Proximus' wholesale carrier arm BICS is continuing to drag down Proximus' financials, although the Belgian operator was boosted by a solid domestic performance.
For the three months ending 30 June, sales were down three percent to €1,460 million. The decline was largely down to BICS, which shed 12.7 percent of revenue (€359 million) and 19.3 percent of EBITDA (€38 million).
Group Ebitda progressed by 1.7 percent to €463 million, buoyed by a 4.1 percent increase at its main telecoms operations at home, where revenue (€1.1 billion) also climbed 0.7 percent higher.
Considerable jumps in domestic revenue from fixed data (7.2 percent), television (7.6 percent) and ICT services (13.4 percent) offset a 1.1 percent slowdown in mobile as reduced roaming prices and lower margins on hardware hit sales within the division.
Customer growth in the period saw its market shares for fixed internet, digital television and postpaid mobile across both the Proximus and Scarlet brands reach 46.3 percent, 35.6 percent and 46.7 percent, respectively.
It added 21,000 television subscriptions and 14,000 fixed internet lines in the period, bringing its bases to 1.8 million and 1.9 million, respectively.
It also shed 29,000 fixed voice customers. On mobile, the addition of 30,000 customers on contracts went a good way to offset the loss of 34,000 on prepaid deals. A further 116,000 new M2M connections were activated. Proximus's total mobile base stands at 6.5 million.
It now has 1.34 million on triple play and quad play deals, with 13,000 net additions in the quarter.
Proximus said it had invested €215 million in the second quarter, leading to 57 percent vectoring, 99.7 percent 4G outdoor coverage and 97.6 percent indoor coverage. 4G+ population coverage reached 35 percent.
Dominique Leroy, CEO of Proximus, said the Belgian group is on track to meet its full-year guidance. She said: “In spite of a changing competitive environment, we continued to grow our customer base, increased our market shares for internet and TV, and improved our customer mix by shifting towards higher value three-and four-play offers. We continued our transformation in line with our Fit for Growth Strategy with a focus on reducing costs, simplifying, and becoming a more customer-focused, agile and efficient company.”