Search This Blog

Saturday, November 20, 2021

COVID-19 Hysteria and Panic

COVID-19 Hysteria and Panic

A reflection on popular delusions and the madness of crowds.

----------------------------------------------------------------------

In 1841, Charles Mackay wrote a 702-page book titled Extraordinary Popular Delusions and the Madness of Crowds. The book details investment hysteria and panic, but it’s really about human nature, something that doesn’t change throughout recorded history. I will show the reader, in this essay, how we are experiencing popular delusions and the madness of crowds, right now, with the current corona virus, COVID-19 hysteria and panic.

Today’s social psychologists use the term “groupthink” to describe the modern versions of crowd madness. “Groupthink” represents the prevailing beliefs and rationalizations that influence the decisions of the general public as well as the experts. Their groupthink beliefs are shaped by the opinions of others (think CNN, New York Times and Twitter) and not by the rigor of their own personal and independent analysis. The current hysteria and panic over the COVID crisis is a modern example of groupthink. This essay will examine that claim.

My career history, in distressed investments, was predicated upon an independent analysis and sometimes a rejection of the accepted investment community beliefs. My rule is that when everybody accepts a belief or story, it’s time to critically examine the assumptions. Community-held investment views are often correct, but many times they are wrong too. Challenging accepted community views is not a way to win a popularity contest, but it’s important for someone to state the truth and I intend to do that here. I will use my skill in questioning popularly-held assumptions and share my thoughts with you on the COVID crisis.

Diversity of opinion is the lifeblood of a democracy. My opinion on the COVID crisis will differ from the accepted community view -- and probably from your own view too. This essay was removed from Facebook -- just like the Nazis' burning of books that differed from proscribed ways of thinking. I hope that you will read this essay carefully and with an open mind.

COVID is a serious health issue, although just how serious it is in relation to other threats is never discussed. COVID is never put into any context so that you can compare the threat to something else. Accompanying that silence is the requirement that you accept that COVID is the most serious crisis that you have ever faced. But is it? Although cancer and heart attacks are not communicable like COVID, their numbers do provide context. There are 1.2 million deaths of heart attacks and cancer in the U.S. each year. The suicide deaths are about 50,000 and the U.S. population is 328 million. The “COVID alone” deaths are about 30,000.

In the beginning of this pandemic, little was known of the virus and so the working assumption was that it was as deadly as the 1918 Spanish flu that killed as many as 100 million people, and swept around the world in record time.  Based on the 1918 flu experience, early estimates of the COVID death rate were 2.5 million in the United States and the politicians and the press used these figures to instill fear and panic in the public and to justify draconian measures -- such as mandatory mask-wearing and a lockdown of our economy. When it became clear that COVID was not as dangerous as the Spanish flu, the draconian measures and the authority to use them remained.

The official death rate of COVID is now at 500,000, about 20% of the original estimate -- a cause for celebration that is never talked about. The 500,000 number is also vastly overstated, and here’s why: when the official deaths were 151,000 the CDC examined each and every death and found out that only 6% of them were “COVID alone.” That means that 94% of those deaths had other health issues associated with them and that the majority of those who died were elderly. This fact alone takes the credibility out of the reported 500,000 deaths. 

Illinois Governor J.B.Pritzker introduced his no-nonsense Commissioner of Health, Dr. Ngozi Ezike, at a press conference where the reporters were interested in what constituted a COVID death. Her response was, “if the deceased died in a motorcycle accident and we found COVID in their system -- that’s a COVID death; if someone goes into hospice for something not related to COVID and is expected to live two days and we find COVID in their system, that’s a COVID death too.”

COVID deaths are definitely greatly overstated. In addition:

The CARES ACT pays hospitals 20% more for Medicare patients that have COVID and reimburses health care providers for uninsured COVID patients. While I can’t document any intentional cheating, I can point out that there is a financial benefit to healthcare providers to diagnose seasonal flu sufferers, or other flu-like patients and uninsured patients, as COVID patients.

Putting sick people into quarantine has been a historical standard for a thousands of years. Forcing well people into quarantine is a modern experiment that has never been tried before, and hopefully will never be tried again. 

There are many diseases and other things that can hurt you, and so we look to the math of getting sick and dying from COVID. Here it is. So far, statistically there is a 91% chance of not getting COVID, and if you get it, and you’re not in an elder care facility,  a 99% chance of not dying from it. This math should help you put the danger of COVID into a proper perspective and help you decide if you want to take a chance on a vaccine that doesn’t yet have a history for its long term effects. Additionally, these statistics should give you comfort that you and your loved ones are very unlikely to die of COVID.

It’s possible that you don’t know the facts I’m about to talk about because of the omission of information that doesn’t fit the official narrative or outright censorship in our media. For instance:

Early on, the CDC reported that the virus did not transfer well on hard surfaces. In the meantime the public was/is washing down everything with disinfectant. At golf courses, golfers couldn’t touch or remove flagsticks, ball washers were covered, and the rakes were removed from sand traps. At our condo, the elevators were/are disinfected every day. None of this was necessary, but helpful in creating and maintaining fear and panic in the public mind.

Although the CDC eventually changed its mind on this, possibly from political pressure, it found that the virus doesn’t spread until symptoms appear. This is significant because even if you have COVID, you are not going to transmit it until you have symptoms. Therefore the 14-day lockdown was not necessary, and the CDC changed the suggested quarantine period from 14 days to 7-10 days along with that announcement. 

That CDC notice also means masks are not necessary in a crowd of people that aren’t exhibiting symptoms. That also means that grandparents do not have to stay away from their children and grandchildren if they’re asymptomatic. The unnecessary and excessive mask requirements do serve the purpose of reminding the public that they should remain fearful and panicked, and that they should obey the rules set up by politicians without question or complaint.

“Follow the science”: The left says that but doesn’t actually mean it. What they mean is that you should follow the advise of the personal opinion of a scientist like Anthony Fauci. Fauci has changed his mind so many times as to what we the public should believe that you would think he would have lost all of his credibility, but he is now a top official in the Biden administration with millions in the groupthink crowd still giving value to what he says.

Science is the result of a carefully-designed and -controlled experiment that correlates something with something else. A good example of good science would be the twenty-one separate Ivermectin studies. You probably don’t know about these studies because the results don’t corroborate or correlate with the official version of the disease and have been censored.

Ivermectin: a safe drug that has been around for 50 years to treat parasitic worms. Twenty-one separate controlled scientific studies, involving thousands of patients, have shown 100% favorable results in treating and preventing COVID, but you probably have been protected from that knowledge by censorship from Google, Facebook, U-Tube, Twitter, CNN, the New York Times and the many other censors. I’m going to guess that the big drug companies and their political supporters aren’t too interested in solving the COVID problem with a drug that costs $1/month.  

Hydroxychloroquine was patented in 1951 to be used for malaria and has been around for 70 years and therefore we know that this low-cost drug is safe with minimal side effects. It has significant benefits for COVID patients, and I personally know of two people that have gotten that benefit, but for some reason it has been rejected as beneficial to COVID patients, probably because Trump introduced it as a hopeful treatment. Although it is recognized as safe for malaria, it is somehow “potentially dangerous” when used to treat for COVID -- nonsense, of course, but still believed by the groupthink crowd. This is another low-cost drug that apparently works well for COVID patients, but because of its low cost it would not be well received by the drug companies and their political supporters.

When it comes to COVID, the question should be: “Does locking down businesses correlate with a better outcome for the community?” No studies that I’m aware of would make that correlation; however, there is a large-scale study, reported in “Scientific Reports,” that included 18 European countries that suggest the opposite.

I’d like to emphasize that COVID is a serious public health issue and there should be a strategy to deal with it, a plan for anything should define the hoped-for benefits and compare these benefits with the costs to obtain them. If the costs outweigh the benefits, like our current approach to COVID, you should abandon the plan and try to come up with a different and better plan. To look only at the benefits and totally ignore the costs, as public officials have done with COVID, is reckless and irresponsible.

Wrecking the economy, destroying healthy peoples lives, and keeping children from school are all costs of the current COVID plan. The additional suicides, spousal abuse, alcohol and drugs addictions are costs that should be considered and weighed against the benefits of lockdowns and other COVID measures, but never are. Because of the small COVID danger to most people, the cost of the lockdown outweighed any hoped-for benefits. The cost/benefit ratio is seriously out of whack with our current approach and should be discarded.

If this virus was as dangerous as politicians and the media want you to believe, then there would be a big spike in deaths of the doctors and nurses that attend to COVID patients. That hasn’t happened.

There is a certain logic to wearing masks and keeping your distance when around sick people. People have been voluntarily doing that for centuries. Tom Kennedy, the CEO of TSI, a company that tests and certifies the efficiency of masks for medical applications, told me that the kind of masks that most people wear don’t actually work and that for a mask to actually work, there needs to be a seal around the face.

Tom didn’t tell me this, but I found that you can test the efficiency/inefficiency of the mask that you are wearing by inhaling cigarette smoke, then put your mask back on and exhale normally. What you’ll find is that the smoke squirts out at many places around the mask, just like the breath that you cannot see. It works the same way in reverse, taking in air from around the mask, rather than through it. If you are a medical professional, you need to wear a mask, one that seals around your face and actually works, but for most of us, with the kind of ineffective masks that are popular, it’s a waste of time.

If masks don’t work, then what is the purpose of them? Four things come to mind.

1. Masks remind you to be fearful, and fear is the emotion that is used to justify taking your civil liberties away from you by government employees who are telling you when and where to wear masks and how many people, if any, you can have at a restaurant or a church.

2. The purpose of a mask is what I call “virtue signaling”; the mask wearer is signaling to you that he/she cares more than you do and is more virtuous than you are.

3. The groupthink crowd is being trained to shut up and obey. It’s the government, mostly Democratic governors, that is using the mask for “shut up and obey” training that will be useful to the government in the future. The Nazis started small like that too.

4. Probably most important is that most Democrats felt, before the gift of COVID, that Trump would win the 2020 election if the economy remained strong. Wrecking the economy was a providential godsend opportunity for the Democrats and allowed them to get rid of Trump.

Saul Alinsky, the grandfather of the modern Democratic Party, said it best in his book Rules for Radicals: if there is a real crisis, try to make it worse, and if there isn’t a real crisis, make one up because it’s only during a crisis that you can transfer individual liberty to the government. My friend, Dr. Bob Fulton, a retired professor of sociology at the University of Minnesota, taught me the important lesson that most people develop their opinions based upon emotion, not logic. He also advised that fear is the most important of the many emotions when trying to control people -- therefore the masks and lockdowns. 

Using facts, logic and common sense, this essay has shown that COVID-19, although "dangerous," especially to older people, does not reach the level of danger to justify suspending civil liberties, wrecking the economy, keeping kids from attending school and putting the public in danger of such things as increased drug/alcohol use, spousal abuse and suicides.

When the costs of solving a problem exceed the benefits for a society, people should reject the defective plans and insist on a common-sense approach to the problem. What’s going on now in this country with the COVID crisis is “Extraordinary Popular Delusions and the Madness of Crowds.”

-----------------------------------------------------------------------------------

Bruce Hendry, Mon Mar 15, 2021 

Bruce Hendry is a retired businessman who began from humble origins to become a highly successful investor and captain of industry. He embodies the American dream having earned his way to becoming the president and chairman of the Erie Lackawanna Railroad and Kaiser Steel. He is one of the leaders of the economic revolution that has made America the envy of the world, and also the target of resentful and spiteful leftists who want to destroy it.

Source

https://www.frontpagemag.com/fpm/2021/03/coronavirus-bruce-hendry/

Monday, November 15, 2021

Brookfield Business Partners - Q3 2021 Letter to Unitholders

Brookfield Business Partners - Q3 2021 Letter to Unitholders

--------------------------------------------------------------------------

We had a strong third quarter generating increased Adjusted EBITDA of $443 million and Adjusted FFO of $276 million. Our operations continue to perform very well, and we made considerable progress in our business. We reached an agreement to acquire a global lottery services and technology business, closed two of our recently announced acquisitions and continue to progress the spin-out of our paired corporate entity. Our pipeline of investment opportunities continues to grow, and our balance sheet remains robust with ample liquidity to continue funding our growth activities.

Growth in Intrinsic Value

Our goal is to deliver long-term growth in intrinsic value per unit, primarily through capital appreciation. This was our objective when we launched our business five years ago and it remains so today. We do this by buying high quality businesses on a value basis and taking a hands-on approach to enhancing their operations and cash flows. At the appropriate time we will monetize businesses and recycle capital into new opportunities.

Over the last five years, we sold nine mostly smaller operations, generating $3 billion in proceeds and an IRR of ~30% on those monetizations. During that same period, we invested $6 billion to acquire 19 new businesses which are larger scale, more resilient operations and have meaningfully enhanced the overall profile of our business.    

Today our operations comprise global market-leading providers of essential products and services with stable operations and resilient cash flows. The exceptional quality of these businesses should continue to support stable financial performance across market cycles. We are also working to surface embedded value in our operations through the execution of targeted plans supported by our deep operational capabilities. The initiatives underway provide meaningful visibility to long-term value creation within our business, separate from any future capital recycling activities.

All this activity has contributed to improved financial performance which is reflected in the growth of Adjusted FFO per unit.

As a result of this growth, the value of our business has more than doubled over the last five years, increasing from $25 per unit to $56 per unit, a compound annual growth rate of 18%.

At points in time our unit price will trade below where we believe it should and recently our units have traded at a meaningful discount to our view of intrinsic value. We have been active in repurchasing our units and will continue to do so as an efficient means of generating attractive returns for you.

Building Platforms for Growth

While we have been deliberate in acquiring larger high-quality businesses over the last few years, from time to time we will opportunistically acquire smaller operations with exciting growth potential that we can scale. Often these are businesses where our capabilities and global presence enable them to grow through expansion of service offerings or into new regions. We may also make smaller investments that, in addition to their growth potential, allow us to expand our reach into newer markets and build our capabilities with lower risk.

We have built our road fuels operation into a renewable fuels-led global platform by leveraging our operational capabilities and assisting the company to diversify its operations through organic growth and several add-on acquisitions. Today our operations have transformed from a fuel distributor to a leading renewable fuels business with a global footprint and vertically integrated supply and retail operations.

Since acquiring the business in 2017, we have enhanced our capabilities in sourcing, logistics, renewable fuels production, and blending and expanded its retail infrastructure to build a presence in new markets. We invested in building out its biofuel business by acquiring and building new production capacity, vertically integrating the fuel collection supply chain through several acquisitions and selectively pursuing new biofuel production.

As one of Europe’s largest sustainable biodiesel producers using 100% waste-based feedstock, our operations are well positioned to play a leading role in the decarbonization of transport fuels. Waste-based fuels provide a low-cost and sustainable supply of biofuel to meet growing policy and blending mandates. Today the business generates over half of its profitability from renewable biofuel and retail operations with significant growth potential driven by ongoing expansion of production capacity in advanced biofuels. These enhancements have contributed to a 65% increase in normalized EBITDA over the last three years.

Our recent acquisition of Aldo, which we closed at the end of August, is another example of a business with scalable growth potential. Aldo is a leading distributor of solar power generators for the distributed generation market in Brazil. The business benefits from a cost-efficient, e-commerce platform that supports more than 11,000 independent resellers.

The solar distributed generation market in Brazil is underpenetrated and growing rapidly, driven by strong demand, reliability needs and a supportive regulatory framework. As a market leader, Aldo is well positioned to participate in this growth. We have identified further opportunities to support growth by expanding the business’ service solutions and broadening its product offering into adjacent markets that benefit from increased demand for energy.

Aldo is one of a handful of smaller operations we currently own where our global presence and operating expertise will enable it to grow. Others include our technology services operations, acquired earlier this year, and our fleet management operations in Brazil. These businesses collectively represent a small portion of our overall EBITDA today, but we expect each will generate strong returns over time and contribute to our overall value creation.

Strategic Initiatives

We recently reached an agreement to acquire a leading provider of products and services to government sponsored global lottery programs for approximately $5.8 billion through a carve out of the operations from Scientific Games Corporation. The business is deeply integrated across the lottery ecosystem through its capabilities across game design, distribution, systems and terminals and turnkey technology solutions. The breadth of its product offering, scale and clear value proposition contribute to a large recurring revenue base and strong customer retention.

Lottery programs are a critical and growing source of funding for governments around the world. These programs are highly regulated and governed by strict oversight. Scientific Games is well positioned to meet the high standards of service and security which has contributed to its long-term partnerships with most of the major lottery programs around the world. We plan to work with management and support opportunities to enhance the business’ service offerings, grow its customer base and participate in digital expansion.

We expect to fund approximately 30% of the equity on closing, with the balance of the equity investment funded by our institutional partners. The transaction is expected to close in the second quarter of 2022, subject to regulatory approval.

In October we closed the acquisition of DexKo Global, a leading manufacturer of highly engineered components primarily for industrial trailers and other towable-equipment providers in North America and Europe. Given current market demand for debt of high-quality issuers, we successfully raised $2.6 billion of long-term financing at very favorable rates to fund this acquisition. We invested approximately $400 million for a 35% ownership interest, with the balance funded by institutional partners. We are in the early stages of implementing our onboarding plan and intend to continue growing this business, expanding into adjacent products and supporting its acquisition strategy.

We are working toward closing our acquisition of Modulaire Group, a leading provider of modular unit leasing services in Europe and Asia. The transaction is on track to close before the end of this year, subject to regulatory approval. We expect to invest approximately $500 million for a 30% ownership interest, with the balance funded by our institutional partners.

Overview of Operational Performance

Our Industrials segment contributed strong performance, generating Adjusted EBITDA of $171 million for the third quarter of 2021.

Our advanced energy storage operations are performing well and we continue to progress our targeted $400 million annual profit improvement plan. Growing aftermarket demand for higher margin advanced batteries more than offset the impact of reduced battery demand from auto manufacturers during the quarter as a result of global auto production shortages. We continue to be pleased with the growing cash flow generated by the business.

Performance of our water and wastewater operations in Brazil benefited from the addition of new connections as we continue to build out our service network. So far this year we have added more than 60,000 new connections and we recently took full operational control of the newly acquired Maceió concession serving 1.5 million residents.

Our Infrastructure Services segment generated Adjusted EBITDA of $140 million for the third quarter of 2021. Strong performance in nuclear technology services was driven by higher volumes primarily due to the timing and scope of the fall outage cycle in the Americas. We experienced higher costs on two legacy projects in Europe which impacted overall financial performance for the quarter. During the quarter the business reached agreement to acquire a partial interest in a Spanish engineering company. This investment further strengthens our outage maintenance and digital service offering which will increase our competitiveness with customers in Europe and globally.

Within work access services, activity levels have strengthened across our international operations. In August we acquired Brace Industrial Group, which provides complementary services across the U.S. and extends our footprint into strategic end markets and service lines.

Results in offshore oil services stabilized during the quarter, although the business continues to operate in a difficult environment. In September we completed an exchange of debt held by a Brookfield-led consortium which will extend maturities and reduce the company’s cash interest payments.

Our Business Services segment generated Adjusted EBITDA of $163 million for the third quarter of 2021. Our residential mortgage insurer continues to generate strong performance. Loss ratios remain below normal, and we are benefiting from increased market share and robust new underwriting activity.

A slowdown from the pandemic-driven strength in Canadian housing activity has resulted in more moderate home price appreciation over the last several months. The market remains above 2019 levels and fundamentals are strong for continued resilience into 2022. We expect systemic undersupply in housing and a growing population will continue to underpin demand. Strong regulatory measures should ensure appropriate risk levels in Canadian housing as well as a continued stable lending environment.

The business is operating with approximately $500 million of excess capital relative to required capital adequacy levels which we hope to distribute as a special dividend by the end of the year, subject to approval from regulators.

In healthcare services, demand for elective surgeries at our hospitals in Australia remains strong. Performance during the quarter was impacted by intermittent lockdowns and government restrictions in New South Wales and Victoria. As restrictions ease, we expect activity levels to quickly recover.

Performance in construction services benefited from strong project execution in Australia and the U.K. Bidding on new business remains robust and during the quarter we secured eight new projects, ending the quarter with a backlog of approximately $7.8 billion, consistent with the backlog at the end of the second quarter.

Liquidity and Capital Position

Our balance sheet is in excellent shape. We ended the quarter with $2.3 billion of corporate liquidity, providing us ample capacity to fund our recent commitments and future growth activities.

We have several initiatives underway to further enhance our liquidity. Our operations today generate significant cash flows which will fund distributions to support growth within the business. As the earnings of our operations grow, so does their borrowing capacity, providing opportunities to increase debt as a means of generating additional corporate liquidity. We remain mindful to finance each of our operations with an appropriate level of long-dated debt at favorable rates, which is non-recourse to BBU and can be readily serviced and sustained across all market cycles. Over time the monetization of our larger-scale operations will generate significant proceeds that we can redeploy into new growth opportunities.

We also recently increased our corporate borrowing facilities by approximately $500 million, commensurate with the growth in our overall business and to continue to maintain a strong corporate liquidity position.

Enhanced ESG Disclosure

We believe that responsible stewardship of our operations is essential to building long-term value and mitigating risk. As a long-term owner and operator of businesses, we have a history of incorporating strong environmental, social and governance (ESG) practices into our business processes and management of our operations. We recognize that how we interact with our environment, our people and the communities in which we operate is critical to our ongoing success.

Aligned with that commitment, we are working to enhance our disclosure around the policies and initiatives that guide how we manage our business. We look forward to providing a more comprehensive overview of our approach to ESG later this year.

Outlook

Our global scale provides us access to significant potential acquisition opportunities. As we build dedicated expertise in technology and healthcare, we are seeing more opportunities to leverage our experience as long-term owners and operators of businesses. Our current focus is to onboard recent acquisitions.

In September, we held our annual Investor Day where we provided deeper insight into our approach to operations and the growth initiatives underway to enhance the value of our business. If you missed it, the webcast is available under the News & Events section of our website.

On behalf of the management team, we would like to thank all our employees for their continued hard work and dedication, and our unitholders for their ongoing interest and support.  As always, we welcome your suggestions and ideas as our partners in the business.

--------------------------------------------------------------------------------------------

Sincerely,

Cyrus Madon

Chief Executive Officer

November 5, 2021

Friday, November 12, 2021

Japan's Toshiba Spins Off Energy, Computer Device Units

Japan's Toshiba Spins Off Energy, Computer Device Units

-----------------------------------------------------------------------------------

TOKYO (AP) — Embattled Japanese technology conglomerate Toshiba said Friday it is restructuring to improve its competitiveness, spinning off its energy infrastructure and computer devices businesses.

The energy infrastructure spinoff will include Tokyo-based Toshiba Corp.'s nuclear power operations, including the decommissioning efforts at the nuclear plant in Fukushima that suffered meltdowns after an earthquake and tsunami in March 2011.

The energy business will also include the company's sustainable energy and battery businesses. Its annual sales total about 2 trillion yen ($18 billion).

The other spinoff and stand-alone company encompasses Toshiba's computer devices and storage operations, with annual sales of 870 billion yen ($7.6 billion).

Toshiba will remain a third independent company, holding what’s left, such as its flash memory company Kioxia Holdings Corp. and Toshiba Tec Corp., which makes office equipment.

Such a major restructuring is unusual for a big Japanese company. But Toshiba is not alone in deciding that a sprawling conglomerate may not be the best fit for the times.

Earlier this week, General Electric announced it was dividing itself into three public companies, focused on aviation, health care and energy. Like Toshiba, GE struggled under its own weight and decided to streamline its main business after a long review.

Toshiba said its restructuring would be completed by March 2024. Separating the financial results of the companies will start from this fiscal year, it said.

Chief Executive Satoshi Tsunakawa said the two kinds of businesses being spun off were very different, with the business cycle for devices much faster than that for infrastructure, and the device business requiring heavy investments.

“It will unlock immense value by removing complexity, it enables the businesses to have much more focused management, facilitating agile decision making, and the separation naturally enhances choices for shareholders,” Tsunakawa said of the new structure.

The move still needs shareholders’ approval. A shareholders’ meeting will be held early next year, Tsunakawa said.

In a statement to shareholders, Toshiba said its “bold and ambitious plan” followed a five-month review by the board’s strategy committee.

The management line-ups and names for the spinoffs will be announced later, according to Toshiba. It said adjustments to its operations and workforce were still undecided.

Earlier Friday, Toshiba issued a statement promising to beef up its corporate governance. An investigation by a governance group found no illegalities, but some managers engaged in dubious practices related to blocking the views of some shareholders.

Toshiba has periodically run into governance problems, including a scandal in 2015 over accounting books that were doctored for years to inflate earnings.

Since then, the company has eliminated thousands of jobs and sold off chunks of its sprawling business.

Also Friday, Toshiba reported a 41.8 billion yen ($367 million) profit for July-September, more than double the 14.8 billion yen profit a year earlier.

Officials said the better results reflected restructuring efforts and improved sales. Quarterly sales rose 6% on year to 818.5 billion yen ($7.2 billion).

Toshiba forecast a 130 billion yen ($1.1 billion) profit for the fiscal year through March 2022, raising its earlier projection by 20 billion yen ($175 million), and up from 114 billion yen in profit posted a year earlier.

-------------------------------------------------------------------------------------

Yuri Kageyama - AP - Fri Nov 12, 4:03AM CST

Source

https://www.barchart.com/story/news/3567953/japans-toshiba-spins-off-energy-computer-device-units

Thursday, November 11, 2021

Intact Financial Corporation reports Q3-2021 results

Intact Financial Corporation reports Q3-2021 results

---------------------------------------------------------------------------

Canada NewswireNov 9, 2021 5:03 PM EST

(in Canadian dollars except as otherwise noted

Highlights

Net operating income per share of $2.87 driven by strong underwriting performance and an accretive contribution from RSA 

Premiums grew 68%, reflecting the first full quarter of RSA in our results and continued strength in commercial lines

Combined ratio of 91.3%, driven by strength in all business segments despite an elevated 7.5 pts of catastrophe losses

OROE of 18.3% with a total capital margin of $2.7 billion

EPS of $1.60 reflects strong operating results tempered by an investment loss and integration costs

Quarterly dividend increased by 10% to $0.91 per common share

TORONTO , Nov. 9, 2021 /CNW/ - (TSX: IFC)

-------------------------------------------------------------------------------

Charles Brindamour , Chief Executive Officer, said:

"The strength of our business was again evident this quarter, with robust operating performance across the platform, despite an elevated level of catastrophes. Our people have worked hard to get customers back on track following many severe weather events. We are making great progress on the integration of RSA, with synergies being realized as expected. The acquisition is already delivering high single-digit accretion to NOIPS since closing on June 1 , and we remain on track to generate upper teens accretion within 36 months. With a strong and resilient balance sheet and momentum in all segments, we are increasing dividends to our common shareholders for the sixteenth consecutive year."

-----------------------------------------------------------------------------------------

Common Share Dividend

The Board of Directors approved a $0.08 per share increase in the quarterly dividend to $0.91 per share on the Company's outstanding common shares. This represents a 10% increase and marks the sixteenth consecutive annual increase in our dividend since our IPO in 2004.

Industry Outlook

Canadian industry profitability improved in the twelve months to June 30, 2021 , helped in part by benign weather, favourable PYD and reduced driving activity. However, high pre-pandemic combined ratios, potential inflation, and a relatively low interest rate environment support continuation of favourable market conditions.

In personal lines in Canada , we expect firm market conditions to continue in personal property, while personal auto rates remain tempered in the current environment.

In commercial lines in both the US and Canada , hard market conditions are expected to continue.

In the UK, hard market conditions are also prevailing across commercial lines, while UK personal lines growth remains muted pending new pricing regulations effective from Q1-2022.

------------------------------------------------------------------------------------------

Insurance Business Performance.

Premium growth of 68% in constant currency mainly reflected the RSA acquisition which contributed 61 points of growth. Commercial lines organic growth was robust across all segments.

Combined ratio of 91.3% was solid and included $365 million (7.5 points) of catastrophe losses, well above expectations and impacting all segments. The combined ratio in Canada was a strong 89.2%, driven by improved underlying performance. In the UK&I, the combined ratio was a solid 93.9%, despite including 10.3 points of CAT losses. In the U.S., the combined ratio was 92.8%, also reflecting strong underlying performance.

----------------------------------------------------------------------------------------------- 

Lines of Business

P&C Canada (includes RSA Canada results)

Personal auto premiums grew by 27%, driven by RSA while we continue to operate in a muted rate environment. The combined ratio was similar to last year at 85.1%, with strong underlying performance and healthy favourable prior year development.

Personal property premiums grew by 34%, mainly driven by RSA and continued firm market conditions. The combined ratio of 93.5% was 9.8 points higher than last year while reflecting 15.3 points of higher CAT losses. Underlying performance improved 4.4 points from a year ago.

Commercial lines (P&C and auto) premium growth of 33% was mainly driven by RSA and continued hard market conditions. The combined ratio of 91.2% was 1.8 points higher than a year ago, as improved underlying performance was offset by higher commission expenses and a 2.7 point increase in catastrophe losses.

Distribution EBITA and Other grew by 30%, driven by higher variable commission revenues, as well as accretive acquisitions and continuing expense management.

P&C UK&I

Personal lines premiums were $582 million with competitive market conditions in auto. The combined ratio of 97.9% included an elevated 4.4 points of catastrophe losses.

Commercial lines premiums were $682 million with hard market conditions continuing. The combined ratio was a strong 90.5% despite including 15.3 points of catastrophe losses, significantly above expectations.

P&C U.S.

US Commercial premium growth was very strong at 21% on a constant currency basis, driven by hard market conditions and strong new business in most lines. The combined ratio improved 1.7 points to 92.8%, despite including 3.9 points of CAT losses mainly driven by Hurricane Ida, reflecting the benefit of our profitability actions.

Investments

Net investment income of $ 191 million for the quarter increased 34% year-over-year, mainly driven by the RSA acquisition. Excluding the impact of RSA, net investment income was flat reflecting the impact of lower reinvestment yields and a weaker U.S. dollar, partly offset by the benefit of higher invested assets.

Net losses excluding FVTPL bonds of $45 million for the quarter included a loss of $183 million on a venture investment, for which in Q1-2021 we recorded a $273 million gain following its IPO.

Net Income and ROE

Net operating income of $519 million is up 26% from a year ago, reflecting the contribution of RSA, strong growth in underwriting, investment and distribution earnings.

Earnings per share of $1.60 in Q3-2021 was driven by strong operating results, tempered by a venture investment loss and integration costs.

Operating ROE improved 1.4 points year-over-year to 18.3% for the 12 months to September 30, 2021 . This is better than our historical average and reflects strong performance across the business.

Balance Sheet

The Company ended the quarter in a strong financial position, with a total capital margin of $2.7 billion .

IFC's book value per share (BVPS) of $79.21 as at September 30, 2021 , increased 41% since September 30, 2020 , driven by strong earnings and the financing of RSA.

The adjusted debt-to-total capital ratio of 23.9 % as at September 30, 2021 reflects the financing and closing of the RSA acquisition. With proceeds from the sale of Codan Denmark expected in H1-2022, we expect the adjusted debt-to-total-capital ratio to return to 20% well within our objective of 36 months following closing.

RSA Acquisition Update

RSA contributed 8% accretion to Q3-2021 NOIPS , bringing accretion to 9% for the four-month period since closing. Given the overall strength of Intact's results, immediate high single-digit accretion is evidence of the quality of the acquired portfolio. We have increased confidence in achieving our target of high single-digit accretion in the first 12 months and upper teens within 36 months of closing.

We remain on track to realize at least $250 million of pre-tax annual run-rate synergies within 36 months of closing.

Integration activities are progressing as planned. In Canada , policy conversion to Intact systems is already well underway. Customer retention is ahead of expectations and engagement with brokers and affinity partners is very strong.

In the UK, we are continuing RSA's improvement plan and mobilizing workstreams to leverage Intact expertise in areas of opportunity including UK auto pricing, underwriting processes and Commercial lines.

Planning for the integration of RSA's capabilities into our now global specialty lines platform is well underway across geographies.

Closing of the announced sale of Codan Forsikring A/S's P&C business to Alm. brand A/S Group is on track for H1-2022. This represents proceeds of DKK 6.3 billion ( ~$1.26 billion ) for Intact's 50% stake.

The reinsurance agreement entered into on July 27 to provide protection for adverse development on UK&I claims liabilities for 2020 and prior years was approved by regulators and will be recorded in the 4th quarter, effective as of October 6, 2021 .

--------------------------------------------------------------------------------------

About Intact Financial Corporation

Intact Financial Corporation (TSX: IFC) is the largest provider of property and casualty (P&C) insurance in Canada , a leading provider of global specialty insurance, and, with RSA, a leader in the U.K. and Ireland . Our business has grown organically and through acquisitions to over $20 billion of total annual premiums.

In Canada , Intact distributes insurance under the Intact Insurance brand through a wide network of brokers, including its wholly-owned subsidiary BrokerLink, and directly to consumers through belairdirect. Intact also provides affinity insurance solutions through the Johnson Affinity Groups.

In the U.S., Intact Insurance Specialty Solutions provides a range of specialty insurance products and services through independent agencies, regional and national brokers, and wholesalers and managing general agencies.

Outside of North America , the Company provides personal, commercial and specialty insurance solutions across the U.K., Ireland , Europe and the Middle East through the RSA brands.

-----------------------------------------------------------------------------------------

Source

https://money.tmx.com/en/quote/IFC/news/5642869812260236/Intact_Financial_Corporation_reports_Q32021_results

Wednesday, November 10, 2021

GE will split into three units, ending conglomerate for good

GE will split into three units, ending conglomerate for good

------------------------------------------------------------------------------

General Electric Co. will split into three separate companies in a stunning breakup of the iconic manufacturer founded by Thomas Edison whose sprawling businesses once made it the world’s most valuable company. The shares surged.

GE will spin off its health-care business in early 2023 and combine its renewable energy, fossil-fuel power and digital units into a single energy-focused entity that will be spun off a year later, the company said Tuesday. The remaining company will consist of GE Aviation, its jet-engine division. 

“What we’re doing today is creating three outstanding investment-grade, global leaders in health care, aviation and energy,” Chief Executive Officer Larry Culp said in an interview. “GE has led in these markets for a long time and today we’re setting ourselves up for another century of leadership.”

GE shares rose 5.7 per cent to US$114.60 at 9:53 a.m. in New York and earlier gained as much as 7.1 per cent, the most intraday since May 27. the Boston-based company said it expects to take a one-time US$2 billion charge from separation, transition and operational costs tied to the plan, plus tax costs of less than US$500 million.

“The breakup makes strategic sense,” Deane Dray, an analyst with RBC Capital Markets, said in a note. The breakup could generate 20 per cent upside to GE’s current share price, according to his analysis. There will be “attractive value to be unlocked.”

END OF AN ERA

The sweeping plan marks the end of an era in which conglomerates defined much of 20th century corporate America and follows the break-up of several other large, diversified companies as investors favor focus over breadth. Dray, in his analyst note, cited 3M Co., Emerson Electric Co. and Roper Technologies Inc. as candidates for possible separations.

In a call with analysts, Culp called the announcement a “defining moment” for GE.

Culp’s vision is also a rebuke of the strategy championed by Culp’s larger-than-life predecessors, including Jack Welch, who famously built the company into a diversified juggernaut with businesses spanning television, finance, energy and many other unrelated markets. Welch’s successor as CEO and chairman, Jeffrey Immelt, continued to reshape the company over some 16 years starting in 2001, though with notably less success. 

One sign of how much GE had fallen by the wayside: 20 years ago, it was the world’s largest company with a market capitalization of US$401 billion. Five years ago it was just hanging on in the top 10; and as of Monday there were dozens with bigger market caps in the S&P 500.

Culp, who previously reshaped Danaher Corp., was tapped as GE’s CEO in October 2018 as the company was facing multiple crises including trouble at its financial services arm and power business. He moved swiftly to stabilize and turn around the manufacturer, slashing GE’s venerable dividend to a token penny a share. 

Culp since sold major businesses to cut GE’s bloated debt, pushed operational fixes to bolster cash flow and profits at its industrial divisions and mitigated the Boston-based company’s risks in a broad retrenching from its once sprawling conglomerate structure, including the sale of the bulk of the GE Capital finance arm.

Each of the three companies that result from the breakup will have its own board of directors.

The stand-alone health-care business will be run by GE Healthcare’s incoming CEO Peter Arduini, who currently has the top post at Integra LifeSciences, while Culp will be the business’s non-executive chairman. GE plans to retain a roughly 20 per cent stake in the standalone health-care business. The spinoff will be tax-free.

THREE BUSINESSES

The company also said the health-care business will issue debt securities, the proceeds of which will be used to pay down outstanding GE debt. Longer-term, GE expects the business to generate operating profit margins in the high-teens to 20 per cent. 

GE Power CEO Scott Strazik will lead the combined energy businesses, consisting of GE’s gas-power, renewable energy and digital businesses. That leaves GE Aviation, the world’s biggest maker of jet engines, as the remaining GE entity. 

What we’re really doing is positioning these businesses to reach their full potential,” Culp said. “There is no question that this is the best way in our view to create long-term value.”

The energy unit holding GE’s renewable and fossil-power businesses should achieve mid- to high-single digit margins even with low rates of growth. GE Aviation’s margins could reach 20 per cent, according to GE’s investor presentation.

TRIAN RESPONSE

Culp’s plan was praised by Trian Fund Management, the activist fund led by Nelson Peltz that amassed a US$2.5 billion stake in GE in 2015 and demanded more dramatic actions to revamp the corporation. 

“The strategic rationale is clear: three well-capitalized, industry leading public companies, each with deeper operational focus and accountability, greater strategic flexibility and tailored capital allocation decisions,” Trian said in a statement. “We salute GE CEO Larry Culp and his team’s efforts in driving long-term shareholder value.”

Each company will be better positioned to serve its customers, benefiting from greater focus, accountability and agility, GE said. 

It also expects debt reduced by the end of 2021 to exceed US$75 billion since the end of 2018, more than the US$75 billion anticipated previously. It also plans to bring the ratio of its net debt to earning before interest, taxes, depreciation and amortization to less than 2.5 in 2023.

Longtime GE analyst Nick Heymann of William Blair & Co. said the company’s breakup is as much about the conglomerate model as it is about GE itself.

In this digital economy, you have to be agile and you have to be able to move quickly,” Heymann said. “You can’t be burdened down in a three-pontoon boat.”

--------------------------------------------------------------------------------------------

Ryan Beene, Bloomberg News

Source

https://www.bnnbloomberg.ca/ge-will-split-into-three-units-ending-conglomerate-for-good-1.1679191

Tuesday, November 9, 2021

Stephen Takacsy on BNN-Bloomberg’s Market Call, Nov 9, 2021

Stephen Takacsy on BNN-Bloomberg’s Market Call, Nov 9, 2021

-------------------------------------------------------------------------

MARKET OUTLOOK:

Most world stock markets rebounded from the sharp drop in September on the anticipation of strong corporate earnings, despite a plethora of negative news which included rising bond yields, earlier than anticipated central bank tightening, persistent inflation due to supply chain disruptions and labour shortages, and potential contagion from massive debt defaults in the Chinese real estate sector. 

Markets continue to be driven by easy money from low interest rates and momentum investing, with little regard for valuation, led by a narrow group of large cap stocks in the U.S. This has created bubbles in stocks like Tesla and other EV plays, as well as in cryptocurrencies and other new asset classes like non-fungible tokens. 

The TSX’s return has been almost entirely driven by energy, financials, and Shopify, and more recently the gold sector, driven mainly by inflows by foreign investors. Money has been sucked out of other sectors creating great investment opportunities at compelling valuations such as in renewable energy, certain industrials, healthcare technology, senior living and non-energy small cap stocks. We continue to be very focused on valuation when deploying cash in what we consider to be an expensive equity market. 

------------------------------------------------------------------------------------

TOP PICKS:

D2L (DTOL TSX)

D2L just went public last week. It is a 20-year-old Waterloo-based world leader in cloud-based learning platforms that deliver online education and training for schools, universities and corporations. D2L has around 1000 customers and 15 million users in 40 countries. 

Their platform helps customers deliver a combination of in-class, at-home and mobile learning experiences that can be personalized and integrated with other technologies. The pandemic was a massive wake-up call for institutions and corporations to upgrade their on-premise systems. D2L has a subscription-based business model with long term contracts, so great revenue visibility of which 90 per cent is high margin recurring SaaS revenue. 

Its annual revenue run rate is up over 20 per cent in the past 12 months to US$144M. Gross margins are over 60 per cent. The company specifically wanted the IPO placed in long term institutional investors hands (not hot money) and priced at a meaningful discount of around 3.7X forward sales versus U.S. peers like Instructure and Powerschool which trade at over 8X sales and TSX-listed Docebo which trades at over 15X sales. Excellent opportunity to buy a high quality fast growing tech companies at a discounted price.  

CareRX (CRRX TSX)

CareRX is Canada’s largest provider of pharmacy services to senior care facilities (LTC and RR) with a market share of over 20 per cent. Growing organically and by acquisition having just completed the purchase of 2 large competitors that will generate significant cost synergies by consolidating fulfillment centers.  

Sales are expected to reach $400M next year with 100,000 beds serviced. CareRX is also involved in helping provide telehealth services to senior facilities such as VirtualCare in partnership with Think Research, and launched Pharmacy at your Door for seniors living at home. 

In the next 15 years, the number of seniors in Canada will double, so CareRx will benefit from very strong demographic tailwinds. CareRX is cheap trading at around 7 X 2022 EBITDA, versus a company like Neighbourly which is consolidating small pharmacies and has similar margins and is trading at 20X EBITDA.

AG Growth International (AFN TSX)

AG Growth is a leading North American manufacturer of grain handling equipment and storage for the agriculture industry. The company will do nearly $1.2 billion in sales this year and record profits, and also has a record backlog going into next year. Their international business in Brazil, India and Eastern Europe is booming as these regions are investing heavily to upgrade their existing farming infrastructure. 

The stock is really beaten up due to a lawsuit involving the collapse of some storage bins that may have been improperly installed by a 3rd party. AG Growth has already taken sufficient provisions to cover the entire cost of remediation, so any insurance proceeds will be gravy and lead to a reversal of some of the provisions. The company also has a fast growing technology business called Suretrack. The stock trades at a very cheap 7X 2022 EBITDA versus its long term average of 9x. We also think that AG Growth would make a great take out candidate for AGCO, a large U.S. competitor.

-----------------------------------------------------------------------------------

Stephen Takacsy, president, CEO and chief investment officer, Lester Asset Management

WEBSITE: www.lesterasset.com

Friday, November 5, 2021

TELUS reports operational and financial results for third quarter 2021

TELUS reports operational and financial results for third quarter 2021

----------------------------------------------------------------------------------------------

Industry-leading total mobile and fixed customer growth of 320,000, up 43,000 over last year, marking TELUS’ highest quarter ever

Strong, high-quality mobile phone net additions of 135,000, a 24,000 increase over the prior year driven by industry-leading mobile phone churn; record connected device net additions of 110,000, up 23,000 year-over-year

Robust wireline customer net additions of 75,000, powered by world-leading customer loyalty in combination with TELUS’ PureFibre network, including sustained momentum on accretive copper-to-fibre migrations as TELUS continues to successfully execute on its accelerated broadband expansion plan

Continued strong operating momentum in TELUS International and TELUS Health, with double-double digit revenue growth driven by a combination of robust organic customer growth and acquisitions

Consolidated revenue and EBITDA growth of 6.8 and 7.1 per cent, respectively, alongside net income expansion of 11.5 per cent, demonstrating strong and consistent operational execution, powered by a leading asset mix, combined with superior product offerings and client service excellence

Quarterly dividend increased to $0.3274 per share, up year-over-year by 5.2 per cent as TELUS continues to execute on its leading, multi-year dividend growth program, supported by healthy cash flow generation and our robust capital structure

--------------------------------------------------------------------------------------------------------- 

VANCOUVER, British Columbia, Nov. 05, 2021 (GLOBE NEWSWIRE) -- TELUS Corporation today released its unaudited results for the third quarter of 2021. Consolidated operating revenues and other income increased by 6.8 per cent over the same period a year ago to $4.3 billion. Earnings before interest, income taxes, depreciation and amortization (EBITDA) increased by 7.6 per cent to $1.5 billion while Adjusted EBITDA increased by 7.1 per cent to $1.6 billion. This growth reflects: (i) higher internet and third-wave data service margins, as well as other fixed data service margins, resulting from subscriber base growth and expanded services; (ii) growth in network revenue from increases in our mobile phone and connected devices subscriber bases; (iii) growth in mobile equipment margins; (iv) an increased contribution from our Digitally-led customer experiences – TELUS International (DLCX) segment from customer growth, including business acquisitions, and increased depth and breadth of services offered to its existing customers; and (v) lower bad debt expense. This growth was partly offset by lower legacy fixed voice and legacy fixed data services and higher employee benefits expense.

“Our team once again achieved strong operational and financial results in the third quarter,” said Darren Entwistle, President and CEO. “TELUS’ continued execution excellence was again characterized by the consistent combination of industry-leading and profitable customer growth, resulting in strong financial results across our business as evidenced by consolidated revenue and EBITDA both increasing 7 per cent. Our robust performance reflects the effectiveness of our globally leading customer-centric culture and broadband networks, underpinned by our highly engaged team and their passion for delivering outstanding connected experiences. This contributed to leading total customer net additions of 320,000, an all-time quarterly record for TELUS, underpinned by industry-best client loyalty across our key mobile and fixed product lines. Notably, blended mobile phone, PureFibre internet, Optik TV, Security and voice churn are all below one per cent year-to-date.”

“Our results are buttressed by our highly differentiated and potent asset mix geared towards high-growth, technology-oriented verticals,” continued Darren. “Earlier today, TELUS International (TI) announced solid double-digit revenue growth, with increased profitability for the third quarter. These continued strong results demonstrate TI’s position as the partner of choice for premier digital customer experiences for clients around the world as they look to TI’s talented team to deliver end-to-end next-gen digital solutions and services powering a differentiated customer experience, including a unique and unparalleled mix of content moderation and artificial intelligence capabilities. At TELUS Health, our team drove double-digit year-over-year health services revenue growth in the quarter, while achieving important milestones as we continue to meaningfully scale our health operations, including reaching over 19 million lives covered, an increase of nearly 21 per cent on a year-over-year basis. Furthermore, we realized nearly 138 million digital health transactions during the quarter and earned close to one million new virtual healthcare members over the last 12 months, representing a 64 per cent increase over last year. We continue to leverage our leading position in healthcare technology solutions to deliver improved health outcomes for citizens through access to better health information, which has never been more critical. In TELUS Agriculture, through our team’s ongoing efforts to grow and integrate this unique business, we remain on track to generate double-digit revenue growth and annual revenues in agriculture of approximately $400 million in 2021, illustrative of the value we are creating as the globally-leading provider of agriculture technology solutions.”

Our third quarter performance was backed by our strong digital capabilities and superior service offerings, over our world-leading wireless and fibre broadband networks,” added Darren. “At a time when the human connection continues to be more important than ever, TELUS has been named the fastest mobile operator in Canada by U.S.-based Ookla for the fifth year in a row in their Q3 Canada Market Report for 2021. In addition, our team earned the top spot in six of seven categories in U.K.-based Opensignal’s August 2021 Mobile Network Experience: Canada Report. Notably, Opensignal found TELUS’ wireless download speed of 73.9 Mbps to be 6 per cent faster than the second place finisher and close to 30 per cent faster than the third place finisher. This is the 10th time TELUS has received a top ranking from Opensignal, including being recognized as having the fastest mobile network in the world in 2020, a true reflection of the incredible expertise and dedication of our entire team. These awards reinforce TELUS’ leadership in terms of offering customers the fastest service in Canada across both our fibre and wireless broadband networks, as also confirmed by other independent, third-party organizations, including Canada-based Tutela and U.S.-based J.D. Power. Moreover, this recognition of the superiority of TELUS’ national broadband networks underscores the value of our significant investments in fibre and wireless technologies, including our ongoing accelerated broadband expansion program through 2022. These generational investments will fuel enhanced customer growth and operating efficiencies, and drive positive cash flow benefits as TELUS completes our expedited broadband build.”

“Importantly, our significant, ongoing broadband network investments will further enable the continued advancement of our financial and operational performance, strengthening our confidence in the robust outlook for our business, and the long-term sustainability of our industry-leading dividend growth program. The 5.2 per cent year-over-year dividend increase announced today represents the 21st since 2011, with our program now in its eleventh year. Since 2004, TELUS has returned more than $20 billion to shareholders, including over $15 billion in dividends, representing approximately $15 per share. Future dividend growth and affordability will be supported by EBITDA growth and value creation in our TI, Health and Agriculture businesses, as well as by lower future capital expenditures, consistent with the preliminary guidance we have provided for significantly reduced capital investments of $2.5 billion or less, beginning in 2023, and the meaningful resulting free cash flow expansion.”

“Our TELUS team members and retirees continue to demonstrate their unwavering support for the communities where we live, work and serve,” expressed Darren. “Reinforcing our long-standing dedication to working collaboratively with Indigenous communities, we introduced TELUS’ Reconciliation Commitment . Developed in partnership with, and in support of, Indigenous Peoples across the country, our commitment to Reconciliation acts as a cornerstone of our action plan and other related activities moving forward. By way of example, in October we launched our TELUS Mobility for Good for Indigenous Women at Risk program, through which we are providing free smartphones and data plans to Indigenous women at risk or surviving violence. Indeed, thanks to our customers and our TELUS team, our portfolio of For Good programs continues to deliver on our promise of a friendly future for all.”

Doug French, Executive Vice-president and CFO said, “In the third quarter, TELUS once again delivered strong operational and financial results, including healthy free cash flow growth, with year-to-date performance tracking to our annual financial targets established earlier this year and reaffirmed today. These results build on the strong operating momentum that our team has achieved over the long-term, enhancing our position of strength as we close out the final quarter of the year and move into 2022.”

Doug added, “During the quarter, our team continued to execute on our accelerated broadband build, connecting more homes and businesses directly to our leading TELUS PureFibre service and expanding our 5G network to 64 per cent of the Canadian population, and to be enhanced with the deployment of 3500MHz in the months ahead. These transformational investments are bolstering our competitive positioning, driving strong profitable customer growth and positive economic outcomes, as Canadian consumers and businesses continue to benefit from the superiority of our world-leading broadband networks and the experiences and societal benefits they enable. Furthermore, we continue to actively migrate copper customers to our PureFibre network, leading to a three percentage point decline in our copper subscriber base within our fibre footprint. As we move towards completing our copper-to-fibre migration program, we will see the benefits to our margin and cash flow profile through meaningful cost structure efficiencies and, over the longer term, real estate rationalization opportunities.”

“Consistent with our long-standing, multi-year dividend growth program, today we announced a quarterly dividend increase to $0.3274 per share, or $1.3096 on an annualized basis. The dividend increase reflects our healthy balance sheet position, along with our confidence in executing on our growth strategy, leading to strong financial performance, including EBITDA growth and margin expansion. Furthermore, as we ramp down our accelerated broadband build at the end of next year, we expect a material reduction in our capital expenditure profile, beginning in 2023, to support sustainable cash flow generation. Looking forward, our team is excited to continue delivering on our track record of execution excellence and to further advance our unique growth strategy. Powered by our leading and diversified asset base, at home and around the globe, we are in a strong position to continue to deliver superior operating and financial outcomes, further buttressing our return of capital objectives along with an eye on maintaining a strong balance sheet to support long-term value creation for our investors,” concluded Doug.

In the third quarter, we added 320,000 new customer additions, up 43,000 over last year, and inclusive of 135,000 mobile phones and 110,000 connected devices, in addition to 46,000 internet, 30,000 security and 10,000 TV customer connections. This was partly offset by residential voice losses of 11,000. Our total TELUS technology solutions (TTech) subscriber base of 16.6 million is up 5.9 per cent over the last twelve months, reflecting a 3.9 per cent increase in our mobile phones subscriber base to approximately 9.2 million, and a 20 per cent increase in our connected devices subscriber base to more than 2.0 million. Additionally, our internet connections grew by 6.5 per cent over the last twelve months to more than 2.2 million customers, our TV subscriber base increased by 4.4 per cent to over 1.2 million customers, and our security customer base expanded by 13 per cent to 773,000 customers. In health services, as of the end of the third quarter of 2021, virtual care members were 2.3 million and healthcare lives covered were 19.3 million, up 64 per cent and 21 per cent over the past 12 months, respectively, while digital health transactions were 137.9 million, up 1.4 per cent over the third quarter of 2020.

Free cash flow of $203 million increased by $42 million or 26 per cent over the same period a year ago, resulting primarily from: (i) the timing of income tax payments, as a portion of the tax instalments in the first six months of 2020 were deferred into the third quarter of 2020 as permitted by several government jurisdictions as part of their pandemic responses; (ii) strong EBITDA growth; and (iii) the timing related to device subsidy repayments and associated revenue recognition and our TELUS Easy Payment device financing program. These factors were partly offset by higher capital expenditures in connection with our planned accelerated capital investments.

Consolidated capital expenditures increased by $250 million in the third quarter of 2021, due to accelerated investments in our 5G network, our broadband build, and digitization to increase system capacity and reliability, in addition to the advanced purchase of equipment to mitigate supply chain risks and support subscriber growth. With our investments, we are advancing the mobile speeds and coverage of our expanding 5G network, continuing to connect additional homes and businesses directly to our fibre-optic technology, evolving our TV ecosystem, and supporting system reliability and operational efficiency and effectiveness efforts. These investments also support our internet, TV and security subscriber growth, address our customers’ demand for faster internet speeds, and extend the reach and functionality of our business, as well as our healthcare and agriculture solutions.

As part of our accelerated broadband build, $442 million of the up to $750 million targeted for 2021 has been invested, to advance our fibre build and 5G coverage. This spend has enabled: (i) additional premises to be connected to our fibre network; (ii) acceleration of our copper-to-fibre migration program; (iii) expansion of the number of communities we are bringing fibre to, including many rural and Indigenous communities; (iv) advancement of our 5G network build which now covers 24.1 million Canadians, representing 64 per cent of the population at September 30, 2021; and (v) progress in the implementation of our digital strategy that will bolster both top line revenue growth and operating expense efficiency.

At the end of the third quarter, our TELUS PureFibre network covered more than 2.6 million premises, up from more than 2.4 million premises in the third quarter of 2020. As at September 30, 2021, approximately 12 per cent of our TV and internet customers within our PureFibre footprint are serviced by copper, down from 15 per cent at June 30, 2021. The majority of the remaining customers are expected to be substantially migrated to TELUS PureFibre by the end of 2022.

For the quarter, net income of $358 million increased by 11.5 per cent over the same period last year and Basic earnings per share (EPS) of $0.25 increased by 4.2 per cent. These increases are driven by the after-tax impact of increased Operating Income, including increased EBITDA, as detailed above, partly offset by higher depreciation and amortization; the after-tax impact of increased financing costs, including a long-term debt prepayment premium of approximately $10 million; and, as it relates to EPS, higher shares outstanding.

When excluding the effects of restructuring and other costs, income tax-related adjustments, other equity losses related to real estate joint ventures, and long-term debt prepayment premiums, adjusted net income of $392 million increased by $36 million or 10 per cent in the third quarter of 2021, while adjusted basic EPS of $0.29 was up 3.6 per cent.

------------------------------------------------------------------------------------------