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Media and Analyst Briefing
3 May 2023
Accelerating Transformation
From conglomerate to differentiated
global alternative real asset manager
& operator
Transformation is not new to Keppel
1968 1970s 2000s
Established as
Keppel Shipyard
Expanded into
offshore rig
business
Expanded into
real estate
business
Expanded into
infrastructure
business
Divested banking and
financial services business
Established Keppel O&M
1980s 1990s
Privatised Keppel Land
Restructured asset
managers under
Keppel Capital
Privatised M1 and
Keppel T&T
Divested Keppel
Logistics and
Keppel O&M
Group structure remained
unchanged following privatisations
NEXT:
Reorganise Keppel to remove
conglomerate structure and be
one integrated company
2010s 2020s 2023
2
A GLOBAL ASSET MANAGER & OPERATOR
Keppel is accelerating its transformation to become…
Comprising three platforms:
Fund
Management
Platform
1
Operating
Platform
3
Investment
Platform
2
with deep operating capabilities in infrastructure,
real estate and connectivity.
3
Why change?
Remove conglomerate
structure and be
one integrated
company
Harness unique
strengths of Keppel
as asset manager
with strong operating
capabilities
Empower Group to
grow at speed and
scale in a nimble
manner, leveraging
asset-light model
Enhance efficiency
through capturing
synergies and
tapping technology
Comprehensive exercise looking at multiple aspects of how Keppel is
organised, including legal structure, internal processes, how data is shared,
management incentives and support functions
4
We are in the right space, at the right time,
seizing opportunities amidst macrotrends
Investors increasing
allocation to real
assets
Energy transition &
climate change
Rapid urbanisation &
ageing populations
Digitalisation
5
4.0 4.6
5.5 6.3 6.8 7.2 7.6
8.5 9.0
10.1
11.7
13.3
23.2
Alternatives AUM
(US$ trillions)
Source: Preqin
1 2
3
4
5.8x
Deep capabilities in engineering, developing, owning and operating
specialised real assets as part of Keppel’s DNA
Established asset manager with over 20 years of track record, seasoned
management team and established LP network
6
17% IRR / 1.8x
equity multiple
average deal returns
since 2002
S$3.6b
from Keppel’s balance sheet
S$50b
AUM at end-2022
Returns achieved AUM
Capital deployed
Funds raised
S$17.6b
Investments completed
over 3 years
(2020-2022)
S$9.5b
Capital raised
over 3 years
(2020-2022)
Infrastructure Real estate Connectivity
The Keppel Difference
I
II
We are accelerating achievement of Vision 2030
goals by setting ambitious targets across asset
monetisation, AUM growth and synergy capture.
Synergy capture
S$60-70m
Annual savings expected
by 2026 from synergy
capture, including through
centralising and optimising
support functions
Cumulative asset
monetisation¹
By 2023 By 2026
S$5b
S$10 - S$12b
S$50b
S$100b
S$200b
2022 2026 2030
AUM growth
7
Eventual goal
S$17.5b
(1) Since the start of asset monetisation programme in Oct 2020; does not include the realisable value from the O&M transactions
3.5x 4x
Reorganised for growth as a leading asset
manager and operator with simplified structure
comprising 3 platforms.
Drive capital deployment decisions
and horizontal integration to create
value for investors
Investment Platform
Drive innovation and customer
centricity, and specialise in
providing sustainable solutions
Operating Platform
Focus on raising capital and forging
stronger relationships with investors
Fund Management Platform
Keppel CEO
Business Segments
Infrastructure
Real Estate
Connectivity
Shared Support Functions
(reorganised and horizontally integrated to provide group wide support)
8
Driving operational efficiency and
business excellence
Removes conglomerate structure to realise
synergies from integration
Horizontally integrated to create a nimble, efficient and
tech-enabled company
Centralised and optimised support functions to bolster
cost-efficient AUM growth
9
Creating a virtuous investment cycle to
achieve S$200b AUM target
10
Raising funds and gathering assets
Managing and optimising portfolio
Creating deal flow funnel and building quality pipeline
Converting deals into quality investments with
attractive risk-adjusted returns
Adding value with operating expertise
Driving superior asset performance and investment
outcomes.
These will in turn boost fund raising and asset
gathering at speed and scale towards AUM target.
1
2
3
1
Enablers to strengthen
delivery ecosystem and
drive results
Cost efficient, resilient and agile corporate functions
promote scalability and cost-efficient AUM growth
Agile
Organisation
• Management incentives tied to financial outcomes and
fund performance
• Co-investments by Keppel and employees
• Incentives aligned with interests of investors and shareholders
Aligned
Interests
Simplified, standardised and tech-enabled processes
drive faster decision making and greater productivity
Tech-enabled
Processes
11 11
We are well-positioned to
achieve our ambitions,
creating higher value for
investors and shareholders.
Global asset manager and operator with goal to scale
AUM to S$200b by 2030 and deliver 15% ROE
12
Strong investment
track record
Differentiated
value proposition
for investors
Capturing growth
from long-term
secular trends
Optimised
structure for
growth
Over 20 years track
record in managing
private funds with
seasoned
management team
Global alternative real
asset manager with
strong operating
capabilities, creating
solutions for a
sustainable future
Well positioned to
seize opportunities
from energy
transition,
urbanisation and
digitalisation
Three platforms to drive
value creation across
horizontally-integrated
infrastructure, real estate
and connectivity segments
13
Asset Mgmt.
fees
 Mgmt fees
 Performance fees
 Transaction fees
(acquisition &
divestment)
Operating
income¹
 Sale of gas, electricity, utilities
 Leasing inc.
 Operations & maintenance
 Facility mgmt.
 Property mgmt.
 Investment inc.
Valuation
items
 Property
revaluation
 MTM gains/loss
EPC/
Development
 EPC
 Development
profits
Capital
recycling
 Disposal gains/loss
 Gains from
en-bloc sales
Net
profit
OneInfra 32 (3%) 335 (36%) -9 (-1%) -21 (-2%) -40 (-4%) 297 (32%)
OneRE 41 (5%) 3 (0%) 227 (24%) 177 (19%) 16 (2%) 464 (50%)
OneConn. 18 (2%) 74 (8%) 7 (1%) - -1 (0%) 98 (11%)
Discontinued
operations
88 (9%)
Corporate
activities² -20 (-2%)
91 (10%) 412 (44%) 225 (24%) 156 (17%) -25 (-2%) 927 (100%)
Enabling market to better value Keppel as
asset manager and operator
FY22 net profit
depicted via
horizontal
reporting
(S$’m)
(1) Includes stakes in listed and private funds - OneInfrastructure [S$35m from listed funds and -S$1m from private funds]; OneReal Estate [S$53m from listed funds and S$2m from private funds], and
OneConnectivity [S$28m from listed funds and -S$4m from private funds]
(2) Includes contributions from investments held at corporate level, and overheads and financing costs which have not been attributed to segments. Corporate activities also include an S$83m net gain from
MTM and other investments.
Total
*Additional horizontal reporting disclosures - M1’s operating income was S$74m. Other investments (excl. Floatel/DynaMac) have a carrying value of S$566m. Floatel and DynaMac carrying values amount to S$300m.
Horizontal reporting enhances visibility
of value created across Infrastructure,
Real Estate & Connectivity segments
 Reporting earnings streams across horizontals
Demonstrates differentiated ability to capture multiple income streams
through horizontally integrated operating model
 Focusing on Keppel’s recurring income
Highlights growth and scalability of Keppel’s fee-based asset management &
operating income
 Horizontal reporting to commence from 1H 2023 results, with additional
disclosures to help the market better understand and value Keppel.
14
Keppel’s accelerated transformation will empower us to become a
leading global alternative real asset manager and operator, achieving
our AUM target and creating stronger value for all stakeholders.
15
Drive performance
of various funds to meet
investors’ goals
• Adding value throughout
investment process using
Keppel’s deep domain knowledge
and operating capabilities
Create value for our
shareholders
• Accelerating growth and
improving earnings quality
that lead to higher Total
Shareholder Returns
Deliver innovative,
sustainable solutions to
customers
• Contributing to sustainable
development and helping them
on their journeys to net zero
Benefit the wider
community
• Making positive impact
through our solutions,
contributing to a greener and
more connected world
Strengthen sense of
purpose for employees
• Playing a part in creating a
sustainable future and investing
for the next generation
Q&A
16
NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION, IN WHOLE OR IN PART, IN, INTO OR FROM ANY
JURISDICTION WHERE TO DO SO WOULD CONSTITUTE A VIOLATION OF THE RELEVANT LAWS OF
THAT JURISDICTION. THIS PRESENTATION SHALL NOT CONSTITUTE AN OFFER TO SELL OR A
SOLICITATION OF AN OFFER TO SELL, SUBSCRIBE FOR OR BUY SECURITIES IN ANY JURISDICTION,
INCLUDING IN THE UNITED STATES.
This presentation is for information purposes only and does not have regard to your specific
investment objectives, financial situation or your particular needs. Any information in this
presentation is not to be construed as investment or financial advice and does not constitute an
invitation, offer or solicitation of any offer to acquire, purchase or subscribe for securities or other
financial instruments in Keppel Corporation Limited (“Keppel”). The past performance of Keppel is
not indicative of the future performance of Keppel. You should exercise judgment in your own
financial decisions. If in doubt, please consult with your professional advisers.
Disclaimer
17

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Keppel Corporation - Briefing to media and analysts on accelerating transformation

  • 1. Media and Analyst Briefing 3 May 2023 Accelerating Transformation From conglomerate to differentiated global alternative real asset manager & operator
  • 2. Transformation is not new to Keppel 1968 1970s 2000s Established as Keppel Shipyard Expanded into offshore rig business Expanded into real estate business Expanded into infrastructure business Divested banking and financial services business Established Keppel O&M 1980s 1990s Privatised Keppel Land Restructured asset managers under Keppel Capital Privatised M1 and Keppel T&T Divested Keppel Logistics and Keppel O&M Group structure remained unchanged following privatisations NEXT: Reorganise Keppel to remove conglomerate structure and be one integrated company 2010s 2020s 2023 2
  • 3. A GLOBAL ASSET MANAGER & OPERATOR Keppel is accelerating its transformation to become… Comprising three platforms: Fund Management Platform 1 Operating Platform 3 Investment Platform 2 with deep operating capabilities in infrastructure, real estate and connectivity. 3
  • 4. Why change? Remove conglomerate structure and be one integrated company Harness unique strengths of Keppel as asset manager with strong operating capabilities Empower Group to grow at speed and scale in a nimble manner, leveraging asset-light model Enhance efficiency through capturing synergies and tapping technology Comprehensive exercise looking at multiple aspects of how Keppel is organised, including legal structure, internal processes, how data is shared, management incentives and support functions 4
  • 5. We are in the right space, at the right time, seizing opportunities amidst macrotrends Investors increasing allocation to real assets Energy transition & climate change Rapid urbanisation & ageing populations Digitalisation 5 4.0 4.6 5.5 6.3 6.8 7.2 7.6 8.5 9.0 10.1 11.7 13.3 23.2 Alternatives AUM (US$ trillions) Source: Preqin 1 2 3 4 5.8x
  • 6. Deep capabilities in engineering, developing, owning and operating specialised real assets as part of Keppel’s DNA Established asset manager with over 20 years of track record, seasoned management team and established LP network 6 17% IRR / 1.8x equity multiple average deal returns since 2002 S$3.6b from Keppel’s balance sheet S$50b AUM at end-2022 Returns achieved AUM Capital deployed Funds raised S$17.6b Investments completed over 3 years (2020-2022) S$9.5b Capital raised over 3 years (2020-2022) Infrastructure Real estate Connectivity The Keppel Difference I II
  • 7. We are accelerating achievement of Vision 2030 goals by setting ambitious targets across asset monetisation, AUM growth and synergy capture. Synergy capture S$60-70m Annual savings expected by 2026 from synergy capture, including through centralising and optimising support functions Cumulative asset monetisation¹ By 2023 By 2026 S$5b S$10 - S$12b S$50b S$100b S$200b 2022 2026 2030 AUM growth 7 Eventual goal S$17.5b (1) Since the start of asset monetisation programme in Oct 2020; does not include the realisable value from the O&M transactions 3.5x 4x
  • 8. Reorganised for growth as a leading asset manager and operator with simplified structure comprising 3 platforms. Drive capital deployment decisions and horizontal integration to create value for investors Investment Platform Drive innovation and customer centricity, and specialise in providing sustainable solutions Operating Platform Focus on raising capital and forging stronger relationships with investors Fund Management Platform Keppel CEO Business Segments Infrastructure Real Estate Connectivity Shared Support Functions (reorganised and horizontally integrated to provide group wide support) 8
  • 9. Driving operational efficiency and business excellence Removes conglomerate structure to realise synergies from integration Horizontally integrated to create a nimble, efficient and tech-enabled company Centralised and optimised support functions to bolster cost-efficient AUM growth 9
  • 10. Creating a virtuous investment cycle to achieve S$200b AUM target 10 Raising funds and gathering assets Managing and optimising portfolio Creating deal flow funnel and building quality pipeline Converting deals into quality investments with attractive risk-adjusted returns Adding value with operating expertise Driving superior asset performance and investment outcomes. These will in turn boost fund raising and asset gathering at speed and scale towards AUM target. 1 2 3 1
  • 11. Enablers to strengthen delivery ecosystem and drive results Cost efficient, resilient and agile corporate functions promote scalability and cost-efficient AUM growth Agile Organisation • Management incentives tied to financial outcomes and fund performance • Co-investments by Keppel and employees • Incentives aligned with interests of investors and shareholders Aligned Interests Simplified, standardised and tech-enabled processes drive faster decision making and greater productivity Tech-enabled Processes 11 11
  • 12. We are well-positioned to achieve our ambitions, creating higher value for investors and shareholders. Global asset manager and operator with goal to scale AUM to S$200b by 2030 and deliver 15% ROE 12 Strong investment track record Differentiated value proposition for investors Capturing growth from long-term secular trends Optimised structure for growth Over 20 years track record in managing private funds with seasoned management team Global alternative real asset manager with strong operating capabilities, creating solutions for a sustainable future Well positioned to seize opportunities from energy transition, urbanisation and digitalisation Three platforms to drive value creation across horizontally-integrated infrastructure, real estate and connectivity segments
  • 13. 13 Asset Mgmt. fees  Mgmt fees  Performance fees  Transaction fees (acquisition & divestment) Operating income¹  Sale of gas, electricity, utilities  Leasing inc.  Operations & maintenance  Facility mgmt.  Property mgmt.  Investment inc. Valuation items  Property revaluation  MTM gains/loss EPC/ Development  EPC  Development profits Capital recycling  Disposal gains/loss  Gains from en-bloc sales Net profit OneInfra 32 (3%) 335 (36%) -9 (-1%) -21 (-2%) -40 (-4%) 297 (32%) OneRE 41 (5%) 3 (0%) 227 (24%) 177 (19%) 16 (2%) 464 (50%) OneConn. 18 (2%) 74 (8%) 7 (1%) - -1 (0%) 98 (11%) Discontinued operations 88 (9%) Corporate activities² -20 (-2%) 91 (10%) 412 (44%) 225 (24%) 156 (17%) -25 (-2%) 927 (100%) Enabling market to better value Keppel as asset manager and operator FY22 net profit depicted via horizontal reporting (S$’m) (1) Includes stakes in listed and private funds - OneInfrastructure [S$35m from listed funds and -S$1m from private funds]; OneReal Estate [S$53m from listed funds and S$2m from private funds], and OneConnectivity [S$28m from listed funds and -S$4m from private funds] (2) Includes contributions from investments held at corporate level, and overheads and financing costs which have not been attributed to segments. Corporate activities also include an S$83m net gain from MTM and other investments. Total *Additional horizontal reporting disclosures - M1’s operating income was S$74m. Other investments (excl. Floatel/DynaMac) have a carrying value of S$566m. Floatel and DynaMac carrying values amount to S$300m.
  • 14. Horizontal reporting enhances visibility of value created across Infrastructure, Real Estate & Connectivity segments  Reporting earnings streams across horizontals Demonstrates differentiated ability to capture multiple income streams through horizontally integrated operating model  Focusing on Keppel’s recurring income Highlights growth and scalability of Keppel’s fee-based asset management & operating income  Horizontal reporting to commence from 1H 2023 results, with additional disclosures to help the market better understand and value Keppel. 14
  • 15. Keppel’s accelerated transformation will empower us to become a leading global alternative real asset manager and operator, achieving our AUM target and creating stronger value for all stakeholders. 15 Drive performance of various funds to meet investors’ goals • Adding value throughout investment process using Keppel’s deep domain knowledge and operating capabilities Create value for our shareholders • Accelerating growth and improving earnings quality that lead to higher Total Shareholder Returns Deliver innovative, sustainable solutions to customers • Contributing to sustainable development and helping them on their journeys to net zero Benefit the wider community • Making positive impact through our solutions, contributing to a greener and more connected world Strengthen sense of purpose for employees • Playing a part in creating a sustainable future and investing for the next generation
  • 17. NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION, IN WHOLE OR IN PART, IN, INTO OR FROM ANY JURISDICTION WHERE TO DO SO WOULD CONSTITUTE A VIOLATION OF THE RELEVANT LAWS OF THAT JURISDICTION. THIS PRESENTATION SHALL NOT CONSTITUTE AN OFFER TO SELL OR A SOLICITATION OF AN OFFER TO SELL, SUBSCRIBE FOR OR BUY SECURITIES IN ANY JURISDICTION, INCLUDING IN THE UNITED STATES. This presentation is for information purposes only and does not have regard to your specific investment objectives, financial situation or your particular needs. Any information in this presentation is not to be construed as investment or financial advice and does not constitute an invitation, offer or solicitation of any offer to acquire, purchase or subscribe for securities or other financial instruments in Keppel Corporation Limited (“Keppel”). The past performance of Keppel is not indicative of the future performance of Keppel. You should exercise judgment in your own financial decisions. If in doubt, please consult with your professional advisers. Disclaimer 17