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Keppel Capital
Virtual Corporate Day
11 May 2021
2
Navigating the
Post-COVID World
3
Focus on Fundamentals: Macro Trends do not Disappear with COVID-19
Increased economic activity in cities generate demand for
housing, commercial property, data centres and infrastructure
Trend #1: Urbanisation Trend #2: Growing Middle Class Trend #3: Connected cities
▪ Asia to drive global urbanisation
as more move into cities
▪ Larger and denser cities
▪ More demand for housing and
offices for economic activity
▪ Increased demand for goods
and services
▪ Higher domestic consumption
▪ Larger tourist inflows
▪ Silver economy: retiring better
▪ Asia’s cities will be more connected
▪ Increased infrastructural investments
to boost flows of goods, capital,
people and digital information
▪ Business activities will intensify at
key gateway cities
4
Post-COVID: What
has Changed?
5
COVID-19 Accelerated Digital Transformation Plans
Continued growth in cloud computing underpins demand for hyperscale and colocation data centres
Cloud spending keeps growing Hyperscalers ramping up capex
▪ COVID-19 spurred the digital transformation of many
corporates and governments
▪ End-user spending on public cloud services projected
to grow at 17.8% CAGR between 2019 and 2022
▪ Global hyperscalers continue to increase capex to
meet growing demand
▪ Total hyperscale capex grew by 16% yoy in 9M2020
despite COVID-19 disruptions
6
New Opportunities from 5G and Edge Computing
Expanding edge computing facilitated by 5G use cases presents opportunities for new connectivity solutions
5G spawns new opportunities Edge expands with more uses
▪ 5G adoption spurs growth in new industries,
e.g. autonomous vehicles, smart cities and telemedicine
▪ 5G value chain to drive USD3.8 trillion of economic
output and support 22.8m jobs by 20351
▪ 5G is an enabler for the expansion of edge computing
▪ Growing number of connected devices, driven by
Machine-to-Machine (M2M) connections
Source: CISCO Annual Internet Report (2018-2023)
Global device and connection growth
1Source: IHS Markit
7
The Edge is Part of the Cloud Continuum
8
Sustainability at the Core of Keppel Group’s Strategy
• Business targets for deployment of
sustainable solutions
• Operational targets including
carbon emissions, waste and water
• Seize opportunities in green developments,
renewables, new energy and circular
economy solutions
High-impact sustainability goals
Sustainability as our business
• Strengthen board oversight
• Include environmental sustainability
in executive remuneration
Guide our portfolio towards sustainable
solutions through:
• Climate risk assessments
• Internal carbon pricing
Focused portfolio
Governance & incentives
Keppel Bay Tower
• Singapore’s first commercial development to be
fully powered by renewable energy
• First commercial development to be certified
BCA Green Mark Platinum (Zero Energy)
• High-tech green building:
9
Photo Credit: ST Press
Facial recognition for
contactless entry
Intelligent building
control
Water-efficient cooling
tower water management
Energy-efficient
air distribution
Demand control
fresh air intake
Smart lighting
9
10
Form and function of offices to evolve
▪ Increased focus on providing a safe work
environment and physical and mental wellness
of employees
▪ Smart office buildings with flexible and
green designs could be more sought-after
Office is not just a physical space
▪ Important for building corporate culture
▪ Create opportunities for bonding, ideation,
innovation through physical meetings
and interactions
Physical Offices are still Relevant
11
Closing the Gap in Social Infrastructure
▪ COVID-19 highlighted the lack of adequate social
infrastructure to combat health threats effectively
▪ Public investments have fallen over last decade due
to austerity policies / limited tax revenue
▪ Developing Asia has a social infrastructure investment
gap equivalent to 0.5% of GDP1
1 Source: Global Infrastructure Hub, How to Restart Private Capital Investment, 27 November 2020, UNCTAD
2 Source: GIIN, Annual Impact Investor Survey 2020, 11 June 2020
Chronic underinvestment in social infrastructure
▪ Pandemic puts further stress on the healthcare capacity
in developing Asian markets
▪ Private investors well-placed to fill the widening gap
▪ 90% of impact investors expect to maintain or increase
allocation to education and healthcare sectors2
▪ Near-term priority will be on improving access to
proper water and sanitation services
Closing the gap through private investments
12
Increased Need for Quality and Sustainable Infrastructure
Urban cities of the future Sustainable clean water sources Smart and green offices
Accelerating digital transformation Retiring gracefully Quality education facilities
13
Keppel Capital:
2021 & Beyond
Focus Areas
ENERGY &
ENVIRONMENT
ASSET MANAGEMENT
14
Engineering track record
Project management
Efficiency in
capital allocation
Focus on sustainability
End-to-end business model
Strengths & Differentiators
1
2
3
4
5
URBAN DEVELOPMENT CONNECTIVITY
Keppel Land  Keppel Urban
Solutions  Sino-Singapore
Tianjin Eco-City
Keppel Data Centres  M1 
Keppel Logistics
Keppel O&M 
Keppel Infrastructure 
Keppel Renewable Energy
Keppel Capital  Eco-system of private funds and listed REITs & Trust
Harnessing Capabilities of the Keppel Group
15
Established fund manager
offering investors quality
investment products
An Integrated Fund Management Platform
One of the largest Pan-
Asian commercia REITs
with premium Grade A
assets in prime business
and financial districts
First pure-play data centre
REIT listed in Asia on the
Singapore Exchange
The largest diversified
Business Trust with a
portfolio of strategic
infrastructure assets
US REIT with offices
and business campuses
in key growth markets
driven by innovation
and technology
US REIT with Grade A
office assets in key
primary markets
Listed REITs & Trust 1
Private Funds
Private equity fund manager
with investments across
key global gateway cities
Private equity manager
focusing on alternative asset
classes, including senior living,
education, infrastructure, and
private credit funds
1. Keppel Capital owns 50% of Keppel DC REIT Management Pte. Ltd. (Manager of Keppel DC REIT), 50% of Keppel Pacific Oak US REIT Management Pte. Ltd.
(Manager of Keppel Pacific Oak US REIT), and 30% interest in KBS US Prime Property Management Pte. Ltd. (Manager of Prime US REIT).
16
DISCLAIMER: The materials herein are published solely for informational purposes and may not be published, circulated, reproduced or distributed
in whole or in part to any other person without our written consent. No guarantee, representation or warranty, either expressed or implied, is
provided in relation to the accuracy, completeness or reliability of the information contained herein, nor is it intended to be a complete statement or
summary of the markets or developments referred to in the report.
The materials should not be regarded by recipients as a substitute for the exercise of their own judgement and recipients should not act on the
information contained herein without first independently verifying its contents. Any opinions or estimate expressed in this report are subject to
change without notice and may differ or be contrary to opinions expressed by others as a result of using different assumptions and criteria.
Keppel Capital Holdings Pte Ltd and its asset managers, namely Keppel Capital Alternative Asset Pte Ltd, Alpha Investment Partners Limited,
Keppel REIT Management Limited, Keppel Infrastructure Fund Management Pte. Ltd., Keppel DC REIT Management Pte. Ltd. and Keppel Pacific
Oak US REIT Management Pte. Ltd. (collectively known as “Keppel Capital Group”), have not given any consideration to and has not made any
investigation of the investment objectives, financial situation or particular needs of the recipient, and accordingly, no warranty whatsoever is given
and no liability whatsoever is accepted for any loss arising whether directly or indirectly as a result of the recipient acting on such information or
opinion or estimate.
Keppel Capital Group is under no obligation to update or keep current the information contained herein. In no event and under no legal or equitable
theory, whether in tort, contract, strict liability or otherwise, shall Keppel Capital Group be liable for any damages, including without limitation direct
or indirect, special, incidental or consequential damages, losses or expenses arising in connection with the use of or reliance on the information
contained herein.
Thank You

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Keppel Capital Virtual Corporate Day Presentation Slides

  • 3. 3 Focus on Fundamentals: Macro Trends do not Disappear with COVID-19 Increased economic activity in cities generate demand for housing, commercial property, data centres and infrastructure Trend #1: Urbanisation Trend #2: Growing Middle Class Trend #3: Connected cities ▪ Asia to drive global urbanisation as more move into cities ▪ Larger and denser cities ▪ More demand for housing and offices for economic activity ▪ Increased demand for goods and services ▪ Higher domestic consumption ▪ Larger tourist inflows ▪ Silver economy: retiring better ▪ Asia’s cities will be more connected ▪ Increased infrastructural investments to boost flows of goods, capital, people and digital information ▪ Business activities will intensify at key gateway cities
  • 5. 5 COVID-19 Accelerated Digital Transformation Plans Continued growth in cloud computing underpins demand for hyperscale and colocation data centres Cloud spending keeps growing Hyperscalers ramping up capex ▪ COVID-19 spurred the digital transformation of many corporates and governments ▪ End-user spending on public cloud services projected to grow at 17.8% CAGR between 2019 and 2022 ▪ Global hyperscalers continue to increase capex to meet growing demand ▪ Total hyperscale capex grew by 16% yoy in 9M2020 despite COVID-19 disruptions
  • 6. 6 New Opportunities from 5G and Edge Computing Expanding edge computing facilitated by 5G use cases presents opportunities for new connectivity solutions 5G spawns new opportunities Edge expands with more uses ▪ 5G adoption spurs growth in new industries, e.g. autonomous vehicles, smart cities and telemedicine ▪ 5G value chain to drive USD3.8 trillion of economic output and support 22.8m jobs by 20351 ▪ 5G is an enabler for the expansion of edge computing ▪ Growing number of connected devices, driven by Machine-to-Machine (M2M) connections Source: CISCO Annual Internet Report (2018-2023) Global device and connection growth 1Source: IHS Markit
  • 7. 7 The Edge is Part of the Cloud Continuum
  • 8. 8 Sustainability at the Core of Keppel Group’s Strategy • Business targets for deployment of sustainable solutions • Operational targets including carbon emissions, waste and water • Seize opportunities in green developments, renewables, new energy and circular economy solutions High-impact sustainability goals Sustainability as our business • Strengthen board oversight • Include environmental sustainability in executive remuneration Guide our portfolio towards sustainable solutions through: • Climate risk assessments • Internal carbon pricing Focused portfolio Governance & incentives
  • 9. Keppel Bay Tower • Singapore’s first commercial development to be fully powered by renewable energy • First commercial development to be certified BCA Green Mark Platinum (Zero Energy) • High-tech green building: 9 Photo Credit: ST Press Facial recognition for contactless entry Intelligent building control Water-efficient cooling tower water management Energy-efficient air distribution Demand control fresh air intake Smart lighting 9
  • 10. 10 Form and function of offices to evolve ▪ Increased focus on providing a safe work environment and physical and mental wellness of employees ▪ Smart office buildings with flexible and green designs could be more sought-after Office is not just a physical space ▪ Important for building corporate culture ▪ Create opportunities for bonding, ideation, innovation through physical meetings and interactions Physical Offices are still Relevant
  • 11. 11 Closing the Gap in Social Infrastructure ▪ COVID-19 highlighted the lack of adequate social infrastructure to combat health threats effectively ▪ Public investments have fallen over last decade due to austerity policies / limited tax revenue ▪ Developing Asia has a social infrastructure investment gap equivalent to 0.5% of GDP1 1 Source: Global Infrastructure Hub, How to Restart Private Capital Investment, 27 November 2020, UNCTAD 2 Source: GIIN, Annual Impact Investor Survey 2020, 11 June 2020 Chronic underinvestment in social infrastructure ▪ Pandemic puts further stress on the healthcare capacity in developing Asian markets ▪ Private investors well-placed to fill the widening gap ▪ 90% of impact investors expect to maintain or increase allocation to education and healthcare sectors2 ▪ Near-term priority will be on improving access to proper water and sanitation services Closing the gap through private investments
  • 12. 12 Increased Need for Quality and Sustainable Infrastructure Urban cities of the future Sustainable clean water sources Smart and green offices Accelerating digital transformation Retiring gracefully Quality education facilities
  • 14. Focus Areas ENERGY & ENVIRONMENT ASSET MANAGEMENT 14 Engineering track record Project management Efficiency in capital allocation Focus on sustainability End-to-end business model Strengths & Differentiators 1 2 3 4 5 URBAN DEVELOPMENT CONNECTIVITY Keppel Land  Keppel Urban Solutions  Sino-Singapore Tianjin Eco-City Keppel Data Centres  M1  Keppel Logistics Keppel O&M  Keppel Infrastructure  Keppel Renewable Energy Keppel Capital  Eco-system of private funds and listed REITs & Trust Harnessing Capabilities of the Keppel Group
  • 15. 15 Established fund manager offering investors quality investment products An Integrated Fund Management Platform One of the largest Pan- Asian commercia REITs with premium Grade A assets in prime business and financial districts First pure-play data centre REIT listed in Asia on the Singapore Exchange The largest diversified Business Trust with a portfolio of strategic infrastructure assets US REIT with offices and business campuses in key growth markets driven by innovation and technology US REIT with Grade A office assets in key primary markets Listed REITs & Trust 1 Private Funds Private equity fund manager with investments across key global gateway cities Private equity manager focusing on alternative asset classes, including senior living, education, infrastructure, and private credit funds 1. Keppel Capital owns 50% of Keppel DC REIT Management Pte. Ltd. (Manager of Keppel DC REIT), 50% of Keppel Pacific Oak US REIT Management Pte. Ltd. (Manager of Keppel Pacific Oak US REIT), and 30% interest in KBS US Prime Property Management Pte. Ltd. (Manager of Prime US REIT).
  • 16. 16 DISCLAIMER: The materials herein are published solely for informational purposes and may not be published, circulated, reproduced or distributed in whole or in part to any other person without our written consent. No guarantee, representation or warranty, either expressed or implied, is provided in relation to the accuracy, completeness or reliability of the information contained herein, nor is it intended to be a complete statement or summary of the markets or developments referred to in the report. The materials should not be regarded by recipients as a substitute for the exercise of their own judgement and recipients should not act on the information contained herein without first independently verifying its contents. Any opinions or estimate expressed in this report are subject to change without notice and may differ or be contrary to opinions expressed by others as a result of using different assumptions and criteria. Keppel Capital Holdings Pte Ltd and its asset managers, namely Keppel Capital Alternative Asset Pte Ltd, Alpha Investment Partners Limited, Keppel REIT Management Limited, Keppel Infrastructure Fund Management Pte. Ltd., Keppel DC REIT Management Pte. Ltd. and Keppel Pacific Oak US REIT Management Pte. Ltd. (collectively known as “Keppel Capital Group”), have not given any consideration to and has not made any investigation of the investment objectives, financial situation or particular needs of the recipient, and accordingly, no warranty whatsoever is given and no liability whatsoever is accepted for any loss arising whether directly or indirectly as a result of the recipient acting on such information or opinion or estimate. Keppel Capital Group is under no obligation to update or keep current the information contained herein. In no event and under no legal or equitable theory, whether in tort, contract, strict liability or otherwise, shall Keppel Capital Group be liable for any damages, including without limitation direct or indirect, special, incidental or consequential damages, losses or expenses arising in connection with the use of or reliance on the information contained herein. Thank You