Singapore Airlines Ltd. · SGX:C6L
Singapore Airlines — Shareholder Meeting (July 2020)
24 slides from Singapore Airlines's shareholder meeting presentation, Jul 27, 2020
Slide 1: SIA Annual General Meeting Presentation Slides
SIA ANNUAL GENERAL MEETING PRESENTATION SLIDES 27 July 2020 The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may n
Slide 2: Agenda
1 COVID-19: An Unprecedented Challenge 2 Strengthening the Group’s Financial Position 3 Restarting Operations - Staying Nimble and Flexible 4 Customer, Staff and Community Engagement 5 Transforming to Lead The New World The copyright in this material (other than in respect of information from extern
Slide 3: COVID-19: An Unprecedented Challenge
COVID-19: AN UNPRECEDENTED CHALLENGE The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be modified, reprodu
Slide 4: Industry Experts and Bodies Warn of Severe Impact of COVID-19
COVID-19: An Unprecedented Challenge Industry Experts and Bodies Warn of Severe Impact of COVID-19 2020 will be the worst year in history for airlines* • Global GDP contraction forecasted at 5.0% • Industry net loss forecasted at US$ 84.3 billion Multiple airlines have been heavily affected by COVID
Slide 5: COVID-19 Pandemic Continues to Have a Severe Impact on International Air Travel
COVID-19: An Unprecedented Challenge COVID-19 Pandemic Continues to Have a Severe Impact on International Air Travel SIA Group passenger operations remain heavily curtailed Recovery trajectory would be slower than initially projected, with scheduled passenger capacity of SIA Group reduced by 96% for
Slide 6: Industry Experts and Bodies Forecast a Slow Recovery in International Air Travel
COVID-19: An Unprecedented Challenge Industry Experts and Bodies Forecast a Slow Recovery in International Air Travel Downward revision in recovery projections of global passenger traffic • Slower opening of economies and relaxation of travel restrictions • Air travel recovery expected to be further
Slide 7: Strengthening SIA Group's Financial Position
STRENGTHENING SIA GROUP’S FINANCIAL POSITION The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be modified,
Slide 8: S$11 Billion in Fresh Liquidity Puts SIA on a Strong Footing
Strengthening SIA Group’s Financial Position S$11 Billion in Fresh Liquidity Puts SIA on a Strong Footing to Tackle COVID-19 Challenges Completion of the rights issue strengthened SIA Group’s financial position by reducing its financial gearing and increasing its liquidity S$8.8 billion raised throu
Slide 9: Steps Taken to Conserve Cash and Reduce Costs
Strengthening SIA Group’s Financial Position Steps Taken to Conserve Cash and Reduce Costs Proactive actions to address the COVID-19 challenges Deferral of non-critical projects Decisive capacity cuts across the and tight control on discretionary network expenditure Cash conservation and costs reduc
Slide 10: Restarting Operations - Staying Nimble and Flexible
RESTARTING OPERATIONS - STAYING NIMBLE AND FLEXIBLE The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be mo
Slide 11: Staying Nimble and Flexible Where Pace of Recovery is Uncertain
Restarting Operations – Staying Nimble and Flexible Staying Nimble and Flexible Where Pace of Recovery is Uncertain Factors affecting pace of recovery Border Controls Regulatory Travel and Consumer Confidence in Entry Restrictions Air Travel Immediate priorities Addressing health & safety Reducing f
Slide 12: Addressing Health and Safety Concerns across Entire Customer Journey
Restarting Operations – Staying Nimble and Flexible Addressing Health and Safety Concerns across Entire Customer Journey Robust measures in place to ensure the … across the entire customer journey health and safety of our customers… • Hand sanitiser available at multiple locations Modified in-flight
Slide 13: Reducing Friction for Customers
Restarting Operations – Staying Nimble and Flexible Reducing Friction for Customers Customer servicing and handling Service automation through webform developed in Agile manner to address surge in customer contact volumes Flexible travel waiver policy offering full refunds, bonus flight credits, fle
Slide 14: Proactive Pursuit of Revenue Opportunities: Network and Borders
Restarting Operations – Staying Nimble and Flexible Proactive Pursuit of Revenue Opportunities We continue to work closely with industry groups and regulators to advocate and support the safe opening of borders Slower-than-expected progress toward global AMS CPH lifting of border controls and travel
Slide 15: Proactive Pursuit of Revenue Opportunities: Cargo and New Streams
Restarting Operations – Staying Nimble and Flexible Proactive Pursuit of Revenue Opportunities New revenue streams that leverage on Measures to increase cargo capacity brand, data and competencies Prior to COVID-19: Cargo-only passenger flights Loyalty programme for the provide incremental cargo cap
Slide 16: Customer, Staff and Community Engagement
CUSTOMER, STAFF AND COMMUNITY ENGAGEMENT The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be modified, rep
Slide 17: Proactive and Continuous Engagement of Customers
Customer, Staff and Community Engagement Proactive and Continuous Engagement of Customers Understanding Recognition of Loyalty Customers’ Preferences . . • 1-year extension of memberships Customer • Regular surveys to understand and keep pulse on • Proactive tier upgrades for eligible Engagement mem
Slide 18: Supporting Staff through this Challenging Period
Customer, Staff and Community Engagement Supporting Staff through this Challenging Period Employee Support Portal Using the downtime to upskill staff • External job placement opportunities for operating crew • Virtual classroom courses; online learning on SKIES & and ground staff on furlough/VNPL Li
Slide 19: Playing Our Part to Support The Community
Customer, Staff and Community Engagement Playing Our Part to Support The Community • Working with various government SIA Group Ambassadors Programme agencies to keep airfreight supply lines for essential goods open. • Includes medical supplies, personal Many staff volunteered to support nationwide e
Slide 20: Transforming to Lead the New World
TRANSFORMING TO LEAD THE NEW WORLD The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be modified, reproduce
Slide 21: Transformation Programme Enabled Us To Be On The Right Trajectory
Transforming to Lead the New World Transformation Programme Enabled Us To Be On The Right Trajectory Strong operating track record and historical financial position prior to COVID-19 Unbroken track record of profitability through past cyclical and unexpected downturns (9/11, SARS, GFC, etc) S$9.2
Slide 22: Transformation Programme: Successful Mobilisation of Our Organisation
Transforming to Lead the New World Transformation Programme Enabled Us To Be On The Right Trajectory Successful mobilisation of our organisation to drive tangible results (3-year) Personalisation >300,000 use cases/ services rendered Customer cases >12M hrs NPS Score ⇧ >270 Awards >900,000 reduced t
Slide 23: Positioning the Group to Emerge Stronger in the Post-COVID World
Transforming to Lead the New World Positioning the Group to Emerge Stronger in the Post-COVID World Positioning the Group to Capture Future Growth Opportunities Strong and Strong Talented and Strong Trusted Brand Balance Sheet Highly Skilled Workforce Digital Capabilities Emerging Stronger in the Po
Slide 24: Thank You
Thank You The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be modified, reproduced, distributed, republish