeria Nov. 16, 2005 MTC completes 100% capital increase through rights issue raising US$2.3 billion to fund future expansion in Madagascar Acquired Fastlink – the leading Jordanian mobile operator Awarded Management Agreement in Lebanon May 21, 2006 MTC 1st in the region to launch 3.5G (HSDPA) commercially in Bahrain 2006 MTC signs the general syndication 2003 2004 2005 July 27, 2006 agreement for a US$ 4 billion credit facility that will be used to fund MTC’s future acquisitions and general corporate needs Won bid for 3rd gsm license 70 million customers- $6 billion EBITDA- one Celtel International launched One Network in Tanzania, Kenya and Uganda – in Kingdom of Saudi Arabia of the top 10 mobile operators in the world Sept. 27, 2006 the first ever borderless mobile network in the world allowing customers in East Africa to move freely across geographic borders using local tariff rates and recharge cards without paying for incoming calls. 2007 2011 Oct. 21, 2006 MTC market capitalization exceeds US$15 billion Dec. 13, 2006 MTC raises US$1.2 billion in Murabaha facility from 29 leading international financial institutions MTC launches ACE -an implementation strategy to realize the target of the mtc has evolved from its kuwaiti roots into a leading international Jan. 30, 2007 3x3x3 vision. ACE seeks to extract superior value from existing assets through three main thrusts: Accelerating the growth in Africa; Consolidating the existing assets; and Expanding into adjacent markets. mobile company through the “3x3x3” vision. 012 013 milestones & highlights milestones & highlights
- 9. mtc presence: middle east & africa 014 015 mtc presence mtc presence
- 10. board of directors Mr. Asaad Ahmed Al Banwan Chairman Dr. Saad Hamad Al Barrak Deputy Chairman-Managing Director (CEO) Mr. Mishal Al-Hama’ad Board Member Mr. Abdul Mohsen Al-Faris Board Member Mr. Abdulaziz Yacoub Al Nafisi Board Member Mr. Jamal Ahmed Al Kandary Board Member Sheikh Khalifa Ali Khalifa Al Sabah Board Member 016 017 board of directors board of directors
- 11. In order to achieve further value to its Shareholders, MTC is highly determined to continue its efforts to increase its revenues and profits by continually evaluating foreign mobile telecommunications markets, and seeking the acquisition of promising high value-added operators as well as select new license opportunities. Currently, the Company is weighing several available opportunities that would yield impressive returns to its Shareholders. chairman’s MTC’s performance and accomplishments over the years have enabled the Company to build a solid relationship with local, regional and international financial and banking institutions. This close association has allowed MTC to obtain a US$4 billion (KD1.2 billion) credit facility message from a group of international banks, reflecting the Company’s enviable financial position. The landmark credit facility was also closely followed by a US$1.2 billion (KD347 million) Murabaha facility, showcasing MTC’s intent to diversify its sources of financing. On the human resources level, MTC continues to offer and implement career development programs that are designed in accordance with the most up-to-date international standards in order to keep on attracting national cadres both in Kuwait and the other markets the Company operates in. MTC’s accomplishments in this field has allowed it to be rated as one of the best private sector companies compared to the ratio of employed national labor. To help develop the skills of its employees, the Company has also launched career programs that aim at increasing the levels of performance to its maximum. At last, through well thought out incentive programs linked to employees’ Dear Shareholders, performance, MTC is attempting to secure and embed the loyalty of its staff in order to It gives me great pleasure to convene with you anew for our annual Ordinary General maintain its prominent position locally, regionally and internationally. Assembly meeting of Shareholders. I am pleased to welcome you on behalf of my While adopting a clearly-defined strategy, MTC has confidently looked to the future and colleagues the members of the Board of Directors and all the Company’s employees to has been able to deal with variables as if they were established facts. As we move review MTC’s performance during the fiscal year ended on December 31, 2006. forward, we will continue maintaining our slogans, “Our customers are our first concern Our meeting today comes at a time when our Company’s geographical presence has and “Comprehensive Quality of Services.” expanded to cover 20 countries in the Middle East and sub-Saharan Africa with an active In 2006, MTC has also won several prestigious awards. For example, one the awards won customer base in excess of 27 million. This impressive increase in our customer base is a by the Company considered it to be the best mobile telecom services operator in the direct result of the Board of Directors’ constant adoption of effective strategies that primarily region. Such awards are regarded as certificates of recognition of MTC’s aim at transforming the company’s scope from a regional one into a global one. Our vision is accomplishments over the last four years. to see our Company share ranks with leading international mobile telecommunications companies – a goal that was set by the Board of Directors at the end of 2002. In parallel with its geographical expansion, MTC – as a leading economic entity in Kuwait and all other countries it operates in – has continued increasing its direct and In 2006, MTC has successfully expanded its geographic footprint in low-penetration rate indirect contributions to social, educational, cultural and health events to meet its high and high population markets, namely those of the sub-Saharan region. The Company has standards of a socially responsible corporation. The Company is sparing no efforts in its reinforced its presence in those markets through the acquisition of 100% of Sudan’s attempts to engrave a place for itself in the hearts of all the citizens it reaches. Mobitel and 65% of Nigeria’s V-Mobile. These strategic acquisitions will in turn generate great growth opportunities for MTC; which will undoubtedly lead to further our Company’s On this occasion, I would like to affirm my profound thanks and heartfelt appreciation for your operational performance and, in turn, generate better returns for our Shareholders. support and trust. Your staunch conviction creates the motivation and incentives that enable us to launch projects and compete with great strength. In addition, I would like to thank the Our objectives of profitable geographic expansion and new market penetration are members of the Board of Directors whose directives were vital in guiding us towards being achieved through ambitious strategic planning that we are implementing achieving our objectives. The Executive Management of our Company also deserves a special rigorously and methodically. We base our decisions on detailed feasibility studies and ‘thank you’, as it played a key role in growing MTC to international levels. Our dedicated precise analysis to evaluate the necessary standards for selecting the best prospects employees at all levels are also highly appreciated for their hard work, dedication, loyalty and that achieve the interests of Shareholders and promote the Company’s resources. continuous professionalism in the execution of their duties – thank you. Through the guidance of the Company’s Board of Directors, the dedicated efforts of its Finally, on behalf of the members of the Board of Directors, the Executive Management, Executive Management and employees, as well as the support of our Shareholders, many and all the Company’s staff, I wish to express our profound gratitude and highest accomplishments were recorded during 2006. As an example, MTC’s customer base respects to His Highness the Amir of the State of Kuwait, Sheikh Sabah Al-Ahmed Al- reached 27 million at the end of 2006, compared to 13.7 million at the end of 2005 – a Jaber Al-Sabah, to His Highness the honorable Crown Prince, His Highness Sheikh Nawaf remarkable 98% increase. By the end of 2006, MTC was operating in 20 different countries, Al-Alhmed Al-Jaber Al-Sabah, and to His Highness the Prime Minister Sheikh Nasser Al- making it the fifth biggest telecom company in the world in terms of geographic footprint. Mohamed Al-Ahmed Al-Sabah, may God bless them all. We would also like to express This significant increase in our customer base has once again made MTC one of the fastest our gratitude and respect to the prudent members of our government for their growing telecommunications company in the region and possibly internationally. continuous support to the Kuwaiti national institutions and companies. Hoping that God Financial indicators for 2006 show that net profits reached KD305 million compared to the Almighty would bless us with safety and security. KD182 million in 2005; representing an annual increase of 68%. Additionally, the accumulated operating revenues amounted to KD1.2 billion in 2006 compared to Peace be upon you all! KD580 million the previous year, constituting a 109% year-on-year increase. These record results indicate a tremendous leap in the operational performance of our Asaad Ahmed Al-Banwan Group and its affiliates. These accomplishments are, again, the result of systematic Chairman of the Board planning, sound management and dedicated efforts by our Board of Directors, Executive Administration and the Company’s employees respectively. 018 019 chairman’s message chairman’s message
- 12. management discussion & analysis Management Discussion & Analysis Key Events of 2006 2006 was a record breaking year for the MTC Group: we exceeded US$4.17 billion Consistent with the Group’s vision to in revenues, US$2 billion in EBITDA, US$1 billion in net profit and surpassed the become a global telecommunications 27 million active customers mark – thus exceeding all the targets we set ourselves services provider, MTC actively pursued for the year. These remarkable numbers could only be achieved through the loyalty opportunities for growth through of our customers and the continuous dedication of our 12,700 employees across all acquisitions. In 2006, we successfully the countries we operate in. expanded into two very exciting markets Our vision is to become one of the world’s Top-10 mobile operators by 2011. We in Africa, namely Sudan and Nigeria. have set out to achieve this through three consecutive stages of three years dubbed In February 2006, MTC announced the full acquisition of Mobitel in Sudan in a US$1.3 “3x3x3” which aims at expanding our scope from a regional to an international and, billion transaction, thus increasing its stake from 39% to 100%. Mobitel is Sudan’s finally, to a global presence. In nine years we hope to accomplish goals that took leading mobile operator providing mobile services to close to 2 million customers at the other companies far longer to attain. This ambitious growth strategy, which was time of the acquisition. This important step allowed us to gain equity majority and full adopted in 2003, allowed us to evolve from a single mobile service provider in management control of Mobitel and to incorporate the company’s operations into the Kuwait to a truly international company currently operating in 20 countries in the Group’s consolidated results. Sudan is a competitive, dynamic but underserved market Middle East and Africa with 470 million people under license. and we look forward to offering the people of Sudan the mobile services they deserve. MTC aims at capturing 70% of the addressable market in terms of customers and The second deal occurred in May 2006, when we acquired a controlling stake of segment value. We generate customer growth by providing our services to under- 65% in Nigeria’s third mobile operator, Vee Networks for US$1.005 billion. It penetrated segments in our markets and create value by offering modern solutions increased MTC’s number of customers by some 5.4 million customers at the time of to our existing customers. Our goal is to reach at least 50% market share in the acquisition while allowing us to tap into Africa’s most populous nation with some countries where MTC has a leadership position and obtain a minimum 30% market 140 million people. Prior to MTC’s Nigeria acquisition, there had been substantial share in those where MTC is a challenger. underinvestment in the company’s network. Throughout 2006 we aggressively In 2006, we continued our expansion strategy by exploiting organic growth in our invested in network expansion and within a hundred days re-branded the company existing operations and by exploring new markets through acquisitions. As part of our to Celtel Nigeria thus putting it on a successful path for rapid growth. By the end of ongoing strategy, we have also considered partnerships and green-field opportunities. 2006 we had welcomed approximately 1 million new customers. Our Middle Eastern operations have continued to provide stable high ARPUs while our After these two landmark acquisitions, MTC was present in 20 countries, making it the 5th sub-Saharan African operations have spearheaded our growth ambitions. largest mobile company in the world in terms of geographic footprint – a noteworthy Becoming a truly global mobile player is more than just size and geographical milestone that confirms MTC’s commitment to become one of the Top-10 players in the world. presence. This is why we aim at becoming a global leader by providing world-class On the technology front, we were the first in the region to launch the 3.5G service – services to all our customers, while offering excellent returns to our shareholders one of the world’s fastest wireless broadband access - in Bahrain in May 2006. Once and maintaining a high standard of corporate governance. We achieve all this while again, our Bahrain operation has proven itself to be MTC’s laboratory for new upholding our good relations with our communities through the development of a technologies. In Kuwait, we also introduced HSDPA/3G which allowed us to offer global corporate social responsibility strategy. Additionally, within MTC we have many value-added services. In East Africa, we launched One Network, the world’s first created a people-oriented culture by empowering and rewarding our employees in ever borderless mobile network allowing customers in Uganda, Kenya and Tanzania line with their performance. We encourage and value our employees’ new ideas as to move freely across geographic borders using local tariff rates and recharge cards long as the upsides are clearly measurable. We strongly reward team output, as we without paying for incoming calls. Response by our customers to this new service has promote collaboration among the Group, local operations and functional areas. been extremely positive, thus keeping our promise to making their lives better. 020 021 management discussion management discussion and analysis and analysis
- 13. Financial & Operational Results Future Opportunities MTC’s key performance indicators registered In the first quarter of 2007, MTC along with its consortium partners placed the highest significant growth in 2006, reflecting the Group’s bid (US$6.1 billion) for Saudi Arabia’s third mobile license which also includes 3G and successful implementation of its strategy to yield international gateway opportunities. We are confident that this new market will offer substantial returns to its shareholders. substantial growth and financial potential for the Group in the years to come, especially For the year ending December 31, 2006, the since the license has a 25-years time span. We expect the company to be operational company recorded consolidated revenues of in the first quarter of 2008 subject to the official award of the license by the Council of US$ 4.167 billion, an increase of 109% compared Ministers of the Kingdom of Saudi Arabia. In accordance with legal requirements by the to 2005. During the same period, the Kingdom, MTC will undertake an IPO in the Kingdom’s stock market eventually consolidated EBITDA increased by 78% to reach reducing the company’s ownership stake to 25% while retaining management control. US$2.045 billion, resulting in an EBITDA margin We are also keenly looking to bid for a permanent license in Iraq - where we already have of approximately 50%. The company’s net profit reached a record US$1.051 billion, a 69% increase compared to 2005, representing earnings per share (EPS) of US$0.85, a 36% increase. It is important to note that MTC Vodafone Kuwait represented over 30% of MTC’s total net profit, showcasing the importance of the Group’s first operation. However, by 2011, 70% of MTC’s revenues will emerge from the African continent, again showcasing the importance of our expansion into Africa. In 2006, MTC Group’s strong financial performance was spearheaded by its more mature Middle Eastern operations and an impressive 113% increase in the company’s African revenues, reaching US$2.05 billion. One of the main drivers to the strong financial results of 2006 was the acquisition of the remaining stake in Mobitel and a controlling stake in Vee Networks (V-Mobile). From the date of the acquisition of Mobitel (6 February 2006) and V-Mobile (31 May 2006) the Sudanese and Nigerian operations contributed total revenues of US$1,271 million a leading presence through MTC Atheer. It is expected that the Iraqi Government will and a net profit of US$380 million to the net results of the Group. If both auction licenses in 2007. Additionally, we are looking forward for the Lebanese acquisitions had taken place on 1 January 2006, the Group revenue and net profit Government to move ahead on its privatization program in order to acquire a license in would have been higher by US$415 million and US$57 million, respectively. Lebanon where we already run MTC Touch under a management contract since 2004. In terms of financing activities, it is noteworthy to state that MTC was successful in The MTC Group, through its international subsidiary MTC International, is working arranging a general syndication agreement in July 2006 for a US$4 billion credit towards a primary listing on the London Stock Exchange by the first quarter of 2008. facility to be used to fund the company’s future acquisitions and general corporate This move will transform MTC to a truly global company by welcoming additional needs. In December 2006, the Group also arranged a US$1.2 billion Murabaha international shareholders, while allowing it to tap into new financial resources. facility which was successfully syndicated and oversubscribed. MTC K.S.C.’s stock will continue to be listed on the Kuwait Stock Exchange. In parallel, the Group’s managed customer-base increased by 98% compared to At last, MTC will fully implement its new strategy known as “ACE” which will drive 2005 to reach more than 27 million active customers. In 2006, MTC’s operation in the company’s “3x3x3” vision. “ACE” seeks to extract superior value from existing Iraq – MTC Atheer – was once again the fastest growing operator of the group, assets through three main thrusts: Accelerating the growth in Africa; Consolidating registering a remarkable 198% increase in customers. All in all, MTC’s African the existing assets; and Expanding into adjacent markets. operations, through Celtel International, registered a 147% increase in customers Based on organic growth and through “ACE”, MTC’s new goals by end of 2011 are while its Middle Eastern operations registered a 49% increase compared to 2005. to serve 70 million customers, attain a US$6 billion EBITDA and become one of the Out of the 20 countries where MTC operates in, 14 subsidiaries are consistently the top 10 mobile operators in the world. leading operators while 5 are in second position; reflecting the company’s core Dr. Saad Hamad Al Barrak strategy to be the leader in the markets it serves. Deputy Chairman – Managing Director 022 023 mmanagement discussion management discussion and analysis and analysis
- 14. 2006 overview mtc group 26 mtc middle east 28 diversity mtc africa 38 mtc western africa 40 mtc eastern & southern africa 46 mtc central africa 54 024 2006 overview
- 18. Middle East Region: MTC’s Middle Eastern region is the company’s core. The company has evolved 2006 overview from its Kuwaiti roots in the Gulf region and has underwent its preliminary expansion process by acquiring Fastlink in Jordan and by winning the second middle east license in Bahrain, a license in Iraq and a management contract in Lebanon. Later on, in 2006, MTC further expanded its presence in the region by acquiring the full stake in Mobitel in Sudan. MTC Group had a total of 10.167 million customers in the Middle East at the end of 2006, reflecting an increase of 49% compared to the previous year. The customers in the Middle Eastern region accounted for 37% of MTC’s total customer base of 27.037 million. The largest contributor to the region’s customer base was Iraq (32% of region), followed by Sudan (27%), Jordan (19%), Kuwait (14%), Lebanon (6%) and Bahrain (2%). The market with the highest postpaid ratio was Kuwait (26%) followed by Lebanon (24%) and Bahrain (20%). MTC’s Middle East region raked in revenues totaling US$2,116 million at the end of 2006, an increase of 63% compared to 2005. The revenues of the Middle East region accounted for 51% of MTC’s total revenues of US$4,167 million. The largest source of revenues of the region was Kuwait (37%), followed by Sudan (33%), Jordan (22%), Bahrain (5%) and Lebanon(3%). Revenues of MTC Atheer in Iraq are not consolidated with the Group. MTC-Vodafone [Kuwait] MTC-Vodafone Kuwait, the group’s flagship operation and its main source of revenues, was established in 1983. Currently there is only one peer in Kuwait – Wataniya – which received a GSM license in 1999 and started operations in 2000. However, the government of Kuwait has announced its intentions to further liberalize the market by issuing a license for a 3rd entrant most likely during 2007. Such a decision follows a draft legislation approved by the Financials Affairs colors Committee which was approved in May 2004. MTC’s Kuwait operation had a total of 1.46 million active customers by year end 2006, representing a 10% increase in active customers compared to 2005. The operation’s customers accounted for 5% of MTC’s total customer base in the Middle East and Africa regions. MTC-Vodafone Kuwait’s 2006 revenues reached a record US$809 million, an increase of 13% compared to 2005. The operation’s revenues accounted for 19% of MTC’s total – the largest single source of revenues. Additionally, EBITDA increased by 26% compared to 2005 and reached US$540 million. MTC-Vodafone Kuwait had a high ARPU of $65 in 2006. 033 2006 overview
- 19. In 2006, MTC-Vodafone Kuwait was covering 100% of the population and 99% of reached US$254 million. Fastlink had an ARPU of $17 in 2006. The operation was able the Kuwaiti territory. The operation added coverage to Qairawan, Saad Al Abdullah to hold the lion market share in subscribers (53%) and revenues (62%) even though and Abdullah Al Mubarak districts by adding 123 new Microcells, 52 Macro sites the 4th new mobile operator fully integrated into the market in 2006. (2G), TRM sites and 542 (3G) sites. Fastlink has maintained its coverage of 99% of populated areas and has the best The operation began offering brand new services such as video call. The service quality indicators in the market through its 1,430 base stations across the country. was launched at the 4th annual distributors’ exhibition and more than 50,000 The company deploys GSM 2, 2.5 (GPRS) and 2.75 G (EDGE) technologies. Fastlink subscribed to the video call service in the first launching week, thus further has started the deployment of Fiber Optic transmission technology in the backbone branching out MTC-Vodafone Kuwait’s revenue stream into various value-added and is offering international voice services. services. Additionally, MTC-Vodafone Kuwait launched Wiyana (With Us) in February, PC Data Card in November and HSDPA in December 2006. MTC-Vodafone [Bahrain] MTC-Vodafone Bahrain, the group’s second regional operation, won the license to Fastlink [Jordan] develop the second GSM network in April 2003 and launched its services in Jordan’s Fastlink, is the group’s first regional operation, and was acquired in January December 2003 – at the time the fastest deployment in the Middle East. Currently 2003 for US$423.9 million. Currently there are three other peers in Jordan in what is there is only one peer in Bahrain – the incumbent company. Bahrain has the highest considered to be one of the most liberalized telecom markets in the Middle Eastern mobile penetration rate in the region and is leading the way in offering triple play and region. It is important to note that the Telecommunications Regulatory Commission Wi-Max services. The country’s telecommunications landscape enjoys fully (TRC) of Jordan has issued a consultation paper on introducing Mobile Virtual liberalized fixed line, cellular and data markets and is supervised by a fully independent regulator: the Telecommunications Regulatory Authority. MTC’s Bahrain operation had a total of 233,000 active customers by year end 2006, representing a 35% increase in active customers compared to 2005. The operation’s customers accounted for a mere 1% of MTC total customer base in the Middle East and Africa regions. MTC-Vodafone Bahrain’s 2006 revenues reached a record US$107 million, an increase of 53% compared to 2005. The operation’s revenues accounted for 3% of MTC’s total consolidated revenues. Additionally, EBITDA increased by an amazing 125% compared to 2005 and reached US$36 million. MTC- Vodafone Bahrain had an ARPU of $31 in 2006. Regardless of its population size, the Bahraini operation is of high importance to MTC due to its potential to test-pilot new technologies and opportunities. The operation has so far led the way in terms of technological innovations. As an example, MTC-Vodafone Bahrain launched the region’s first new high speed 3.5G service in May 2006 and acquired the US$14.58 million license for nationwide Wi- Max deployment, which is expected to be in service by the second half of 2007. Previously, the operation was the first to launch 3G and an EDGE nationwide network in the Middle East (December 2003), first to launch Live TV to Mobile in the Middle East (July 2004) and the first to launch Ring Back Tune in the Middle East (2005). MTC’s Bahraini Network Operators (MVNOs); has begun auctioning and awarding Wi-Max licenses; operation also offers other pioneering services such as Location Based Services (LBS), and is aggressively pushing for the implementation of Mobile Number Portability, Blackberry, SMS & MMS Information Channels and BLife Bulk Messaging. Carrier Selection and Career Pre-Selection. MTC Atheer [Iraq] In February 2006, Fastlink signed an amended license agreement with the TRC The 2-year license for MTC Atheer was acquired in December 2003 to initially cover extending its operations for another 15 years. The renewal came as part of measures the Southern region of Iraq. Two other peers had won similar licenses to cover the to transfer non-category licensees to the integrated regulatory and licensing central and northern parts of Iraq. Later on, the coverage of MTC Atheer was framework, whereby application becomes an optional choice. expanded to the whole country and it is expected that the CMC will award four 15- year GSM licenses in 2007. However, these licenses were expected to be awarded by MTC’s Jordan operation had a total of 1.961 million active customers by year end 2006, end of 2006, but due to the security situation in Iraq, Iraqi authorities have so far representing a 12% increase in active customers compared to 2005. The operation’s deferred the bidding process until conditions settle in order to attract more bidders. customers accounted for 7% of MTC’s total customer base in the Middle East and In any case, MTC will remain in Iraq as it has clearly expressed its interest in bidding Africa regions. Fastlink’s 2006 revenues reached US$485 million, an increase of 6% for a long-term license. compared to 2005. The operation’s revenues accounted for 12% of MTC’s total MTC’s Iraq operation had a total of 3.198 million active customers by year end 2006, consolidated revenues. Additionally, EBITDA increased by 5% compared to 2005 and representing a record 198% increase in active customers compared to 2005 – or 034 035 2006 overview 2006 overview
- 20. 2.125 million additional customers. It is noteworthy to state that in 2006 MTC Atheer MTC Touch introduced several new services in 2006, namely Credit Transfer in has become the leading operator in Iraq, holding a market share of 36%. The November, Prepaid SMS Roaming for the Kingdom of Saudi Arabia in December and operation’s customers accounted for 12% of MTC total customer base in the Middle GPRS Roaming and International MMS agreements with Fastlink in May and December. East and Africa regions. MTC Atheer’s 2006 revenues reached a record US$351 million, an increase of 142% compared to 2005. The operation’s revenues are not Mobitel [Sudan] consolidated with MTC’s total revenues. EBITDA increased by 75% compared to In February 2006, MTC acquired 100% of Mobitel in a deal valued at US$1.332 billion. 2005 and reached US$114 million. MTC Atheer had an ARPU of $14 in 2006. Initially, Celtel owned 39% of Mobitel when it acquired the stake in March 2001. Sudan MTC Atheer covered over 60% of the Iraqi population by end of 2006 and is rolling is considered one of Africa’s strategic countries with massive potential, high economic out to cover four main governorates in Northern Iraq. The operation has added 238 growth and a large population of some 40 million. As an example, it is expected that sites in 2006, extending its network to 1,004 sites. With 99% of its customers being the penetration of Sudan will reach 50% by 2011. Sudanese authorities have licensed prepaid, the operation has the highest prepaid ratio of customers in the Middle East. three other peers to operate mobile networks, one of which has solely a CDMA license MTC Atheer will soon be launching GPRS and MMS services to all its customers. MTC Touch [Lebanon] In June 2004, MTC won a 4-year management contract to operate one of Lebanon’s two GSM operations. Rebranded as MTC Touch, MTC has developed the Lebanese operation to its full potential in hope that it will be added to the Group’s portfolio as soon as the Government undergoes the process of privatization and liberalization. The first step to this process was taken when the Regulatory Authority Board was announced. However, this board has not yet started its official involvement in the telecom sector of Lebanon. MTC’s Lebanon operation had a total of 560,000 active customers by year end 2006, representing a 10% increase in active customers compared to 2005. The operation’s customers accounted for some 2% of MTC’s total customer base in the Middle East and Africa regions. MTC Touch’s 2006 revenues reached US$58 million, an increase of 7% compared to 2005. The operation’s revenues accounted for 1% of MTC’s total (Sudani), another which has solely a GSM license (Areeba) and the last which now has both (Canar). Even though the 3rd peer entered the market in 2006, Mobitel was able to keep a significant leading position with nearly 60% market share. MTC’s Sudan operation had a total of 2.754 million active customers by year end 2006, accounting for over 10% of MTC’s total customer base in the Middle East and Africa regions. The operation was able to add some 950,000 customers in 2006. Mobitel’s 2006 revenues reached US$708 million. The operation’s revenues accounted for 16% of MTC’s total revenues. Additionally, EBITDA reached US$415 million. Mobitel also had an ARPU of $25 in 2006. MTC will develop the Mobitel operation by expanding its network capacity and coverage – one of the current weak points of Sudan’s mobile sector. In 2006, Mobitel completed over 30 projects to upgrade infrastructure, expand coverage, improve customer service, restructure the management team and overhaul the company’s commercial offers. Throughout the year, Mobitel increased its population coverage revenues. Additionally, EBITDA increased by 57% compared to 2005 and reached from 32% in 2005 to 45% in 2006 through the addition of 257 new sites. US$11 million. MTC Touch has one of the highest ARPU’s in the region. All the In the third quarter of 2006, Mobitel introduced several new packages including disclosed revenues are those from the management contract and not the total eeZee, a validity prepaid service which alone attracted over 750,000 new customers; revenues of the operation which are collected by the Government of Lebanon. and handset bundles with 10 leading handset models which attracted an additional In 2006, MTC Touch faced a month-long war which affected the entire nation, people, 150,000 customers in quarter four. Mobitel also launched GPRS in 2006 and network and employees. However, the entire network was up and running throughout underwent significant price reductions on all packages as well as international pricing. the conflict thanks to the determination of MTC Touch’s employees. In terms of It is important to note that Mobitel hired 300 new employees in Sudan, increasing geographic coverage, MTC Touch was able to fill coverage gaps in 15 sites according headcount from 580 in 2005 to 870 in 2006. Additionally, the company increased revenues to budget approval by the Ministry of Telecommunications of Lebanon. The 15 sites of private sector partners including distributors, subcontractors, media and other telecom covered several towns on the coastal road in the North and South, a couple towns in carriers by more than 92%. Similarly, government revenues from Mobitel increased by the Bekaa valley, some areas in Beirut and a few towns in Mount Lebanon. 34% during 2006, thus significantly enhancing community income and the country’s GDP. 036 037 2006 overview 2006 overview
- 22. 2006 overview western africa 040 041 2006 overview 2006 overview
- 23. WESTERN AFRICA MTC’s West Africa region is key to the Group’s aspirations of becoming Africa’s 2006 overview leading mobile operator. With a population of more than 169 million people living in the four countries of this region and a low average penetration rate of approximately western africa 10%, the Group has the opportunity to offer the people in West Africa what they want: access to modern telecommunications services. When MTC added Nigeria to its West Africa portfolio in May of 2006 it entered Africa’s most populous country of 136 million people with a huge pent-up demand for mobile telecommunications services. By rebranding the organization to Celtel within 100 days and bringing much needed investment to Nigeria’s third mobile operator, Celtel got off to a flying start in what will soon be Africa’s largest market for telecommunications. On average Celtel added approximately 100,000 new customers a week. In Niger, Burkina Faso and Sierra Leone, Celtel continued to increase coverage and provision new services in these three countries with a low average mobile penetration of approximately 7%. MTC Group had a total of 7.5 million active customers in Western Africa at the end of 2006, reflecting an incredible 980% increase compared to 2005. This was due to the landmark acquisition of the third operator in Nigeria, which alone added 5.4 million customers at the time of the purchase. The customers in the Western African region accounted for 28% of MTC’s total customer base of 27.037 million. By far the largest contributor to the region’s customer base was Nigeria (85%), followed by Burkina Faso (7%), Niger (5%) and Sierra Leone (3%). The market which witnessed the highest growth in 2006 was Niger, with a 78% increase in customers over 2005. Niger is also the nation in the West Africa region which has the highest market share variety at 74%, followed by Burkina Faso and Sierra Leone, at 57% and 56% respectively. MTC’s West African region recorded revenues totaling US$777 million at the end of 2006. The revenues of the West African region accounted for 19% of MTC’s total revenues of US$4,167 million. The largest source of revenues of the region was Nigeria (79%), followed by Burkina Faso and Niger at 8% each and Sierra Leone at 5%. Burkina Faso registered the highest increase in revenues at 45%, followed by Niger with 43% growth. Celtel Burkina Faso Celtel Burkina Faso began operations on 1st of January 2001 using the GSM 900 technology. Currently the company is the leading operator in the country, holding a 56% market share even though there are two other peers offering mobile services. MTC’s Burkina Faso’s operation is considered the country’s pioneer since it was the first to offer international roaming, national and international SMS, 24-hour client services and communal mobile phone service. In 2006, Celtel Burkina Faso had a total of 517,000 active customers, representing an increase of 73% compared to 2005. The operation’s customers accounted for some 2% of MTC’s total customer base in the Middle East and Africa regions. Celtel Burkina Faso’s revenues reached US$61.2 million by end of 2006, an increase of 45% compared to the previous year. EBITDA reached US$28 million and ARPU $13. The operation’s 2006 success was the result of several product and service launches such as the loyalty program (May), Per Second billing (June), Web2SMS (August), and low denomination and electronic vouchers (October). The biggest event of the year was the ‘win a car’ promotion in December which enabled the company to boost acquisition and usage by 55% and 25%, respectively, compared to the monthly average. 043 2006 overview
- 24. Population network coverage was extended from 60% to 73% during 2006. This After the acquisition of the company by MTC, the operation embarked on an corresponds to an additional 81 localities and 74 sites. By the end of 2006, Celtel ambitious integration and transformation processes that led to changes in Burkina Faso’s network was available in 167 localities – the most widely available organizational structure, re-branding and a reorganization project culminating in a network in the country with 55% of the geographic area covered. regionalized structure. The main objective of this re-organization was to increase market share and financial performance through the provision of strong leadership Celtel Niger and commercial capability at the local level. This would enable Celtel Nigeria to Celtel Niger, launched in October 2001, is the market leader in the West African provide its products and services more efficiently to customers across the country country with 397,000 customers by end of 2006 – a 75% market share. The remaining and quickly build awareness of the new Celtel brand. 25% of the market share is split between the country’s two other mobile operators. Niger’s customers represent approximately 1% of MTC total customer base. Celtel Sierra Leone Celtel Sierra Leone, launched in September 2000, is the market leader in the West Niger has one of the lowest penetration rates in Africa, reaching a mere 4% out of a population African nation with 243,000 active customers by end of 2006 – a 56% market of 12.5 million. In 2006, Celtel Niger offered coverage to over 7.8 million people – an increase share. The remaining 44% of the market share is split between three other peers. of nearly 780,000 compared to 2005. The company added 40 base stations to achieve this. Celtel Niger introduced these new services in 2006: Friends&Family in March, Mobile Sierra Leone’s customers represent less than 1% of MTC total customer base. Top-Up in April and Web 2 SMS by end of January. Sierra Leone has a low penetration rate, reaching 9% out of a population of 6 million. In 2006, Sierra Leone’s Telecom Act was passed and a new regulatory body was In 2007, it is possible that there will be one or two new and low-cost entrant(s) in the created. This promises to help further develop the telecom market of the country. market, following the telecom regulator of Niger’s ambition to allow for new licenses. Celtel Sierra Leone added 22 new base stations during the year, allowing for a coverage of 74% of the population. Celtel Nigeria Celtel Nigeria is MTC’s largest operation by number of customers. In May 2006, the MTC Group acquired a majority stake of 65.7% of V-mobile, Nigeria’s third largest mobile operator with a customer base of 5.4 million at the time. Within 100 days the company was re-branded to Celtel Nigeria. Celtel Nigeria has three other peers. In December 2006, the government of Nigeria offered Mubadala Development (UAE) a Spectrum License for 900 and 1800 Mhz. It is expected that the company will commence operations no later than end of 2007, increasing the number of peers to four. In addition, the Nigerian Communications Commission (NCC) introduced the Unified Access Service License (UASL). To maximize this opportunity, Celtel Nigeria applied for and obtained a UASL which authorizes it to provide fixed telephony, national long distance, international gateway and International data access services. Additionally, the NCC has auctioned spectrum in the 2 Ghz bands which can allow for the deployment of 3G. Celtel Nigeria has acquired the spectrum and is expected to selectively launch 3G services soon. Celtel Nigeria had a total of 6.4 million active customers by year end 2006, which represents an increase of 900,000 customers following the acquisition in May of that year. The operation which accounts for 24% of MTC’s total customer base recorded record revenues of US$608.8 million. The operation’s revenues accounted for close to 15% of the Group’s total revenues. 2006 EBITDA for Celtel in Nigeria came to US$221 million since the same time of acquisition. Celtel Nigeria’s average ARPU over 2006 was US $14. By year end 2006, Celtel Nigeria had covered 69% of the population and 35% of the country. This represents coverage of major towns and communities across all 36 states and the six geo-political regions of the vast country. In particular, coverage in the oil- producing state of Bayelsa was significantly expanded during the year, with seven new sites added. At the end of 2006, Celtel Nigeria had 1,951 operational base stations compared with 1,137 the previous year, which represents an increase of 72%. 044 045 2006 overview 2006 overview
- 25. 2006 overview eastern & southern africa 046 047 2006 overview 2006 overview
- 26. EASTERN & SOUTHERN AFRICA MTC’s Eastern and Southern Africa region is where the company, through Celtel, first 2006 overview offered mobile services. With over 143 million people located in the six countries of this region and a low penetration rate, Eastern Africa not only has a major potential eastern & for future growth, but is also a pioneer of new technologies such as the One Network. The economies of the region, especially those of Kenya and Tanzania, have been rapidly increasing due to a budding tourism sector and trade from the agricultural southern africa and horticultural sectors. Additionally, Uganda, with a GDP per capita at US$1,800, witnessed impressive economic growth of 5%. The region’s most populous nations are Tanzania and Kenya, representing half of the total population of the area. MTC Group had a total of 5.93 million active customers in Eastern and Southern Africa at the end of 2006, reflecting an increase of 48% compared to the previous year. The customers in the region accounted for 22% of MTC’s total customer base of 27.037 million. The largest contributor to the region’s customer base was Kenya (33% of the region), followed by Tanzania (25%), Zambia (22%), Uganda (8%), Malawi (6%) and Madagascar (6%). The market which witnessed the highest growth in 2006 was Zambia, with an 89% increase in customers over 2005, closely followed by Malawi (79%) and Uganda (62%). Celtel Madagascar, which was acquired by end of 2005, will experience high growth in 2007 after the strategic development set in place by the management bears fruit. Zambia had the region’s highest market share at 79%. flavors MTC’s Eastern and Southern African region recorded revenues totaling US$652 million at the end of 2006. The revenues of the region accounted for approximately 16% of MTC’s total revenues of US$4,167 million. The largest source of revenues of the region was Zambia (29%), followed by Kenya (27%), Tanzania (26%), Malawi (7%), Uganda (6%) and Madagascar (5%). Zambia registered an impressive increase in revenues in 2006, registering a 111% year-on-year growth in revenues. Celtel Kenya Celtel Kenya was acquired in November 2004 following the takeover of a majority interest in the mobile operator Kencel. There is only one other peer operating in the country and as of December 2006, Celtel's market share stood at 28% in Kenya. In 2006, a third mobile license was awarded to a consortium which were unable to raise the required license fee. The license will be retendered by the Communications Commission of Kenya (CCK). In 2006, Celtel Kenya and its peer were issued an international gateway licenses, allowing the companies to offer integrated services. 049 2006 overview
- 27. Celtel Tanzania Celtel Tanzania, launched in November 2001, is the second largest operator in the Eastern and Southern African country with a 33% market share. The remaining market share is spread amongst Tanzania’s three other operators. All of Tanzania's mobile operators were very active throughout 2006, introducing new services, reducing tariffs or launching customer promotions. The fixed line operator TTCL also launched mobile services in 2006. During the year, the government further liberalized the fixed and mobile telecom sectors including licensing CDMA services. In this highly competitive environment, Celtel Tanzania launched a range of new services during the year to meet customer requirements. These services included GPRS Celtel Kenya's customer base grew to 1.9 million by end of 2006, a 5% increase over EDGE (April), MMS (September), a low denomination top-up vouchers (July), Me2U 2005. The operation accounted for 7% of MTC's total customer base in the Middle service which allows transfer of airtime from one person to another (August), One East and Africa regions. Celtel Kenya's revenues reached a record US$174 million, an Network (September), One4all Payphone Service (September) and Missed Call Alert 11% increase over 2005. Average ARPU in Kenya is US$7, the lowest number of any service (September). In addition, population coverage was increased from 56% in 2005 Celtel operation in Africa. This was reflected in the EBITDA of US$51 million. Coverage to 64% in 2006. This was achieved by installing 191 extra base stations connecting an by the Celtel network was increased by 15.7%, covering 79% of Kenya's population. additional 55 towns throughout Tanzania now covered by the Celtel network. This was achieved through the addition of 169 new base stations. Celtel Tanzania was the first mobile company to offer GPRS services in the country A customer campaign was launched under the slogan “Uhuru, the freedom to and the One Network platform was well received by the many customers travelling to communicate without price discrimination.” This campaign helped remove the neighboring states of Uganda and Kenya. The customer promotion 'Win Your perceptions that Celtel Kenya's rates are higher than that of the competition. With Dream' was well received. the ambitious plans Celtel Kenya has set in motion, the operation is confident they can further drive growth in 2007. By year end 2006, Celtel Tanzania had 1.51 million active customers, an increase of 56% over the previous year. Average ARPU in 2006 was US$12 and EBITDA was US$62.9 Celtel Madagascar million, an increase of 27% over the previous year. Revenues of Tanzania's operation Celtel Madagascar joined the group’s portfolio in December 2005 when Madacom reached a record US$169.5 million, an increase of 27% over 2005. was acquired. The company was rebranded to Celtel Madagascar as of June 2006. Celtel Madagascar, with 331,000 customers, is the island’s second largest mobile Celtel Uganda operator holding a 41% market share. The remaining 59% market share is shared Celtel Uganda, launched in 1995, was Celtel’s first operation in Africa. With 470,000 between two other peers. customers by end of 2006, Celtel Uganda was the runner up in one of the most competitive Celtel Madagascar’s primary strategic objective is to dramatically increase network access and coverage of the local population. By end of year 2006, geographic and population coverage stood at 7% and over 25%, respectively. With short-term plans set in motion, Celtel Madagascar expects to cover 15% of the country and over 55% of the population by year end 2007 – thus significantly increasing its market positioning. Another key strategic initiative is to rapidly reinforce network quality, especially in provinces, as well as boost existing capacity and improve indoor coverage in dense urban areas such as the capital, Antananarivo, and provincial capitals. Celtel Malawi Celtel Malawi, launched in October 1999, is the country’s leading mobile operator, holding a 61% market share. The remaining market is held by the country’s only other peer. Celtel Malawi had more than 357,000 customers at the end of 2006, representing a 79% increase in customers over the previous year. Total revenues increased by 43% to US$42.2 million. In November 2006, Celtel Malawi launched the new One4all mobile payphone service enabling street vendors to use a normal mobile handset as a public payphone and prepaid airtime recharge terminal. With offices in both the capital Lilongwe and markets in the region. In addition to three existing operators, two new entrants were Blantyre the company is continuing to offer quality services to the people of Malawi. licensed in 2006, making Uganda a very competitive market. To meet this new challenge, Celtel Uganda engaged its customers through various brand building activities such as the “Build. Our Nation.” corporate social responsibility 050 051 2006 overview 2006 overview
- 28. program, donating books to schools in 56 districts, customer loyalty programs and the immensely popular “Win a House” promotion. As a result of adjusting the cost of getting connected, making SIM packs even more affordable, the introduction of lower denomination scratch cards and improved availability of top-up cards, customer numbers increased by 62% compared to 2005. Total revenues increased by 35% to US$39.7 million. Owing to these excellent results in 2006, Celtel Uganda became the country's second largest mobile operator. Celtel's One Network was also well received and improved customer loyalty from existing customers as well as winning over many new ones from our peers. Celtel Zambia's success rests heavily on brand loyalty from the company's customers. The Celtel Zambia company actively supports community initiatives such as the promotion of music, art and Celtel Zambia, launched in 1998, was the best performing African operation of the culture as well as the sponsoring of 9 traditional community ceremonies. Additionally, Celtel Group. It registered record growth in all areas and was recognized by the Group's was involved in the first Zambian Idols program, called Star Search. In 2006, Celtel Zambia leadership as the African 'Operation of the Year' 2006. Celtel further strengthened its introduced ME2U in February, Mobile Top Up in October and GPRS/EDGE in December. leadership position in Zambia by securing an 80% market share despite increased competition from its main competitor MTN. The company's strong performance in 2006 was underpinned by improved coverage which was extended to each of the One Network countries' 72 districts in 2006, with accelerated rollout in the Eastern, Northern, and Celtel is the only mobile operator in East Africa with a presence in Kenya, Uganda Copperbelt provinces. In addition, existing capacity in the main towns of Lusaka, and Tanzania. The Group’s aim is to be the leading mobile network operator by Kitwe, Ndola, Solwezi, Chipata, Kasama and Mansa was expanded. capitalizing on our unmatched presence across the region and provide customers with the same user experience throughout East Africa. During the year under review, Celtel added 203 new base stations, up from 145 to a total For generations communities that live across the national borders in East Africa have of 358 base stations – a 147% increase. By the end of 2006, 65% of the Zambia's moved between all three countries. One Network is the first ever borderless mobile population of 11 million was under coverage, a 10% increase over the previous year. The network offering a cost-effective, convenient solution suited to customers’ regional number of customers adhered to Celtel Zambia remarkably increased from 700,000 in communications needs. By taking advantage of Celtel’s unique regional presence, 2005 to 1.32 million in 2006, representing an 89% year-on-year increase. Total revenues Celtel customers can use any Celtel SIM card across all 3 countries in East Africa, were up by 111% from US$90.1 million to US$190.1 million. EBITDA also improved by 114%, receive incoming calls for free and make calls at local rates whichever East African from US$39.5 million to US$84.6 million. Finally, average ARPU for the year was US$16. country they are in. The One Network service was launched by Celtel in September 2006 and was praised internationally. 052 053 2006 overview 2006 overview
- 29. 2006 overview central africa 054 055 2006 overview 2006 overview
- 30. CENTRAL AFRICA MTC’s Central Africa region is of prime importance for the Group. With over 78 million 2006 overview people located in the four countries of this region and a low penetration rate , Central Africa has a major potential for future growth. Additionally, MTC can learn from central africa valuable experiences in Gabon, a low-population country which stands out from other African nations since it has one of the highest GDP per capita and penetration rates on the continent. On the other extreme, MTC can also showcase its knowledge of mobile telecommunications in Congo DRC – a high populated country with a low penetration rate and a highly competitive atmosphere. MTC Group had a total of 3.38 million active customers in Central Africa at the end of 2006, reflecting an increase of 58% compared to the previous year. The customers in the Central African region accounted for 12% of MTC’s total customer base of 27.037 million. The largest contributor to the region’s customer base was Congo DRC (54% of the region), followed by Congo Brazzaville (20%), Gabon (15%) and Chad (11%). The market which witnessed the highest growth in 2006 was by far Congo Brazzaville, with an 81% increase in customers over 2005. Congo Brazzaville is also the Central African nation with the highest market share at 71%, closely followed by Gabon and Chad, both at 67%. MTC’s Central African region recorded revenues totaling US$627 million at the end of 2006. The revenues of the Central African region accounted for 15% of MTC’s total revenues of US$4,167 million. The largest source of revenues of the region was Congo DRC (40%), followed by Gabon (26%), Congo Brazzaville (23%) and Chad (11%). Congo Brazzaville registered the highest increase in revenues at 56%, followed by Gabon at 44%. Celtel Congo Brazzaville Celtel Congo Brazzaville, launched in December 1999, is the premier operator of the country with a 71% market share. However, competition in Congo Brazzaville is set to become very aggressive with peers launching operations soon. In 2006, a 3G license was awarded to Celtel Congo’s peer Warid Telecom. 2006 was a very successful year for Celtel Congo Brazzaville, showcasing its willingness to consolidate its leading market position. The company welcomed more than 300,000 new customers to its network, an 80% increase compared to the vision previous year thus bringing the total number of active customers to 683,000. Additionally, the operation significantly increased the population coverage by 12% - reaching 77% coverage – by adding 59 base stations. A number of semi-urban and rural communities were added during the year including Zanaga, Kimongo, Sembe, Hinda and Mindouli. Celtel Congo Brazzaville’s total revenues increased by 56% reaching US$144 million in 2006, up from US$57 million the previous year. EBITDA also increased by 56% to US$ 56.6 million. In 2006 Celtel Congo Brazzaville added a number of services including Me2U (May), Know it All (June), M voucher (November) and low denomination top-up cards (October). Celtel Gabon Celtel Gabon, launched in June 2000, is the undisputed leader in the prosperous Central African nation, holding a 67% market share. The remaining market share is 057 2006 overview
- 31. split between two peers. In 2006, Gabon’s regulator stimulated the nascent market is no small accomplishment when one considers that DRC is bigger in size than Western for data communications by awarding 5 Wi-Max licenses. Additionally, the Europe. Celtel erected 65 additional base stations adding 20 cities to its footprint. incumbent fixed line state owned operator and its mobile subsidiary underwent a privatization process in 2006 and were privatized in the first quarter of 2007, further The company deployed strategies to strengthen its appeal in the mass market, supporting the development of the nation’s telecommunications industry. corporate and pay phone segments. In 2006, Celtel DRC’s customer base increased by 56% to 1.8 million customers – a net addition of 655,000. Celtel DRC’s customer Celtel Gabon further expanded the coverage of the local population, increasing it base represented some 7% of MTC’s total customer base in the Middle East and from 67% in 2005 to 76% in 2006. In practical terms this means that all villages with Africa regions. Total revenues increased by 33% to US$253.2 million and Celtel 1,000 inhabitants or more now have access to Celtel Gabon’s mobile services – DRC’s total EBITDA in 2006 reached US$91 million, an increase of 30% compared to making Gabon the country with the highest population coverage in Africa within the the previous year. MTC Group. The increase in population coverage was achieved through the installation of 74 new base stations. With a special focus on corporate customers, Celtel DRC was able to increase revenues from this segment by more than 300%. Additionally, a restructured pay Celtel Gabon recorded a 41% increase in customers, reaching 514,000 in 2006 phone offer also yielded strong results, registering an impressive 700% jump in compared to 365,000 in 2005. Celtel Gabon’s customers represent some 2% of revenues for this segment compared to 2005. MTC’s total customer base in the Middle East and Africa regions. Total revenues increased by 44% to US$164.6 million and EBITDA was up by 55% to US$88.7 million It is noteworthy to state that in November 2006, the DRC held its first democratic for the full year. Presidential elections since the country’s independence in 1960. The overall process Celtel Gabon developed a number of initiatives to support customer demand which was considered to be a historical milestone for the third largest country in Africa and sets the stage for a more prosperous future after a decade of war and insecurity. Celtel Chad Celtel Chad, launched in October 2000, is the clear mobile leader in Chad with an approximate market share of 67%. The company invested heavily in expanding network coverage in 2006: geographical coverage increased by 44% during 2006 and the population under coverage increased by 25% to 3.6 million. More than 43% of the country’s population now has access included distribution of Celtel-branded low cost handsets as payphones and a sharp to Celtel’s network. During 2006 Celtel Chad added 29 towns to its coverage including discount on SMS service which resulted in a tenfold increase of SMS traffic. Celtel Mao, Bol and Bitkinde. With the exception of the Eastern part of the country, Celtel Chad Gabon also launched GPRS services in December 2006, making it the country’s first now covers all of the major regions. The Eastern region will be added when security mobile operator to offer mobile internet. concerns can be adequately addressed. Towards the end of the year Celtel Chad ran a major brand building campaign, the highlight of which was a concert by a well-known Celtel DRC local artist Magic System. Celtel Democratic Republic of Congo (DRC) first launched its services in December 2000. The Central African operation is the country’s market leader with a 49% market Celtel Chad added 126,400 active customers in 2006, bringing the total customer share. The remaining market share is spread amongst the country’s four other peers. number to 348,400 – an increase of 57% compared to 2005. Total revenues increased Celtel DRC’s market share slightly dropped in 2006 due to the emergence of the by 31% to US $65.4 million and EBITDA was up by 30% to reach US$26.3 million. Congo Chinese Telecom, an ultra low cost mobile operator, whose market share increased from 3.5% to 7%. Celtel DRC worked diligently to increase population coverage from 30.6% to 35.5%. This 058 059 2006 overview 2006 overview
- 32. marketing bahrain middle east iraq jordan kuwait 060 061 marketing marketing
- 33. sudan marketing africa lebanon 062 063 marketing marketing
- 34. launching projects that contribute to the development of several sectors through education, sports, health, art and culture. Among Fastlink’s CSR activities in 2006 were several initiatives in the educational sector such as the increase in educational grants to 41 annual grants benefiting 20 corporate social poverty pockets around Jordan. This initiative was the continuation of Fastlink’s Education Fund launched in 2004 which provides educational grants to gifted, underprivileged students. 2006 also witnessed the launch of a series of digital centers in Jordan and Palestine with the aim of advancing economic and social responsibility reforms through introducing technology into all segments of society. The digital centers are aimed at developing human resources and enhancing skills of individuals in the ICT sector. Fastlink also sponsored the National Children’s Museum of Jordan, one of the first interactive museums in the Kingdom providing a breakthrough in early childhood learning and education. Fastlink also opened a Mobile Communication Laboratory at the Jordan University for Science and Technology. In the health field, Fastlink continued to dispatch its highly successful Mobile Clinic to rural areas. This program - launched in 2002 - provides rural children with free medical care and consultation. Fastlink also continued its annual fund raising campaign in support of the King Hussein Cancer Center. Moving Forward In the fields of Youth and Sports, Fastlink has become one of the main sponsors of MTC believes that a well-focused Corporate Social Responsibility (CSR) strategy is football in Jordan. As part of an on-going initiative to enhance the skills and talents the hallmark of a truly great company. Currently, all our CSR related activities are of the young launched in 2004, Fastlink has sponsored football tournaments known undertaken at the level of the operating companies across Africa and the Middle- as “Harat Fastlink”. Fastlink also continued its support for basketball through the East. With the recent launch of CSR at a Group level, we will be able to have an Jordanian basketball team which reached the prestigious Asian Cup in June 2006. even greater impact by acting as one team, by clarifying our priorities and In support of social development and the community, Fastlink launched an communicating them even more effectively. emergency aid fund in cooperation with the Ministry of Social Development which The first step to this new strategy will be to listen and learn from the experience provides assistance to underprivileged families. Fastink also continued its annual and knowhow of our existing CSR departments, while unifying our approach to tradition of serving iftar meals to the poor during the holy month of Ramadan in reach shared goals. The aim for 2007 will be to focus on a single comprehensive five of the Kingdom’s governorates. CSR strategy for the Group and its operations in order to enhance the effectiveness of the resources and finances allocated to MTC’s CSR program. MTC-Vodafone [Bahrain] In 2006, MTC’s Middle Eastern operations focused their CSR activities in the fields MTC Vodafone Bahrain’s principal activity was the extremely successful of Health, Education, the Community and the Environment. MTC’s African sponsorship (BD 310,000) and support of the branded MTC Vodafone e-learning subsidiary, Celtel International, primarily focused on Education and Health center at the University of Bahrain – a highly advanced technological center through its successful Build.Our Nation. program. developed in cooperation with the University of Bahrain. The centre’s purpose is to Here is what each of our operators’ CSR activities achieved: provide students with advanced web-based learning tools and to promote the culture and concepts of e-learning. The centre will cater to nearly 17,000 students MTC-Vodafone [Kuwait] and faculty on an annual basis. MTC Kuwait’s aim in 2006 was to form a bond with the community and sponsor Additionally, more than BD 200,000 was allocated for various day care centers that programs that would create a sustainable impact on society and establish a legacy are sustaining support services for children with special needs. For example, Al of goodwill for MTC across Kuwait. Underpinning all the activities that were Wafa Center assists the development of children who suffer with autism; Al Rahma undertaken was the desire to have a meaningful and sustainable impact. A key Center provides comprehensive services and programs for severely mentally activity in 2006 was the partnership with Loyac and Injaz, the Middle Eastern arm of disadvantaged children in the form of regular day care. Bahrain Down Syndrome the world renowned Junior Achievement Program, a non-profit economic education Society provides direct and indirect support to individuals with Down Syndrome organization teaching youth about free enterprise, business, and employment. The plus their parents and families, Sneha Centre, Prince Sultan for Children with program encompasses sustainability which is key to corporate responsibility. hearing impairment and much more. As part of its endeavor to support health care, MTC Kuwait supported the “Beit Under the banner of Back to School Festival, MTC-Vodafone distributed for the third Abdallah” a home for children with cancer. In doing so, MTC Kuwait was able to consecutive year more than 50,000 school bags to students in the 5 governorates bring attention to the plight of children with cancer and the efforts to alleviate their of the Kingdom of Bahrain. suffering something that is uncommon in Kuwait. MTC Atheer [Iraq] Fastlink [Jordan] Under very difficult security circumstances in 2006, MTC Atheer was able to Fastlink’s CSR strategy aims at helping develop Jordan and its citizens. Fastlink conduct numerous CSR activities in support and aid of Iraq and the Iraqi people strongly believes in reaching out to communities, supporting national initiatives and through cultural development, sports and humanitarian support. 064 065 corporate social responsibility corporate social responsibility
- 35. For the development of culture, MTC Atheer provided sponsorship for the Iraqi students giving them admission to Tanzanian universities. In 2006, this scholarship National Symphony Orchestra and supported the National Acting group. MTC program was expanded to 16 students majoring in engineering or arts. Atheer supported the Iraqi Music Group’s participation in the 15th Arab Music Education was selected to be the focus of the Group’s African corporate social Festival held in Cairo in November 2006. MTC’s Iraqi operation also sponsored the responsibility programme because we believe that the future of Africa depends on summer course of the Iraqi Music & Ballet School. the children of today and giving them access to educational tools is the best In sports, the company has been supporting the Iraqi Olympic Football team on an on- investment for the future. By donating books and educational supplies, the “Build. going basis since 2004 and in 2006 it sponsored the team’s participation in the Doha Asian Our Nation.” programme directly supports the United Nations Millennium games held in Qatar. The company also sponsored several local teams and sports clubs. Development Goal of ensuring that by 2015, all children everywhere will be able to In addition, financial support was awarded to several humanitarian organizations complete primary education. operating in Iraq. For example, sponsorship of the International Day for Orphans as Additional corporate social responsibility programmes in 2006 included providing well as a blood drive was conducted in 2006. On a medical level, MTC also neonatal and paediatric equipment to DRC’s largest hospital, the General Hospital sponsored the medical treatment of several patients outside of Iraq. of Kinshasawhere previously there had been insufficient medical equipment to In the field of education, MTC Atheer sponsored the rebuilding and renovation of handle the number of babies born. Celtel invested US$315,000 in the country to several universities and also distributed academic material to schools and refurbish roads surrounding the National Technical Centre and to build a bridge universities in need of such donations. across the Bitshakutshaku River which has made people’s lives better. In Kenya we were among the first companies to donate MTC Touch [Lebanon] emergency relief following the famine and floods which MTC Touch Lebanon’s support of health care was achieved through its sole ravaged many parts of the country, which had left an sponsorship of a book of children’s quotes named “The Little Book of Love estimated one third of the population without food. With Quotes” which contributed to treating 200 children, through generating the assistance of the Kenya Red Cross Society Celtel US$22,695 from sale proceeds which went to the Brave Heart Fund at the AUB donated relief food worth Kshs 20 million (US$ 290,000) Medical Center, a fund to help children who have Congenital Heart Disease (CHD). to assist 6 million people in 10 districts that were hard hit In addition, MTC Touch’s community support activities in 2006 included support by the famine. Celtel also donated mobile phone for several sports events with humanitarian natures; the Tyre International Half handsets and airtime to assist the relief workers in co- Marathon, the 5km “Run for a Mine-Free Lebanon”, and the annual “Walk with Al ordinating the food distribution exercise. Kenya’s Younbouh” event organized by Al Younbouh Center for the rehabilitation of President Mwai Kibaki received the cheque to fund relief mentally disabled young adults. The Al Younbouh event also witnessed the actual activities from Celtel Kenya at his official residence, State participation of several MTC Touch employees, further implementing CSR activities House, in Nairobi. When receiving the cheque he through encouraging employees to participate in community benefiting events. commended Celtel and urged other companies to follow its example. As an additional part of the famine relief Mobitel [Sudan] effort, Celtel donated a further Kshs 16 million (US$ In January 2006, Mobitel supported the dispatch of a medical convoy to Darfur by 230,000) towards the drilling of boreholes and shallow a local NGO known as Darfur Organization. Mobitel’s support was in the form of a wells to ease the water shortage in the three worst cash payment. In late 2005, Mobitel launched the “Mobitel Ambulance Project” effected districts where 71% of households have no which saw the distribution of 8 branded ambulances to state hospitals. In the access to safe drinking water. Celtel worked in education field, Mobitel donated 6 wide plasma screens to 6 nationwide partnership with the African Medical Relief Foundation universities. Mobitel also participated in several community care projects in 2006. (AMREF) to drill the boreholes. Among these projects were: a water project, a project to construct artesian wells, In Madagascar and Nigeria we made donations worth a minibus donation to the Deaf and Mute Rehabilitation Center in Khartoum, and more than US$ 350,000 of medicines, food and school support for Iftar meals during the holy month of Ramadan in student dorms in equipment to communities and children’s charities in the Khartoum and the North Kordfan States. capital city and the main cities in the provinces through non-governmental associations and local authorities. Celtel [14 African nations] We have sponsored toll free lines providing free Two years ago Celtel’s Build.Our Nation. programme started in Tanzania and since education on HIV/AIDS in Madagascar and Tanzania which has enabled young then it has been expanded into Burkina Faso, Chad, Democratic Republic of Congo, people to get health information on a confidential basis. In Nigeria we sponsored Gabon, Kenya, Malawi, Niger, Republic of Congo, Sierra Leone, Uganda and a toll free line for a national charity for guidance and counselling on Breast Cancer. Zambia. The programme supports government-owned and community schools In the aftermath of Sierra Leone’s civil war, we donated sports equipment, farming through the donation of books and educational supplies as support for under and cleaning tools to youth organisations in the main towns in four districts privileged students. This is now Celtel’s flagship corporate social responsibility Kabala, Kailahun, Moyamba and (Pujehun) Zimmi. The tools enabled the youth in programme and in 2006 the company spent more than US$ 1,000,000 across Africa these towns to engage in farming and to make environmental improvements to donating books and other school supplies. In some countries our African their villages. In addition, we donated money for the purchase of a mammogram operations have assisted with the improvement of school buildings and facilities. screening machine at the Connaught Hospital, one of the oldest hospitals in Sierra In Tanzania, the “Build. Our Nation.” program started a scholarship program to 8 Leone. The machine is the first of its kind in the country. 066 067 corporate social responsibility corporate social responsibility
- 36. mtc awards 2005 March May Dr. Saad Al Barrak chosen as Middle East ICT CEO of the Year [Middle East Excellence Awards Institute] MTC Group and Connectiva win Best Revenue Assurance Project Award [Institute for International Research] Nov. MTC wins the Infrastructure Deal of the Year award for the MTC/Celtel transaction [Africa Practice] Jan. MTC wins the 2005 Emerging Markets Deal of the Year award for the Celtel 2006 May Sept. acquisition [Telecom Finance] Dr. Saad Al Barrak receives Lifetime Achievement Award [Arab Economic Forum] MTC wins 4 prestigious awards from regional telecom magazine [CommsMEA]: Best Middle East Mobile Operator of the Year Best Telecom Deal of the Year Best Non-Voice Service Lifetime Achievement Award [Dr. Mohamed Ibrahim of Celtel] 2007 Feb. Feb. Dr. Mohamed Ibrahim receives 2007 GSM Association Chairman’s Award for helping the world to hear Africa’s voice [GSMA] MTC wins Best Murabaha Deal award [Euromoney] March MTC Touch Chief Technical Officer Roula Abu Daher wins Middle East ICT Woman of the Year [Middle East Excellence Awards Institute] March MTC Kuwait wins ITP’s 2007 Best Operator of the Year award in Kuwait [Arabian Business Magazine] 068 069 mtc awards mtc awards
- 37. financial report Mobile Telecommunications Company KSC and subsidiaries Kuwait Consolidated Annual Financial Statements and Independent Auditors’ Report 31 December 2006 Independent Auditors’ Report 16 Consolidated Balance Sheet 18 Consolidated Statement of Income 19 Consolidated Statement of Changes in Shareholders’ Equity 20 Consolidated Statement of Cash Flows 21 Notes to Consolidated Financial Statements 22 070 071 financial report financial report
- 38. financial report Mobile Telecommunications Company KSC Kuwait INDEPENDENT AUDITORS’ REPORT TO THE SHAREHOLDERS Report on the Financial Statements Bader & Co. We have audited the accompanying consolidated financial statements of We believe that the audit evidence we have obtained is sufficient and PricewaterhouseCoopers Mobile Telecommunications Company KSC (“the Parent Company”) and its appropriate to provide a basis for our audit opinion. subsidiaries (the Group), which comprise the consolidated balance sheet as of P.O. Box 20174, Safat 13062 31 December 2006, the related consolidated statements of income, changes in Opinion 7th floor, Dar al-Awadi Complex equity and cash flows for the year then ended, and a summary of significant In our opinion, the consolidated financial statements present fairly, in all Ahmed Al-Jaber Street, accounting policies and other explanatory notes. material respects, the financial position of the Group as of 31 December 2006, Sharq – Kuwait and of its financial performance and its cash flows for the year then ended in Phone: (965) 2408844 accordance with International Financial Reporting Standards. Fax: (965) 2408855 Management’s responsibility for the consolidated financial statements pwc.kwt@kw.pwc.com The Parent Company’s management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Report on other Legal and Regulatory Requirements International Financial Reporting Standards. This responsibility includes: Furthermore, in our opinion proper books of accounts have been kept by the Kuwaiti Accountant Auditing designing, implementing and maintaining internal control relevant to the Group and the consolidated financial statements, together with the contents HLB International preparation and fair presentation of consolidated financial statements that are of the report of the Board of Directors relating to these financial statements, free from material misstatement, whether due to fraud or error; selecting and are in accordance therewith. We further report that we obtained all the P.O. Box 26888 Safat information and explanations that we required for the purpose of our audit; applying appropriate accounting policies; and making accounting estimates Code 13129 - Kuwait and that the consolidated financial statements incorporate all information that that are reasonable in the circumstances. 7th floor, Warba insurance is required by Commercial Companies Law of 1960, as amended, and by the Complex Parent Company’s Articles of Association; that an inventory was duly carried Ahmed Al-Jaber Street, Auditors' responsibility out; and that, to the best of our knowledge and belief, no violations of the Sharq – Kuwait Commercial Companies Law of 1960, as amended, or of the Articles of Our responsibility is to express an opinion on these consolidated financial Phone: (965) 2449454 Association have occurred during the year ended 31 December 2006 that statements based on our audit. We conducted our audit in accordance with Fax: (965) 2403205 might have had a material effect on the business of the Group or on its International Standards on Auditing. Those Standards require that we comply hlbkuwait.com consolidated financial position. with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the consolidated financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the consolidated Adel Mohammed Al Sanea financial statements in order to design audit procedures that are appropriate in the Bader A. Al-Wazzan Licence No. 62A Licence No. 86A circumstances, but not for the purpose of expressing an opinion on the PricewaterhouseCoopers Kuwaiti Accountant Auditing effectiveness of the entity's internal control. An audit also includes evaluating the A member of HLB appropriateness of accounting policies used and the reasonableness of accounting International estimates made by the Group’s management, as well as evaluating the overall Kuwait presentation of the consolidated financial statements. 18 February 2007 072 073 financial report financial report
- 39. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Consolidated Balance Sheet as of 31 December 2006 Consolidated Statement of Income – Year ended 31 December 2006 Note 2006 2005(Restated) (KD’000) Note 2006 2005(Restated) ASSETS (KD’000) Current assets Cash and bank balances 4 474,322 292,879 Revenue 18 1,210,407 579,496 Trade and other receivables 5 184,485 80,021 Inventories 6 14,791 7,025 Cost of sales (187,721) (90,741) Investment securities 7 18,455 14,566 Gross profit 1,022,686 488,755 Total current assets 692,053 394,491 Distribution, marketing & operating expenses (336,515) (158,396) Non-current assets General and administrative expenses (115,829) (56,079) Deferred tax assets 8 40,618 6,723 Depreciation and amortization 10,11 (150,652) (66,326) Investment securities 7 134,842 147,111 Goodwill written off on disposal of shares in subsidiaries 3 (5,785) (1,663) Investment in associates 9 8,026 236,383 Provision for impairment – trade and other receivables (2,921) (7,075) Property and equipment 10 1,090,029 499,853 Operating profit 410,984 199,216 Intangible assets 11 1,504,773 756,838 Other financial assets 12 6,648 14,908 Interest income 18,254 4,613 2,784,936 1,661,816 Investment income 19 7,810 20,930 Total assets 3,476,989 2,056,307 Share of profit of associates (net) 5,825 25,300 Other income 9,505 4,213 LIABILITIES AND EQUITY Finance cost (88,084) (50,224) Gain from currency revaluation 3,396 5,191 Current liabilities Board of Directors’ remuneration (28) (28) Trade and other payables 13 426,605 240,915 Contribution to Kuwait Foundation for Advancement of Sciences (3,045) (1,811) Due to banks 14 460,721 248,417 National Labour Support Tax 20 (4,319) (2,877) Due to minority interest holders 16 155,262 – Profit for the year before income tax 360,298 204,523 1,042,588 489,332 Non-current liabilities Income tax expense of subsidiaries 21 (34,972) (28,912) Due to banks 14 921,117 190,342 Profit for the year from continuing operations 325,326 175,611 Deferred tax liabilities 8 9,980 5,879 Other non-current liabilities 15 16,022 21,016 Discontinued operations Due to minority interest holders 16 – 131,154 Profit for the year from discontinued operations – 10,995 947,119 348,391 Profit for the year 325,326 186,606 Equity Attributable to Parent Company’s shareholders Attributable to: Share capital 17 126,182 109,723 Shareholders of the Parent Company 305,298 181,912 Treasury shares 17 (15,576) (15,576) Minority interest 20,028 4,694 Share premium 17 624,465 624,465 325,326 186,606 Legal reserve 17 63,091 54,862 Voluntary reserve 17 63,091 54,862 Fils Fils Foreign currency translation reserve (24,352) 2,352 Basic earnings per share 22 Investment fair valuation reserve 41,778 55,540 From continuing operations 247 171 Share based compensation reserve 5,736 – From discontinued operations – 11 Retained earnings 480,367 299,512 For the year 247 182 1,364,782 1,185,740 Diluted earnings per share 22 246 182 Minority interest 122,500 32,844 Total equity 1,487,282 1,218,584 Total Liabilities and Equity 3,476,989 2,056,307 The accompanying notes are an integral part of these consolidated financial statements. The accompanying notes are an integral part of these consolidated financial statements. Asa’ad Ahmed Al Banwan Dr. Saad Hamad Al Barrak Chairman Deputy Chairman – Managing Director 074 075 financial report financial report
- 40. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait 1,218,584 1,487,282 391,372 1,218,584 equity (27,446) 39 (13,801) 5,736 (35,472) 325,326 289,854 74,281 854 (1,827) – (94,964) (6,201) 2,618 31,589 28,006 10,995 214,612 670,313 – 25,193 _ (82,906) KD ‘000 Total Consolidated Statement of Cash Flows - year ended 31 December 2006 32,844 2,006 32,844 interest (742) – – (742) 122,500 20,028 19,286 – 74,281 854 (1,827) – (2,938) (436) – – (436) 175,611 – 4,258 3,095 – 25,193 _ (1,708) Minority 2006 2005 (Restated) (KD’000) Cash flows from operating activities Profit for the year before income tax Consolidated Statement of Changes in Shareholders’ Equity - 31 December 2006 299,512 – 480,367 218,157 299,512 – – – 305,298 305,298 (16,458) – – – (16,459) (91,526) – (72) – (72) 4,694 10,995 181,840 – (15,661) – (3,626) (81,198) Retained earnings (2005 - includes profit from discontinued operations) 360,298 215,518 Adjustments for: Depreciation, and amortization and goodwill written off 156,437 67,989 – 5,736 – _ – – – 5,736 5,736 – 5,736 – – – – – – – – – – 170,917 – – – – – – _ Investment Share based on reserve fair compensation Provision for contingencies – (4,541) Finance cost 88,084 50,224 Interest income (18,254) (4,613) Investment income (7,810) (20,930) 55,540 41,778 30,080 55,540 valuation reserve – 39 (13,801) – (13,762) – (13,762) – – – – – – – (6,129) 31,589 25,460 – – 25,460 – – – – _ Share of profit of an associate (5,825) (25,300) Gain from currency revaluation (3,396) (5,190) Gain on sale of property and equipment 1,062 (4) Profit on sale of subsidiary 2,352 (24,352) (702) 2,352 Foreign translation reserve (26,704) – – – (26,704) – (26,704) – – – – – – 3,054 – – 3,054 – – 3,054 – – – – _ currency (268) (10,995) Operating profit before working capital changes 570,328 262,158 Decrease in trade and other receivables 177,980 10,613 Increase in inventories (5,145) (197) 54,862 44,733 54,862 Voluntary – – – – – – – – – – – – – – reserve 8,229 – – – – – 63,091 – 10,129 – – _ Increase in trade and other payables 85,804 30,219 Increase/ decrease in other non-current liabilities 2,287 (4,809) Cash generated from operations 831,254 297,984 Payments: 54,862 8,229 54,862 Legal reserve – – – – – – – – – – – – 63,091 49,330 – – – – – – – – 5,532 – – _ Income tax (31,146) (10,833) Board of Directors’ remuneration (28) (28) Kuwait Foundation for Advancement of Sciences (1,851) (1,239) The accompanying notes are an integral part of these consolidated financial statements. (15,576) (4,028) Treasury shares – – – – – – – – – – – – – (15,576) – – – – – – – (11,548) – – – (15,576) _ Equity attributable to Parent Company’s Shareholders National Labour Support Tax (2,877) (2,403) Net cash from operating activities 795,352 283,481 Cash flows from investing activities Proceeds from sale of investment securities 4,144 60,875 624,465 – – – – – – – – – – – – – 624,465 – – – – – – – – 624,465 – – – 624,465 Share Premium _ Acquisition of investment (8,136) (20,138) Proceeds from sale of subsidiaries 268 15,813 Acquisition of subsidiaries (Note 29) (529,441) (839,372) Share capital 109,723 – – – – – – – – 16,459 – 126,182 51,796 – – – – – – – 54,301 – – 3,626 109,723 _ Acquisition of property and equipment (net) (441,764) (130,186) Acquisition of intangible assets (37,292) (13,616) Interest received 15,879 4,062 Sale/ Purchase of shares to/ from minority interest (net) Changes in fair value of available-for-sale investments Changes in fair value of available-for-sale investments Realised gain on available-for-sale investments (net) Realised loss on available- for-sale investments (net) Net income / (expense) recognised directly in equity Net income / (expense) recognised directly in equity Net cash used in investing activities (996,342) (923,162) Cash flows from financing activities Profit for the year from continuing operations Total recognised income/(loss) for the year Proceeds from/(repayment) of bank borrowings (net) 545,451 228,602 Balance at 31 December 2005 (restated) Minority shareholder’s capital contribution - Bahraini subsidiary – 3,095 Share based compensation (Note 24) Share of put option liability - Zambia Total recognised income for the year Profit from discontinued operations Proceeds from issue of share capital – 667,218 Profit for the year from continuing operations (as restated) Note 31 Dividends paid (93,321) (83,447) Balance at 31 December 2006 Issue of bonus shares (2005) Issue of bonus shares (2004) Finance cost paid (92,136) (37,552) Balance at 1 January 2006 Balance at 1 January 2005 Net exchange differences Net exchange differences Net cash from financing activities 359,994 777,916 Business combinations Business combinations Cash dividends (2005) Cash dividends (2004) Issue of share capital Net increase in cash and cash equivalents 159,004 138,235 Transfer to reserves Transfer to reserves Effects of exchange rate changes on cash and cash equivalents 11,272 (375) Cash and cash equivalents at beginning of year 292,879 151,472 Cash with Celtel Stichting International (Note 24) 11,167 3,547 Cash and cash equivalents at end of year (Note 4) 474,322 292,879 The accompanying notes are an integral part of these consolidated financial statements. 076 077 financial report financial report
- 41. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements - 31 December 2006 Business Combinations A business combination is the bringing together of separate entities or businesses into one reporting entity as a result of one entity, the acquirer, obtaining control of 1. Incorporation and activities one or more other businesses. The purchase method of accounting is used to Mobile Telecommunications Company KSC (the Parent Company) is a Kuwaiti account for business combinations. The cost of acquisition is measured as the fair shareholding company incorporated in 1983 in accordance with the Law of value of the assets given, equity instruments issued and liabilities incurred or Commercial Companies of 1960. Its shares are traded on the Kuwait Stock assumed at the date of the exchange, plus costs directly attributable to the Exchange. The registered office of the Parent Company is at P.O Box 22244, 13083 acquisition. Identifiable assets acquired and liabilities and contingent liabilities Safat, State of Kuwait. assumed in a business combination (net assets acquired in a business The Parent Company and its subsidiaries (the Group) along with associates combination) are measured initially at the fair values at the acquisition date, provide mobile telecommunication services in Kuwait and 19 other countries irrespective of the extent of any minority interest. The excess of the cost of (2005: Kuwait and 18 other countries) under licenses from the Governments of the acquisition over the fair value of the Group’s share of the identifiable net assets countries in which they operate; purchase, deliver, install, manage and maintain acquired in a business combination is recorded as goodwill. If the cost of mobile telephone and paging systems; and invest surplus funds in investment acquisition is less than the fair value of the net assets of the subsidiary acquired, securities. The principal subsidiaries and associates are listed in Note 3. the difference is recognised directly in the statement of income. These consolidated financial statements have been approved for issue by the When a business combination is achieved in stages, each exchange transaction is Board of Directors of the Parent Company on 18 February 2007 and are subject to treated separately and the cost of the transaction and fair value information at the approval of the shareholders at the forthcoming Annual General Meeting. date of transaction is used to determine the amount of goodwill associated with the transaction. An adjustment is made to recognise previously held interests at 2. Basis of preparation and significant accounting policies their fair values on the date of the latest exchange transaction which is accounted 2.1 Basis of preparation for as a revaluation. These consolidated financial statements have been prepared in conformity with The Group separately recognizes the contingent liabilities of an acquiree at the International Financial Reporting Standards (IFRS) issued by the International acquisition date, if its fair value can be measured reliably. Accounting Standards Board (IASB) and interpretations issued by the International The Group uses provisional values for the initial accounting of a business Financial Reporting Interpretations Committee (IFRIC). These financial statements combination and recognizes any adjustment to these provisional values within are prepared under the historical cost basis of measurement as modified by the twelve months from the acquisition date. revaluation at fair value of financial assets held as “at fair value through profit or 2.3 Consolidation loss” or “available for sale” and revaluation of previously held interests arising from Subsidiaries are those enterprises, including special purpose entities, controlled a business combination achieved in stages. These consolidated financial statements by the Group. Control exists when the Group has the power, directly or indirectly, have been presented in Kuwaiti Dinars, rounded to the nearest thousand. to govern the financial and operating policies of an enterprise so as to obtain The preparation of financial statements in conformity with IFRS requires benefits from its activities. The financial statements of subsidiaries are included in management to make estimates and assumptions that may affect the reported the consolidated financial statements on a line-by-line basis, from the date on amounts of assets and liabilities and disclosure of contingent assets and liabilities which control is transferred to the Group until the date that control ceases. at the date of the financial statements and the reported amounts of revenues and Minority interest in an acquiree is stated at the minority’s proportion of the net fair expenses during the reporting period. It also requires management to exercise its value of the identifiable assets, liabilities and contingent liabilities at the date of judgment in the process of applying the accounting policies. The areas involving a the original business combination and the minority’s share of changes in the high degree of judgment or complexity or areas where assumptions and estimates equity since the date of the combination. Equity and net income attributable to are significant to the financial statements are disclosed in Note 30. minority shareholders’ interests are shown separately in the balance sheet and In 2005 the Group used provisional values to account for business combinations statement of income respectively. Minority interest is classified as financial liability that took place in that year and completed the purchase price allocation (PPA) in to the extent there is an obligation to deliver cash or another financial asset to 2006. Previous year figures have been restated as disclosed in Note 31 to give settle the minority interest. effect to adjustments arising from the PPA. Consolidated financial statements are prepared using uniform accounting policies for like transactions and other events in similar circumstances based on latest 2.2 Changes in accounting policies audited financial statements or audited financial information of the subsidiaries. The following IASB Standards and Interpretations have been issued but are not yet Intra group balances, transactions, income and expenses are eliminated in full. mandatory, and have not yet been adopted by the Group: Unrealised losses resulting from inter-company transactions are also eliminated IFRS 7 Financial Instruments: Disclosures unless cost cannot be recovered. IFRIC Interpretation 8 Scope of IFRS 2 2.4 Financial instruments IFRIC Interpretation 9 Reassessment of Embedded Derivatives Classification IFRIC Interpretation 10 Interim Financial Reporting and Impairment In the normal course of business the Group uses financial instruments, principally IFRIC Interpretation 11 IFRS 2 – Group and Treasury Share Transactions cash, deposits, receivables, investments, payables, due to banks and derivatives. The application of IFRS 7, which will be effective for the year ending 31 December In accordance with International Accounting Standard (IAS) 39, the Group 2007 will result in amended and additional disclosures relating to financial classifies financial assets as “at fair value through profit or loss”, “loans and instruments and associated risks. The application of IFRIC 8, 9, 10 and 11, which receivables” or “available for sale”. All financial liabilities are classified as “other will be effective for the year ending 31 December 2007, is not expected to have a than at fair value through profit or loss”. material impact on the financial statements of the Group. 078 079 financial report financial report
- 42. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 Recognition/ de-recognition Fair values A financial asset or a financial liability is recognized when the Group becomes a Fair values of quoted instruments are based on quoted closing bid prices. If the party to the contractual provisions of the instrument. A financial asset (in whole or market for a financial asset is not active or the financial instrument is unquoted, in part) is de-recognised when the contractual rights to receive cash flows from the fair value is derived from recent arm’s length transactions, discounted cash flow financial asset has expired or the Group has transferred substantially all risks and analysis, other valuation techniques commonly used by market participants or rewards of ownership and has not retained control. If the Group has retained determined with reference to market values of similar instruments. control, it continues to recognise the financial asset to the extent of its continuing involvement in the financial asset. The fair value of financial instruments carried at amortised cost is estimated by discounting the future contractual cash flows at the current market interest rates All regular way purchase and sale of financial assets are recognized using for similar financial instruments. settlement date accounting. Changes in fair value between the trade date and settlement date are recognized in the statement of income in accordance with the Impairment policy applicable to the related instrument. Regular way purchases or sales are A financial asset is impaired if its carrying amount is greater than its estimated purchases or sales of financial assets that require delivery of assets within the time recoverable amount. An assessment is made at each balance sheet date to frame generally established by regulations or conventions in the market place. determine whether there is objective evidence that a specific financial asset or a group of similar assets may be impaired. If such evidence exists, the asset is Measurement written down to its recoverable amount. The recoverable amount of an interest Financial instruments bearing instrument is determined based on the net present value of future cash All financial assets or financial liabilities are initially measured at fair value. flows discounted at original effective interest rates; and of an equity instrument is Transaction costs that are directly attributable to the acquisition or issue are determined with reference to market rates or appropriate valuation models. Any added except for those financial instruments classified as “at fair value through impairment loss is recognised in the statement of income. For available for sale profit or loss”. equity investments, reversals of impairment losses are recorded as increases in fair valuation reserve through equity. Financial assets at fair value through profit or loss Financial assets “carried at fair value through profit or loss” are divided into two Financial assets are written off when there is no realistic prospect of recovery. sub categories: financial assets held for trading, and those designated at fair value through income statement at inception. A financial asset is classified in this 2.5 Cash and cash equivalents category if acquired principally for the purpose of selling in the short term or if they Cash on hand, demand and time deposits with banks whose original maturities do are managed and their performance is evaluated and reported internally on a fair not exceed three months are classified as cash and cash equivalents in the value basis in accordance with a documented investment strategy. Derivatives are statement of cash flows. classified as “held for trading” unless they are designated as hedges and are effective hedging instruments, in which case they are classified as “at fair value 2.6 Inventories through profit or loss”. Inventories are stated at the lower of weighted average cost and net realizable value. Loans and receivables 2.7 Income taxes These are non-derivative financial assets with fixed or determinable payments that Income tax payable on profits is recognized as an expense in the period in which are not quoted in an active market. These are subsequently measured and carried the profits arise based on the applicable tax laws in each jurisdiction. at amortised cost using the effective yield method. Deferred income tax on the net operating results is provided using the liability method on all temporary differences at the balance sheet date between the tax Available for sale bases of assets and liabilities and their carrying amounts for financial reporting These are non-derivative financial assets not included in any of the above purposes. Deferred tax provisions depend on whether the timing of the reversal of classifications and principally acquired to be held for an indefinite period of the temporary difference can be controlled and whether it is probable that the time, which may be sold in response to needs for liquidity or changes in interest temporary difference will reverse in the foreseeable future. rates, exchange rates or equity prices. These are subsequently measured and Deferred tax assets and liabilities are measured at the tax rates that are expected carried at fair value and any resultant gains or losses are recognized in equity. to apply to the period when the asset is realized or the liability is settled, based on When the “available for sale” asset is disposed of or impaired, the related tax rates (and tax laws) that have been enacted or subsequently enacted at the accumulated fair value adjustments are transferred to the statement of income balance sheet date. as gains or losses. Deferred tax assets are recognized for all temporary differences, including carry- forward of unused tax losses, to the extent that it is probable that taxable profit Financial liabilities/ equity will be available against which the temporary difference can be utilised. The Financial liabilities “other than at fair value through profit or loss” are carrying amount of deferred tax assets is reviewed at each balance sheet date and subsequently measured and carried at amortized cost using the effective yield reduced to the extent that it is not probable that sufficient taxable profit will be method. Equity interests are classified as financial liabilities if there is a available to allow all or part of the deferred tax assets to be utilised. contractual obligation to deliver cash or another financial asset. 080 081 financial report financial report
- 43. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 2.8 Investments in associates the purpose of impairment testing. Goodwill is tested at least annually for Associates are those entities over which the Group has significant influence but impairment and carried at cost less accumulated impairment losses. Gains and not control, generally accompanying a shareholding of between 20% and 50% of losses on disposal of an entity or a part of the entity include the carrying amount the voting rights. Investments in associates are initially recognised at cost and are of goodwill relating to the entity or the portion sold. subsequently accounted for by the equity method of accounting from the date of Assets are grouped at the lowest levels for which there are separately identifiable significant influence to the date it ceases. Under the equity method, the Group cash flows for the purpose of assessing impairment. If there is an indication that recognises in the statement of income, its share of the associate’s post acquisition the carrying value of an intangible asset is greater than its recoverable amount, it results of operations and in equity, its share of post acquisition movements in is written down to its recoverable amount and the resultant impairment loss taken reserves that the associate directly recognises in equity. The cumulative post to the statement of income and that relating to goodwill cannot be reversed in a acquisition adjustments, and any impairment, are directly adjusted against the subsequent period. carrying value of the associate. Appropriate adjustments such as depreciation, amortisation and impairment losses are made to the Group’s share of profit or loss 2.11 Provisions for liabilities after acquisition to account for the effect of fair value adjustments made at the Provisions for liabilities are recognized when as a result of past events it is time of acquisition. probable that an outflow of economic resources will be required to settle a present When the Group’s share of losses in an associate equals or exceeds its interest in legal or constructive obligation; and the amount can be reliably estimated. the associate, including any other unsecured receivable, the Group does not recognise further losses unless it has incurred obligations or made payments on 2.12 Share-based payment transactions behalf of the associate. The Group operates both an equity settled and a cash settled, share based compensation plan. The cost of these share based transactions is measured at fair 2.9 Property and equipment value at the date of the grant taking into account the terms and conditions upon Property and equipment are stated at cost less accumulated depreciation and which the instruments were granted. The fair value is expensed over the vesting accumulated impairment losses. period with recognition of a corresponding adjustment in equity in the case of Property and equipment are depreciated on a straight-line basis over their equity settled plans and in liability in the case of cash settled plans. The cost of estimated economic useful lives, which are as follows: equity settled plan is measured with reference to the fair value at the date on Years which they are granted using an option pricing model, which is then recognised as Buildings 8 – 50 an expense over the vesting period with a corresponding increase in equity. The Cellular and other equipment 4 – 12 fair value of these options excludes non-market vesting conditions, which are Aircraft 10 included in assumptions about the number of options that are expected to vest. It Furniture 1 – 12 recognises the impact of the revision to the original estimates, if any in the These assets are reviewed periodically for any impairment. If there is an indication statement of income, with a corresponding increase or decrease in equity. that the carrying value of an asset is greater than its recoverable amount, the asset is written down to its recoverable amount and the resultant impairment loss is 2.13 Post employment benefits taken to the statement of income. For the purpose of assessing impairment, assets The Group is liable to make defined contributions to State Plans and lump sum are grouped at the lowest levels for which there are separately identifiable cash payments under defined benefit plans to employees at cessation of flows (cash-generating units). employment, in accordance with the laws of the place where they are deemed to be employed. The defined benefit plan is unfunded and is computed as the 2.10 Intangible assets and goodwill amount payable to employees as a result of involuntary termination on the Identifiable non-monetary assets acquired in connection with the business and balance sheet date. This basis is considered to be an approximation of the from which future benefits are expected to flow are treated as intangible present value of the final obligation. assets. Intangible assets comprise of telecom license fees, customer contracts 2.14 Treasury shares and relationships, key money and software rights. Intangible assets with The cost of the Parent Company’s own shares purchased, including directly indefinite useful lives are not subject to amortisation and are tested at least attributable costs, is classified under equity. Gains or losses arising on sale are annually for impairment. separately disclosed under shareholders’ equity and these amounts are not Intangible assets which have a finite life are amortized over their useful lives. available for distribution. These shares are not entitled to cash dividends and For acquired network businesses whose operations are governed by fixed term rights issues. The issue of bonus shares increases the number of treasury shares licenses, the amortisation period is determined primarily by reference to the proportionately and reduces the average cost per share without affecting the total unexpired license period and the conditions for license renewal. Telecom cost of treasury shares. license fees are amortised on a straight line basis over the life of the license. Key money and software rights are amortized on a straight line basis over a 2.15 Accounting for leases period of five years. Customer contracts and relationships are amortised over a Where the Group is the lessee period of three years. Operating leases Goodwill represents the excess of the cost of an acquisition over the fair value of Leases of property and equipment under which all the risks and benefits of the Group’s share of identifiable net assets acquired in a business combination or ownership are effectively retained by the lessor are classified as operating leases. an associate at the date of acquisition. Goodwill on acquisition of subsidiaries is Payments made under operating leases are charged to the statement of income on included in intangible assets. Goodwill on acquisition of associates is included in a straight-line basis over the period of the lease. investments in associates. Goodwill is allocated to each cash generating unit for 082 083 financial report financial report
- 44. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 Finance leases present, legal or constructive obligation; and the amount can be reliably Leases of property and equipment where the Group assumes substantially all the estimated. Contingent liabilities arising in a business combination is recognized benefits and risks of ownership are classified as finance leases. Finance leases are only if its fair value can be measured reliably. recognised as assets in the balance sheet at the estimated present value of the related lease payments. Each lease payment is allocated between the liability and finance charge so as to produce a constant periodic rate of interest on the balance of liability outstanding. 3. Subsidiaries and Associates 2.16 Revenue The principal subsidiaries and associates are: Airtime revenue is recognized based on actual usage. Subscription income is Subsidiary Country of Incorporation Percentage of ownership recognized on a time proportion basis. Other revenues primarily comprising of 2006 2005 handset equipment and SIM card starter pack sales are recognized upon delivery Mobile Telecommunications Company to customers. Interest income is recognized on a time proportion basis using the effective yield method and dividend income is recognized when the right to receive International B.V. - “MTCI” The Netherlands 100% 100% payment is established. Pella Investment Company - “Pella” Jordan 96.516% 96.516% MTC Vodafone Bahrain B.S.C (Closed) - “MTCB” Bahrain 60% 60% 2.17 Borrowing costs Mobile Telecommunications Company Lebanon Borrowing costs are recognised as an expense in the period in which they are (MTC) S.A.R.L. “MTCL” Lebanon 100% 100% incurred, except to the extent that they are capitalised. Borrowing costs that are Associate directly attributable to the acquisition, construction or production of a qualifying Atheer Telecom Iraq Limited - “Atheer” Cayman Islands 30% 30% asset are capitalised as part of the cost of the asset. MTCI holds 100% of Celtel International B.V Netherlands (Celtel) which is a Dutch 2.18 Foreign currencies holding and finance company principally engaged in the business of operating cellular The functional currency of an entity is the currency of the primary economic telecommunications networks in 15 countries in Africa. environment in which it operates and in the case of the Parent Company it is the Kuwaiti Dinar and in the case of subsidiaries it is generally their respective national currencies. Foreign currency transactions are recorded at the rates of exchange prevailing on the date of the transaction. Monetary assets and liabilities denominated in foreign currencies at the balance sheet date are translated to Subsidiary Country of Incorporation Percentage of ownership Kuwaiti Dinars at the rates of exchange prevailing on that date. Resultant gains 2006 2005 and losses are taken to the statement of income. Celtel Burkina Faso S.A Burkina Faso 95.71% 95.71% Translation differences on non-monetary items, such as equities classified as Celtel Tchad S.A Chad 100% 100% available for sale financial assets are included in the investment fair valuation Celtel Congo (DRC) SARL Dem. Rep of Congo 98.50% 98.50% reserve in equity. Celtel Congo S.A Republic of Congo 90% 98.12% The income and cash flow statements of foreign operations are translated into the Celtel Gabon S.A Gabon 84% 84% Parent Company’s reporting currency at average exchange rates for the year and Celtel Kenya Limited Kenya 60% 60% their balance sheets are translated at exchange rates ruling at the year-end. Exchange differences arising from the translation of the net investment in foreign Celtel Malawi Limited Malawi 100% 100% operations (including goodwill and fair value adjustments arising on business Celtel Niger S.A Niger 80% 70% combinations) and of borrowings and other currency instruments designated as Celtel (S.L) Limited Sierra Leone 100% 100% hedges of such instruments, are taken to shareholders’ equity. When a foreign Celtel Limited Uganda Uganda 100% 100% operation is sold, any resultant exchange differences are recognised in the Celtel Zambia Limited Zambia 88.88% 88.88% statement of income as part of the gain or loss on sale. Celtel Tanzania Limited Tanzania 60% 60% Madacom SA Madagascar 100% 100% 2.19 Discontinued operations Vee Networks Limited (trading as Celtel Nigeria) Nigeria 65% - An entity is classified as a discontinued operation when the criteria to be classified Sudanese Mobile Telephone Company Limited Sudan 100% 39% as held for sale has been met or it has been disposed of. An item is classified as held for sale if its carrying amount will be recovered principally through a sale Special Purpose Entity transaction rather than through continuing use. Such a component represents a Stichting Celtel International (Note 24) The Netherlands separate major line of business or geographical area of operations. 2.20 Contingencies Contingent assets are not recognised as an asset till realisation becomes virtually certain. Contingent liabilities, other than those arising on acquisition of subsidiaries, are not recognized as a liability unless as a result of past events it is probable that an outflow of economic resources will be required to settle a 084 085 financial report financial report
- 45. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 4. Cash and balances Cash and bank balances include the following cash and cash equivalents. 2006 2005 On 6 February 2006, the Group obtained control of Sudanese Mobile Telephone KD’000 Company Limited, Sudan (Mobitel) by acquiring an additional 61% of its ordinary Cash on hand and at banks 371,731 91,788 shares taking its effective ownership to 100% for a purchase consideration of US$ Short-term deposits with banks with original maturities of less than three months 102,591 201,091 1.332 billion (approximately KD 389 million). Cash and cash equivalents 474,322 292,879 On 31 May 2006 the Group obtained control of Vee Networks Limited, Nigeria (V The effective interest rate on short-term deposits as of 31 December 2006 was 5.15% Mobile) by acquiring 65% of its ordinary shares for a purchase consideration of to 7.25% per annum (2005 - 3.625% to 5.25%). US$ 1.005 billion (approximately KD 293 million) from the shareholders of V Mobile (the vendors). The business which was trading as V Mobile is now trading 5. Trade and other receivables 2006 2005 as Celtel Nigeria. KD’000 Subscribers 100,972 63,921 The vendors of V Mobile were obliged under the pre-emption right provision of a Distributors 31,231 12,373 shareholders agreement to first offer the shares to each other and then to a third Provision for impairment (39,038) (37,510) party. The vendor offered to the third party its right of use of its pre-emptive rights 93,165 38,784 under the above provisions, but it lapsed since they were unable to provide the Accrued income 7,485 3,892 Staff 1,833 936 finance within the 30 days deadline as specified in the shareholders agreement. Due from an associate 11,512 2,152 The third party has filed a suit in Nigerian Courts to uphold its pre-emption status Prepayments, advances and deposits 70,490 34,257 but Group management believes that it has meritorious defenses. During the year 184,485 80,021 a number of court decisions have been in the Group's favour but a final decision has not been issued. Reconciliation of provision for impairment of trade and other receivables: Details of these transactions are disclosed in Note 27. 2006 2005 KD’000 Opening balance – 1 January 37,510 21,039 During the year, the Group sold 8.12% of its equity holding in Celtel S.A., Congo for On acquisition of subsidiaries 8,787 12,998 a total deferred consideration of Congolese Francs 5 billion (KD 2.7 million), Recoveries/ Write back of provisions (10,180) (3,602) bringing down its holding to 90%, at a loss of KD 6.6 million. The consideration is Charge for the year 2,921 7,075 to be settled against future dividends from Celtel S.A Congo. In 2005, the Group Closing balance – 31 December 39,038 37,510 transferred 1.5% of its equity holding in Celtel Congo (DRC) SARL to the Government of the Democratic Republic of Congo. During the year, the Group 6. Inventories 2006 2005 increased its ownership in Celtel Niger S.A. from 70% to 80% by acquiring KD’000 additional equity shares. Handsets and accessories 17,094 9,253 Provision for obsolescence (2,303) (2,228) Pella owns 100% of Jordan Mobile Telecommunications Services Co. JSC - “JMTS”. 14,791 7,025 JMTS, MTCB and Atheer operate the cellular mobile telecommunications network in Jordan, Bahrain and Iraq respectively. MTCL manages the state owned cellular 7. Investment securities 2006 2005 mobile telecommunications network in Lebanon. KD’000 Current investments Atheer's telecom license has been renewed since 30 June 2006 for further periods Investment securities at fair value through profit or loss of up to three months at a time. Atheer plans to bid for the new licence but at Quoted equities 12,165 14,566 present there is no certainty regarding the outcome of the bid. Furthermore, Funds 6,290 – Atheer's working capital is in deficit. The financial statements of Atheer included in 18,455 14,566 Non current investments these financial statements have been prepared on a going concern basis as it Available for sale expects to retain the licence due to its service capabilities and the commitment of Quoted equities 78,546 90,201 its shareholders to provide financial support. Funds 38,408 40,598 Unquoted equities 19,580 18,004 Impairment loss (1,692) (1,692) 134,842 147,111 Available for sale investments include unlisted securities with original cost of KD 7,678,000 (2005 - KD 7,763,000) carried at cost less impairment since it is not possible to reliably measure its fair value. During the year the Group recognized unrealized loss of KD 13,801,000 (2005 - unrealized gain of KD 31,589,000) in investment fair valuation reserve arising from fair valuation of “available for sale” investments and transferred a loss of KD 39,000 (2005 - profit of KD 6,129,000) from investment fair valuation reserve to the statement of income, arising from disposals. 086 087 financial report financial report
- 46. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 Amounts shown against acquisition of subsidiaries arise on acquisition of V 8. Deferred tax assets/ liabilities Mobile, Nigeria and Mobitel, Sudan. 2006 2005 KD’000 Property and equipment include vehicles with a net book value of KD 367,000 Deferred tax assets: (2005 - KD 95,000) acquired under a finance lease by JMTS - Jordan. It also includes Deferred tax assets to be recovered after more than 12 months 1,939 4,449 buildings with a net book value equivalent to KD 843,000 (2005-KD 870,000) Deferred tax assets to be recovered within 12 months 38,679 2,274 acquired under a finance lease by MTCB Bahrain. 40,618 6,723 Projects in progress comprise of cellular and other equipment. Deferred tax liabilities: Deferred tax liability to be payable after more than 12 months 9,980 5,879 11. Intangible assets Deferred tax liability to be payable within 12 months – – Goodwill Licence fees Others Total 9,980 5,879 KD'000 Cost 9. Investments in associates At 31 December 2005 (as previously reported) 924,790 30,422 19,955 975,167 Adjustment to provisional values of business This represents the Group’s share of investments in associates accounted for using the equity method. combinations effected in 2005 (Note 27) (210,870) 22,750 6,523 (181,597) Disposal adjustment (1,663) - - (1,663) 2006 2005 (Restated) At 31 December 2005 (as restated) 712,257 53,172 26,478 791,907 KD’000 Additions 1,483 37,780 2,029 41,292 Opening balance 236,383 5,362 Adjustments to identifiable assets and liabilities 19,157 - - 19,157 On acquisition of subsidiaries – 39,586 On subsidiaries acquired 458,088 76,672 18,926 553,686 Capital contribution during the year 450 – Transferred from investment in associate relating to Mobitel, Sudan 174,165 3,346 12,100 189,611 Share of profit for the year 5,825 25,300 Disposals/adjustments 6,827 (2,889) (17,901) (13,963) On transfer of ownership of Celtel Tanzania – (4,524) Exchange adjustments (8,799) (386) (394) (9,579) Transferred to goodwill (515) (14,255) As at 31 December 2006 1,363,178 167,695 41,238 1,572,111 Foreign currency translation adjustment 761 3,715 Dividend received (34,126) – Accumulated amortization Transferred to available-for-sale investment securities – (9,726) At 31 December 2005 (as previously reported) 17,953 13,021 1,441 32,415 Adjustments to identifiable assets and liabilities (189,096) 190,925 Amortisation pertaining to 2005 - 1,784 870 2,654 Adjustment - Mobitel, Sudan (Note 3) (11,656) – At 31 December 2005 (as restated) 17,953 14,805 2,311 35,069 Closing balance 8,026 236,383 Charge for the year - 9,779 1,972 11,751 Of subsidiaries acquired - 23,790 - 23,790 10. Property and equipment Disposals/adjustments (575) (2,469) (307) (3,351) Land and Cellular & other Projects Exchange adjustment (56) 166 (31) 79 buildings equipment in progress Total As at 31 December 2006 17,322 46,071 3,945 67,338 KD’000 Cost Net book value As at 31 December 2005 58,077 709,376 72,969 840,422 As at 31 December 2006 1,345,856 121,624 37,293 1,504,773 Additions 8,974 226,800 206,526 442,300 As at 31 December 2005 (Restated) 694,304 38,367 24,167 756,838 Transfers and adjustments 252 62,097 (62,349) - Disposals (1,105) (13,624) (40,407) (55,136) On acquisition of subsidiaries 7,491 301,621 144,507 453,619 Exchange adjustment 569 (20,441) (1,645) (21,517) The residual amortisation period of licenses range from 2.5 to 14 years. As at 31 December 2006 74,258 1,265,829 319,601 1,659,688 Depreciation The adjustments recognised during the current period arise from completion of the As at 31 December 2005 21,472 319,097 - 340,569 purchase price allocation of the business combinations that were effected in 2005 Charge for the year 5,395 133,506 - 138,901 as the initial accounting for those business combinations was determined only Disposals (168) (13,456) - (13,624) provisionally in that year. On acquisition of subsidiaries 869 108,890 - 109,759 Exchange adjustment 457 (6,403) - (5,946) As at 31 December 2006 28,025 541,634 - 569,659 Net Book Value As at 31 December 2006 46,233 724,195 319,601 1,090,029 As at 31 December 2005 36,605 390,279 72,969 499,853 088 089 financial report financial report
- 47. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 Goodwill represents the excess of cost of acquisition over the Group’s interest in Increase in competition expected but no significant change in the fair value of the identifiable assets and liabilities of acquired subsidiaries. market share of any CGU as a result of ongoing service quality Goodwill has been allocated to each country of operation as that is the Cash improvements and expected growth in market penetration. Generating Unit (CGU) which is expected to generate the benefit from the synergies of the business combination. It is also the lowest level at which goodwill Cash flows beyond the five year period have been extrapolated is monitored for impairment purposes. using a steady 3% growth rate. This growth rate does not exceed the long term average growth rate of the market in which the The additions to goodwill during the year are from the acquisitions of V Mobile CGU operate. Nigeria and Mobitel Sudan. Exchange rate Average market forward rate over the budget period. Value Goodwill and the CGU to which it has been allocated are as follows: assigned is consistent with external source of information. 2006 KD 000s Discount rate Discount rates range from 12% per annum to 17.3% per annum. Pella Investment Company, Jordan 79,516 Discount rates used are pre-tax and reflect specific risks relating Celtel Burkina Faso S.A 28,030 to the relevant CGU. Celtel Tchad S.A 28,326 Celtel Congo (DRC) SARL 108,140 These calculations use pre-tax cash flow projections based on financial budgets Celtel Congo S.A 67,922 approved by management covering a five year period. The recoverable amount so Celtel Gabon S.A 92,961 obtained was significantly above the carrying amount of the CGUs. Celtel Kenya Limited 106,599 Celtel Malawi Limited 22,517 The Group has performed a sensitivity analysis by varying these input factors by a Celtel Niger S.A 24,577 reasonably possible margin and assessing whether the change in input factors result Celtel (S.L) Limited 41,764 in any of the goodwill allocated to appropriate cash generating units being impaired. Celtel Limited Uganda 7,571 Based on the analysis performed, there are no indications that an impairment of Celtel Zambia Limited 65,409 goodwill related to any of its cash generating units is required at the year end. Celtel Tanzania 18,231 Madacom SA, Madagascar 24,809 12. Other financial assets Vee Networks Limited, Nigeria 152,594 Other financial assets comprise the following: Sudanese Mobile Telephone Company Limited 476,890 2006 2005 1,345,856 KD’000 Cash held in a restricted foundation account – The goodwill of KD 152.59 million allocated to Vee Networks Limited, Nigeria and KD amount due to be settled after 12 months (note 24) 3,321 11,493 305.49 million included in Sudanese Mobile Telephone Company Limited, Sudan are Import duties recoverable 2,826 2,699 provisional values. The allocation between goodwill and fair values of identifiable Deferred consideration on sale of LinkAfrica business 471 668 assets and liabilities including contingent liabilities will be finalised in 2007 on Others 30 48 completion of the purchase price allocation within one year of the date of acquisition. 6,648 14,908 Impairment testing 13. Trade and other payables The Group determines whether goodwill or intangible assets are impaired at least 2006 2005 on an annual basis. This requires an estimation of the recoverable amount of the (Restated) CGUs to which these items are allocated. The recoverable amount is determined KD’000 based on value-in-use calculations. Trade payables 55,407 58,877 Deferred revenue 55,955 24,312 Management used the following approach to determine values to be assigned to Due to roaming partners 19,454 4,346 the following key assumptions in the value in use calculations: Due to Government of Jordan 17,858 14,455 Provision for income taxes – foreign subsidiaries 50,422 33,263 Key assumption Basis used to determine value to be assigned to key assumption Kuwait Foundation for the Advancement of Sciences 3,004 1,807 National Labour Support Tax 4,319 3,199 Growth rate Average market share in the period immediately before budget Dividend payable 5,364 4,288 period increased each year for anticipated growth in market Accrued expenses 156,385 64,978 share of (14) % to 13%. Value assigned reflects past experience Directors’ remuneration 28 28 and changes in economic environment. Other payables 58,409 31,362 426,605 240,915 090 091 financial report financial report
- 48. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 14. Due to banks to the various intermediate holding companies and an assignment of certain shareholder 2006 2005 loans from the various intermediate holding companies to the Celtel operations. KD’000 These facilities include syndicated loans and medium term notes of KD 38,504,000 owed by Celtel Kenya Limited of which KD 21,464,000 is secured by the assets and shares of MTC (the Parent Company) Celtel Kenya Limited and KD 12,780,000 is guaranteed by a Dutch financial institution. Short term loans – unsecured 17,569 17,569 The majority of the assets of Celtel are pledged and certain of its subsidiaries have entered Long term loans – unsecured 40,038 58,177 into various financial covenants covering amongst others, minimal levels of cash repatriation 57,607 75,746 and levels of profitability. Financial covenants include restrictions over dividend payments JMTS – Jordan and asset disposals. Furthermore certain political risks require prepayment of the loans. Long term loans 32,672 - Notes payable 3,078 6,920 MTCI Finance lease obligations 319 100 In June 2006 MTCI obtained a revolving financing with a limit of US $ 4 billion 36,069 7,020 (KD 1. 58 billion) from a consortium of local and foreign banks. This facility is MTCB – Bahrain secured by a guarantee given by the Parent Company and JMTS. Financial covenants Long term loans 15,634 17,416 stipulate maximum net borrowings of 4 times consolidated EBITDA (Earnings before Finance lease obligations 650 748 Interest, Tax, Depreciation and Amortisation) and ratio of annualized consolidated 16,284 18,164 EBIDTA of not less than 3 times annualized consolidated net interest payable. Celtel – The Netherlands Short term loan 90,392 20,386 In December 2006 MTCI obtained a US $ 1,200 million (KD 347 million) Islamic Long term loan 244,360 98,143 Murabaha financing from a foreign bank. This facility is secured by a guarantee given 334,752 118,529 by the Parent Company. Financial covenants stipulate maximum debt of 4 times MTCI – The Netherlands consolidated EBITDA (Earnings before Interest, Tax, Depreciation and Islamic finance (Murabaha) 347,520 219,300 Amortisation) and ratio of annualized consolidated EBIDTA to annualized net Long term loan 589,606 - financial charges of not less than 1. 937,126 219,300 1,381,838 438,759 15. Other non-current liabilities 2006 2005 KD’000 These dues mature as follows: 2006 2005 Subscribers’ deposits 4,946 5,127 KD’000 Post employment benefits 7,756 4,396 Employee share option liability 3,320 11,493 Less than one year 460,721 248,417 16,022 21,016 Between one and two years 143,481 54,170 Between two and five years 776,400 111,891 16. Due to minority interest holders Over five years 1,236 24,281 Under the terms of the purchase offer made to the shareholders of Celtel, the Parent 1,381,838 438,759 Company has an irrevocable obligation to acquire at a fixed price of US$57.04 (KD 16.52) per share, the minority interest of 15.014% in the equity of Celtel for cash by 29 April 2007 - the second anniversary of the closing date of the purchase offer. The obligation amounts to The effective interest rates as at 31 December 2006 was 4% to 6.85% (2005 – 4% KD 135.66 million and is stated at amortised cost using an effective interest rate of 4.31%. to 8.25%) per annum. The Group has an obligation to acquire a further 10% interest in Celtel Zambia Limited from one of its local partners (also a shareholder in Celtel). The exercise period of this option The Parent Company’s borrowings are in US Dollars from a Kuwaiti bank and that ends should Celtel Zambia Limited be listed on a stock exchange. The Group has of subsidiaries in US Dollars and in their respective local currencies from banks. accounted for this put option as if it had acquired the 10% interest. The assumed purchase price is US$ 67.7 million (KD 19.6 million). This assumed price is based on a multiple of JMTS EBIDTA that is in the put option contract. This created goodwill US$ 61.4 million (KD 17.8 JMTS’s loan agreements contain covenants relating to compliance of financial million) after deducting minority interest from the assumed purchase price. ratios and foreclosure of loans in the event of non-compliance. The equity instruments held by such minority interest share holders are classified as financial liabilities other than at fair value through profit or loss rather than equity MTCB since there is an irrevocable obligation to deliver cash to settle the minority’s interest. MTCB’s long term loan is secured by a mortgage of its freehold land and buildings. 17. Share capital and reserves Celtel - Netherlands Share capital These facilities are secured by Celtel's interest in the shares held by Celtel in certain group The authorised, issued and fully paid up share capital as of 31 December 2006 companies and by a charge over all the bank accounts of Celtel, the bank accounts of the consists of 1,261,819,591 shares of 100 fils each after the bonus issue during the various intermediate holding companies, an assignment of the shareholder loans from Celtel year (2005 – 1,097,234,427 shares of 100 fils each). 092 093 financial report financial report
- 49. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 Treasury shares 20. National Labour Support Tax 2006 2005 This is the tax payable to Kuwait’s Ministry of Finance under National Labour Support Law No. 19 of 2000. Number of shares 23,512,779 20,445,895 Percentage of issued shares 1.86% 1.86% 21. Income tax expense of subsidiaries Market value (KD ‘000) 78,062 71,969 2006 2005 Cost (KD ‘000) 15,576 15,576 KD’000 JMTS 12,841 13,264 These shares were acquired based on an authorization granted to the Board of MTCL 1,223 531 Mobitel 1,668 - Directors by the shareholders and in accordance with Ministerial Decrees No.10 of Celtel 19,240 15,117 1987 and No. 11 of 1988. Reserves equivalent to the cost of treasury shares held 34,972 28,912 are not distributable. 22. Earnings per share Legal reserve Basic and diluted earnings per share based on weighted average number of shares The Parent Company is permitted by its Articles of Association to maintain outstanding during the year and restated for the previous year are as follows: legal reserve up to a maximum of 50% of its share capital. Accordingly during the 2006 2005 year legal reserve has been appropriated to the extent necessary to bring it to 50% (Restated) of the share capital. This reserve can be utilised only for distribution of a maximum KD’000 dividend of 5% in years when the retained earnings are inadequate for this purpose. Net profit for the year from continuing operations 305,298 170,917 Net profit for the year from discontinued operations - 10,995 Voluntary reserve Total net profit 305,298 181,912 The Parent Company is permitted to maintain voluntary reserve up to a Shares Shares maximum of 50% of its share capital. Accordingly, during the year voluntary Number of shares issued and paid-up 1,261,819,591 1,017,638,940 Weighted average number of treasury shares (23,512,779) (20,172,209) reserve has been appropriated to the extent necessary to bring it to 50% of the 1,238,306,812 997,466,731 share capital. There is no restriction on distribution of this reserve. Effect of dilution (Note 24) 2,514,662 - Weighted average number of shares, Dividend for the year 2005 less treasury shares outstanding during The Annual General Meeting held on 29 March 2006 approved the year adjusted for the effect of dilution 1,240,821,474 997,466,731 distribution of cash dividends of 85 fils per share and bonus shares in the ratio of Fils Fils 15 shares for every 100 shares. Basic earnings per share Profit from continuing operations 247 171 Proposed dividend Profit from discontinued operations - 11 The Board of Directors, subject to approval of shareholders, recommends Profit for the year 247 182 distribution of a cash dividend of 100 fils per share (2005 - 85 fils per share) and Diluted earnings per share 246 182 bonus shares in the ratio of 50 shares for every 100 shares (2005 – 15 shares for every 100 shares) to the registered shareholders as of the date of the Annual Earnings per share from operations reported for the year ended 31 December 2005 General Meeting. was 222 Fils, before retroactive adjustment relating to bonus shares and the effect of the restatement carried out during the year for business combination 18. Revenue accounting (Note 27). 2006 2005 KD’000 23. Staff costs Airtime and subscription 1,201,613 572,359 2006 2005 Trading income 8,794 7,137 KD’000 1,210,407 579,496 Wages and salaries 92,796 51,740 Share based compensation granted to employees 11,206 5,066 Post employment benefits 5,542 1,253 109,544 58,059 19. Investment income 2006 2005 This is allocated as follows: KD’000 2006 2005 KD’000 (Loss)/gain from investments at fair value through profit or loss (2,888) 7,003 Distribution, marketing & operating expenses 52,051 33,012 Realised gains from available for sale investments 6,054 10,949 General and administrative expenses 57,493 25,047 Dividend income 4,644 2,978 109,544 58,059 7,810 20,930 094 095 financial report financial report
- 50. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 24. Share-based compensation plans 2006 2005 Kuwait KD’000 At an Extraordinary General Meeting held on 29 March 2006 the Parent Company’s Current assets shareholders approved amendment of the Parent Company’s articles of Cash held in restricted foundation account – due association to permit issue of employee stock options in accordance with a to be settled within the next 12 months 11,167 3,547 scheme to be approved by its Board of Directors. Foundation receivables - 3,340 The total number of shares to be granted under the scheme or Employee Share Option Plan (ESOP) is not to exceed 10% of the issued shares over ten years. The Non-current assets shares to be allotted under the scheme shall be provided through a capital increase Cash held in restricted foundation account – due and issue of new shares or through treasury shares held by the Parent Company. to be settled after 12 months 3,286 11,493 The ESOP scheme is available only to employees who hold certain specified posts within 14,453 18,380 the Group. Eligible employees are granted the option to purchase a predetermined Current liabilities number of Parent Company’s shares at a specified exercise price. The exercise price of the Accrued expenses and other liabilities 11,167 6,887 granted options is the closing share price as of 1 January 2006 less a discount of 50%. The options vest over three years at the rate of 25%, 35% and 40% each year, beginning 1 Non-current liabilities January 2006, exercisable from the date of vesting, up to five years from the service date. Liability to pay option holders 3,286 11,493 Under the ESOP the Parent Company has granted 5,485,000 options at an exercise 14,453 18,380 price of KD 1.760 per share. The fair value of options granted during the period determined using an option pricing model was KD 1.873 per share (2005-Nil). The significant inputs into the model were a share price of KD 3.220 - the market price at 25. Segment information the grant date, the exercise price shown above, volatility of 10%, dividend yield of nil The Parent Company and its subsidiaries operate in a single business segment, (due to the ESOP terms), option life of 5 years and an annual interest rate of 5.5%. telecommunications and related services. Apart from its main operations in The number of outstanding options under the ESOP as of 31 December 2006 was Kuwait, the Parent Company also operates through its foreign subsidiaries in 5,485,000 shares (2005 – Nil). Jordan, Bahrain, Lebanon, Sudan and Sub-Saharan Africa. This forms the basis The Parent Company recognised total expenses of KD 5,736,000 (2005 – Nil) of the geographical segments. related to equity settled share-based compensation during the year. 31 December 2006 Celtel – Netherlands Kuwait Jordan Bahrain Lebanon Sudan Sub- Total Until March 2005 Celtel had an employee share incentive plan for the granting of non- Saharan transferable options to employees. This plan was modified to a cash settled share based Africa compensation plan when Celtel was acquired in April 2005. The agreement provided for KD '000 the holders of Celtel options to be given the opportunity to cash-out those options that Segment revenues 235,070 141,017 30,973 16,910 190,835 595,602 1,210,407 had vested at the closing date for US$ 56.04 (KD 16.39) per share subject to option, less Net profit 141,097 37,944 3,320 2,733 95,876 24,328 305,298 the exercise price of the option. It was also agreed that holders of options that had not vested at the closing date of the agreement would be able to cash-out their options at the same price as and when the vesting conditions provided for in the original plan are met. Segment assets 1,537,944 199,960 48,182 5,813 150,553 2,614,726 4,557,178 To structure the adjustment to the option plan, Celtel issued letters to its option Consolidation adjustment (1,080,189) holders to cancel their options and to accept the terms of the revised plan. Celtel Consolidated assets 3,476,989 Stichting International (foundation) was created to take care of the option settlements. This included a direct cash payment of US$ 108,000,000 (KD 31,579,000) for all vested options in May 2005 and the recognition of a liability for Segment liabilities 173,162 94,121 34,783 3,470 84,980 2,085,263 2,475,779 all non-vested options. Funding of the foundation came from the Parent Company, Consolidation adjustment (486,072) which separated US$ 171,000,000 (KD 50,000,000) from the Celtel acquisition Consolidated liabilities 1,989,707 price and contributed that to the foundation upon incorporation. Net assets 1,487,282 A total amount of KD 5,066,400 (US$ 17,327,000) was charged to the statement of income for this modified scheme in respect of the cash settlement liability arising Capital expenditure from the options that vested in 2006. incurred during the period 27,065 52,691 3,254 41 49,936 345,801 478,788 In accordance with Interpretation (SIC-12 “Consolidation - Special Purpose Depreciation &amortisation 21,680 21,100 4,230 6 15,876 87,760 150,652 Entities”), the foundation has been treated as a Special Purpose Entity (“SPE”) as Celtel obtains the benefits of this foundation. This arises because the amounts paid by the foundation are remuneration to employees of Celtel who have to provide employee services to Celtel in order to obtain the benefits. Accordingly the cash balance held in the foundation together with the corresponding liability to pay the option holders has been included in these consolidated financial statements as follows: 096 097 financial report financial report
- 51. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 31 December 2005 KD ‘000 Kuwait Jordan Bahrain Lebanon Sudan Sub- Total Book values Provisional values Saharan Cash and bank 8,868 8,868 Africa Short term deposits 34,183 34,183 KD '000 Trade and other receivables 4,183 4,183 Inventories 879 879 Segment revenues 208,933 133,312 20,355 15,906 - 200,990 579,496 Property, plant and equipment 35,769 35,769 Net profit/(loss) 119,409 41,026 206 1,904 - 19,367 181,912 Trade and other payables (16,151) (16,151) Post employment benefits (262) (262) Intangible assets – customer list - 18,926 Segment assets 1,358,865 144,761 35,904 4,680 - 1,275,510 2,819,720 Intangible assets – Licence - 5,235 Consolidation adjustment (763,413) Value of net assets 67,469 91,630 Consolidated assets 2,056,307 Purchase consideration settled in cash 382,869 Segment liabilities 173,127 64,221 28,044 2,949 - 1,231,768 1,500,109 Cash & cash equivalents in subsidiary acquired (70,575) Consolidation adjustment (662,386) Cash outflow on acquisition 312,294 Consolidated liabilities 837,723 Net assets 1,218,584 Details of net assets acquired and goodwill are as follows: Capital expenditure KD ‘000 incurred during the period 28,848 22,281 3,818 11 - 104,964 159,922 Book values Provisional Depreciation and amortisation 19,706 15,823 3,562 1 - 27,234 66,326 values Purchase Consideration - Cash paid 375,222 375,222 26. Related party transactions - Adjustment for cash dividend 14,255 14,255 The Group has entered into transactions with related parties on terms approved by - Direct cost relating to acquisition 7,647 7,647 management. Transactions and balances with related parties (in addition to those Total purchase consideration 397,124 397,124 disclosed in other notes) are as follows: Less: Provisional value of net assets acquired (67,469) (91,630) 2006 2005 Goodwill arising on acquisition 329,655 305,494 KD ‘000 Transactions The above goodwill is attributable to Mobitel’s profitability and the significant synergies Management fees (included in other income) 5,095 3,239 expected to arise from the acquisition. Balances outstanding with related parties are: From the date of acquisition (6 February 2006), Mobitel contributed revenues of KD Balances 190.8 million and net profit of KD 95.9 million to the net results of the Group. If the Trade and other receivables 490 2,232 acquisition had taken place on 1 January 2006, the Group revenue and net profits Trade and other payables 27,203 469 would have been higher by KD 14.72 million and KD 5.76 million respectively. Key management compensation Vee Networks Limited, Nigeria (V Mobile) The provisional values assigned to the identifiable assets and liabilities of V Salaries and other short term employee benefits 5,002 2,676 Mobile as at the date of acquisition, which will be reviewed within one year of Post-employment benefits 675 109 acquisition on finalisation of the Purchase Price Allocation (PPA), are shown below: Share based payments 7,974 162 KD ‘000 Cash and bank 51,601 27. Business combinations Trade and other receivables 24,838 The Parent Company’s acquisition of additional interest in Mobitel Sudan and its Deferred tax asset 15,191 acquisition of V Mobile are business combinations and details of the acquisitions Inventories 687 are shown below. Property, plant and equipment 185,546 Intangible assets 31,003 Mobitel, Sudan Trade and other payables (160,339) The provisional values assigned to the identifiable assets and liabilities of Mobitel, Due to banks (9,517) Sudan as at the date of acquisition, which will be reviewed within one year of Provisional value of net assets 139,010 acquisition on finalisation of the Purchase Price Allocation (PPA), are shown below. The adjustments to fair values of previously held 39% interest will be given effect Purchase consideration settled in cash 294,647 to on completion of the purchase price allocation. Cash and cash equivalents in subsidiary acquired (79,388) Cash outflow on acquisition 215,259 098 099 financial report financial report
- 52. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 Details of net assets acquired and goodwill are as follows: 29. Financial instruments, risk management and fair values KD ‘000 The Group’s use of financial instruments exposes it to a variety of financial risks such Purchase Consideration as credit risk, market risk, liquidity risk and political risk. The Group continuously - Cash paid 292,327 reviews its risk exposures and takes measures to limit it to acceptable levels. The - Direct cost relating to acquisition 2,571 significant risks that the Group is exposed to are discussed below: Total purchase consideration 294,868 Less: Provisional value of net assets acquired (139,010) Credit risk Less : Post acquisition adjustments (3,264) Credit risk is the risk that one party to a financial instrument will fail to discharge an obligation Goodwill arising on acquisition 152,594 causing the other party to incur a financial loss. Financial assets, which potentially subject the Group to credit risk, consist principally of fixed and short notice bank deposits, bonds and The above goodwill is attributable to the profitability of the acquired business and receivables. The Group manages this risk by placing fixed and short term bank deposits with the significant synergies expected to arise from the acquisition. high credit rating financial institutions. Credit risk with respect to receivables is limited due to dispersion across large number of customers and by using experienced collection agencies. From the date of acquisition (31 May 2006), V Mobile contributed revenues of KD 177.18 million and net profit of KD 14.22 million to the net results of the Group. If the Market risk acquisition had taken place on 1 January 2006, the Group revenue and net profits Market risk, comprising of price risk, interest rate risk and currency risk arises due to movements would have been higher by KD 105.45 million and KD 10.74 million respectively. in market prices of assets, interest rates and foreign currency rates. The Group manages market risk by setting limits on exposures to investments, currency and counterparty and transacting 28. Commitments and contingencies business in Kuwaiti Dinars and other major currencies with counterparties of repute. 2006 2005 KD ‘000 Liquidity risk Capital commitments 244,469 72,008 Liquidity risk is the risk that the Group may not be able to meet its funding Uncalled share capital of investee companies 1,003 2,057 requirements. The Group manages this risk by monitoring on a regular basis that Letters of credit 4,318 8,779 sufficient funds are available to meet maturing obligations. Letters of guarantee 15,056 55,129 Political risk JMTS is a defendant in lawsuits and arbitration proceedings amounting to approximately KD Political risk arises due to the instability of regimes ruling in certain African countries in which 3,267,000 (31 December 2005 – KD 949,000). Legal proceedings have been initiated by and the Group operates. The Group operates in countries where the regulatory regimes are less against some of the other subsidiaries in a number of jurisdictions. On the basis of information developed than in matured markets and where there are political risks. The Group minimizes currently available, and having taken counsel with legal advisers, Group management is of the these risks by maintaining a portfolio, which reduces exposure to specific country risk, as well opinion that the outcome of these proceedings is unlikely to have a material adverse effect on as working with strong local partners and proactively engaging with the regulators of each the consolidated financial position and the consolidated operations of the Group. country to develop a mutually satisfactory environment for its continuous investment. The Parent Company is liable for a claim filed by the Ministry of Communications (MoC) seeking a fixed payment of KD 1 per month for each prepaid line. In April 2006, Fair value of financial instruments the Commercial Civil court issued a verdict in favour of MoC, but the Parent Company The fair values of financial instruments carried at amortised cost are not has filed an appeal against the verdict. The Parent Company believes that the verdict significantly different from their carrying values. is currently unenforceable as it has not stipulated either the number of subscribers or the applicable period. The court returned the matter to the Expert’s department for a 30. Significant accounting judgments and estimates new report and recommendation. The management has taken all steps necessary to In accordance with the accounting policies contained in IFRS and adopted by the ensure that the above claim will not materially affect the financial statements. Group, management is required to make the following judgments and estimations The regulator of a subsidiary has demanded US$ 36 million (KD 10.4 million) based that may affect the carrying values of assets and liabilities. on revenue sharing agreement, whose validity has been disputed by the Group’s management. Discussions are ongoing with that regulator and the Group’s Judgments management believes that the outcome will be in its favour. Business combinations Under several local license agreements, certain subsidiaries are committed to To allocate the cost of a business combination management exercises significant build local GSM networks reaching specified local coverage at agreed rates. judgment to determine identifiable assets and liabilities and contingent liabilities whose fair value can be reliably measured, to determine provisional values on Operating lease commitments – Group as lessee initial accounting of a business combination and to determine the amount of The Group leases various branches, offices and transmission sites under non- goodwill and the Cash Generating Unit to which it should be allocated. cancellable operating lease agreements. The leases have varying terms, escalation clauses and renewal rights. Classification of investments The future aggregate minimum lease payments under non-cancellable operating leases are as follows: On acquisition of an investment, management has to decide whether it should be KD ‘000 classified as carried at fair value through profit or loss, available for sale or as loans and 2006 2005 receivables. In making that judgment the Group considers the primary purpose for which Not later than 1 year 14,088 3,180 it is acquired and how it intends to manage and report its performance. Such judgment Later than 1 year and no later than 5 years 25,831 5,635 determines whether it is subsequently measured at cost or at fair value and if the changes Later than 5 years 10,389 1,256 in fair value of instruments are reported in the statement of income or directly in equity. 50,308 10,071 100 101 financial report financial report
- 53. Mobile Telecomunication Company KSC and subsidiaries Kuwait Mobile Telecomunication Company KSC and subsidiaries Kuwait Notes to the Consolidated Financial Statements 31 December 2006 Notes to the Consolidated Financial Statements 31 December 2006 Substance of relationship with special purpose entities calculations require the use of estimates and the input factors most sensitive to Where the Group obtains benefits from a special purpose entity, management change have been disclosed in Note 11. Based on analysis performed there are no considers the substance of the relationship to judge if such an entity is controlled indications that the carrying value of any CGU exceeds its recoverable amount. by the Group. Share based compensation Impairment The fair valuation of ESOP requires significant estimates regarding the expected When there is a significant or prolonged decline in the value of an “available for volatility of the share price, the dividends expected on the shares, the market sale” quoted investment security management uses objective evidence to judge if interest rate for the life of the plan and the expected term of the option. it may be impaired. At each balance sheet date, management assesses whether there is any indication that inventories, property and equipment, goodwill and intangible assets may be 31. Comparative figures impaired. The determination of impairment requires considerable judgment and Certain prior year amounts have been reclassified to conform to current year involves evaluating factors including industry and market conditions. presentation and to give effect to matters stated in Notes 3, 11 and 15 as follows: Contingent liabilities Statement of Income KD’000 Contingent liabilities are potential liabilities that arise from past events whose Profit for the year 2005 as previously reported 185,921 existence will be confirmed. Provisions for liabilities are recorded when a loss is Adjustments for accounting of business combinations of considered probable and can be reasonably estimated. The determination of 2005 based on PPA – amortisation of intangible assets (4,050) whether or not a provision should be recorded for any potential liabilities is based KFAS adjustments 40 on management’s judgment. NLST adjustments 1 Net profit for the year 2005 – restated 181,912 Sources of estimation uncertainty Balance Sheet KD’000 Fair values- unquoted equity investments and business combinations Investment in associates as of 31 December 2005 as previously stated 45,458 The valuation techniques for unquoted equity investments and identifiable assets, PPA adjustments – transfer from intangible assets 190,925 liabilities and contingent liabilities arising in a business combination make use of Investment in associates – 2005 restated 236,383 estimates such as future cash flows, discount factors, yield curves, current market prices adjusted for market, credit and model risks and related costs and other Intangible assets as of 31 December 2005 as previously stated 942,752 valuation techniques commonly used by market participants where appropriate. PPA adjustments – transfer to investments in associates Amortisation pertaining to 2005 (2,654) Accounts receivable Adjustments to provisional values 9,328 The Group estimates an allowance for doubtful receivables based on past collection history and expected cash flows from debts that are overdue. Adjustment – investment in associate (190,925) Goodwill - write of on disposal (1,663) Tangible and intangible assets Intangible assets – 2005 restated 756,838 The Group estimates useful lives and residual values of tangible assets and intangible assets with definite useful lives. Taxes The Group is subject to income taxes in numerous jurisdictions. Significant judgment is required in determining the provision for income taxes. There are many transactions and calculations for which the ultimate tax determination is uncertain during the ordinary course of business. The Group recognises liabilities for anticipated taxes based on estimates of whether additional taxes will be due. Where the final tax outcome of these matters is different from the amounts that were initially recorded, such differences will impact the income tax and deferred tax provisions in the period in which such determination is made. Any changes in the estimates and assumptions used as well as the use of different, but equally reasonable estimates and assumptions may have an impact on the carrying values of the above assets. Goodwill The Group tests annually whether goodwill has suffered any impairment, in accordance with its accounting policy. The recoverable amounts of cash generating units have been determined based on value-in-use calculations. These 102 103 financial report financial report
- 54. glossary Mobile Top Up GSM [Global System for Mobile Communications] Distribution of scratch cards via SMS instead of physical recharge vouchers. The most popular standard for mobile phone in the world used by over 2 billion Me2U people across more than 212 countries and territories. Account balance sharing instrument. Powered by user friendly Sim Tool Kit (STK) application via SMS command. HSDPA [High Speed Downlink Packet Access] Upgraded UMTS technique that considerably increases downlink packet data SuperSIM rates. Current HSDPA deployments support 1.8Mbit/s, 7.2Mbit/s and 14.4Mbit/s. User friendly STK application to all Celtel services. This is to include SMS content, Further speed grades are planned for the future. Me2U, Who-Called? and Celtel Info. All in a multilingual environment. UMTS [Universal Mobile Telecommunications Systems] Know.It all. 3rd generation wireless communications system which support high-speed mobile Meaningful SMS based content services offered through the Celtel Branded SIM card. multimedia services. Who-called? 3G [3rd Generation] Missed Call Alerts (MCA) notifies subscribers about calls that they don’t know Mobile telephone network based on the UMTS standard. about as their handsets were powered off or outside network coverage. Web2SMS EDGE [Enhanced Data rates for GSM Evolution] Web2SMS is a mass messaging product that will enable Celtel customers to send Digital mobile phone technology that increases data transmission rate and reliability SMS messages from a website. They can generate SMS messages and send them to accommodate Internet and multimedia services at four times the speed of GPRS. to individual numbers and distribution lists of numbers, using a web interface. MMS [Multimedia Messaging Services] One4all Standard for a telephony messaging systems that allow wireless phone users to SIM card based Enhanced Payphone Solution. send messages containing rich text, images, audio and video content. One Network MVNO [Mobile Virtual Network Operator] Service designed to develop to sustain user experience, functionality and visiting Company without its own telecommunications network that offers public mobile network tariffs for all Celtel East Africa customers while traveling within East Africa. telephony services by buying the right to use part of its infrastructures from an already established company. Portal GPRS/EDGE WAP portal to Celtel Infotainment services. SMS [Short Message Service] A telecommunications protocol that allows the sending of “short” (160 characters Access GPRS/EDGE based Internet access service. or less) text messages via mobile phones. Picture Messaging WAP [Wireless Application Protocol] Person-to-person Picture Messaging enables customers to take pictures with their Open international standard for mobile phone applications enabling access to the Internet. camera phones and send them to other customers. Wi-Max [Worldwide Interoperability for Microwave Access] Friends & Family A standards-based technology enabling the delivery of last mile wireless This option allows prepaid customers to define up to 5 Celtel numbers and get a broadband access as an alternative to cable and DSL. discount for calls made to these numbers. 104 105 glossary glossary
- 55. Notes Notes
- 56. Notes Notes
- 57. Notes Notes
- 58. MTC Contact List MTC-Vodafone - Kuwait, Headquarters London address: Celtel Malawi MTC-Vodafone Kuwait Celtel International Celtel House, Raynor Avenue, Limbe, P.O.Box 22244, 78, Brook St, London, P.O.Box 1235, Malawi 13083 Safat Kuwait, Kuwait W1K 5EF United Kingdom Tel: +265 1644 022 Tel: +965 4842000 Tel: +44 20 7499 4555 Fax: +265 1644 745 Fax: +965 4818800 Email: info@mw.celtel.com www.mtc-vodafone.com Head office: Celtel International B.V. Celtel Niger Fastlink, Headquarters Scorpius 112-126 Niger Rue de l’Aéroport, P.O.Box 940821 2132 LR Hoofddorp BP 11 922, Niamey, Niger Amman 11194 Jordan Netherlands Tel: +227 73 23 46 - 47 Cell: +962 7 95797979 Tel: +31 23 554 2390 Fax: +227 73 23 85 Tel: +962 6 5803000 Fax: +31 23 569 3979 Email: info@ne.celtel.com Fax: +962 6 5828200 Email: info@fastlink.com.jo Celtel Burkina Faso Celtel Congo Av. de la Résistance du 17 Mai, Avenue Amilcar CABRAL, MTC-Vodafone - Bahrain, Headquarters 01 BP 6622, Ouagadougou, BP 1038, Brazzaville, Seef District, Burkina Faso République du Congo P.O.Box 266, Manama, Bahrain Tel: +226 33 14 00 - 1 - 2 Tel: +242 520 00 00 Tel: +973 36031000 Email: info@bf.celtel.com Fax: +242 94 88 75 Fax: +973 17581117 Email: info@cg.celtel.com www.mtc-vodafone.com.bh Celtel Chad Immeuble Pierre Brock, Celtel Sierra Leone MTC Atheer, Headquarters Avenue Charles de Gaulle, 42 Main Motor Road, Wilberforce, Bldg. 47 - Str. 14 - Dist. 605 BP 5665, N'Djamena, Tchad Freetown, Sierra Leone Hay Al-Mutanabi - Al-Mansoor Tel: + 235 52 04 11 Tel: +232 22 233 222 Baghdad, Iraq + 235 52 04 18 Fax: +232 22 233 240 Tel: + 964 1 5410840 Fax: + 235 52 02 31 Email: info@sl.celtel.com + 964 1 5410843 + 235 52 04 19 + 964 1 5410933 Email: info@td.celtel.com Celtel Tanzania Fax: + 964 1 5418611 Celtel House, Plot No 717/1 E-mail: info@atheertele.com Celtel DRC Block D, Mikocheni area, Celtel House, Avenue Tchad, Ali Hassan Mwinyi Road, MTC Touch, Headquarters BasCongo, Gombe, Kinshasa, Kinondoni District, MTC Touch bldg. Charles Helou Av. République Democratique du Congo P.O.Box 9623, P.O.Box 175051 Beirut, Lebanon Tel: +243 9900100 Dar es Salaam, Tanzania Tel: +961 3 792000 Fax: +243 9900101 Tel: +255 22 274 8100 +961 1 566111 Email: info@cd.celtel.com Fax: +255 22 274 8188 Fax: +961 3 792020 Email: info@tz.celtel.com +961 1 564185 Celtel Gabon E-mail: info@mtc.com.lb 124 Avenue Bouet, Celtel Uganda www.mtctouch.com.lb BP 9259, Libreville, Gabon Plot 40 Jinja Rd, Tel: +241 74 00 00 P.O.Box 6771, Kampala, Uganda MobiTel Fax: +241 74 52 86 Tel: +256 41 230110 Sudanese Mobile Telephone Co. Ltd. Email: info@ga.celtel.com Fax: +256 41 230106 4th Floor, Arab Co. for LiveStock Email: info@ug.celtel.com Development building, Celtel Kenya Mogran, Alghaba Street, Parkside Towers, Mombasa Road Celtel Zambia P.O.Box 13588, Khartoum, Sudan P.O.Box 73146 – 00200 Zamcell House, Nyerere Road, Tel: + 249 91 239 7601 Nairobi, Kenya P.O.Box 320001, Woodlands, Fax: + 249 91 239 7608 Tel: +254 20 69 011 235 Lusaka, Zambia Fax: +254 20 69 011 106 Tel: +260 1 250 707 Email: info@ke.celtel.com Fax: +260 1 250 595 Email: info@zm.celtel.com Celtel Madagascar Explorer Business Park, Celtel Nigeria Limited Bâtiments B1-B2 Ankorondrano, Plot 1678 Olakunle Bakare Close Antananarivo 00101, Madagascar Off Sanusi Fafunwa Street Tel: + 261 33 11 00100 Victoria Island, Lagos. Fax: + 261 20 22 37423 Tel: +234 1 461 3880 Fax: +234 1 270 7648 Email: info@zm.celtel.com 112 mtc contact list