Good morning and good afternoon ladies and gentlemen, and welcome to the Millicom Financial Results Conference Call. Today’s call will be hosted by Chief Executive Officer, Mauricio Ramos; and Tim Pennington, Chief Financial Officer. Following the formal presentation by Millicom’s management, an interactive Q&A session will be available. I would now like to hand the call over to Nicolas Didio, Head of Investor Relations. Please go ahead.

Thank you and welcome everyone to Millicom 2015 second quarter results presentation. Today’s presentation materials can be found on our Web site www.millicom.com. Before we start, I would like to remind everyone that the Safe Harbor statements apply to this presentation and the subsequent Q&A session. With me today on this one-hour call are our CEO, Mauricio Ramos; and Tim Pennington, our CFO. I will now hand over to Mauricio to give an overview of our Q2 ’15 results and operational performance and strategy, after which Tim will take you through the financials and we will finish with a Q&A session. With that, I hand over to Mauricio.

Good day to all and thanks for joining us today. I'm indeed here with Tim, our CFO whom you all know very well. Let's start this call with our key messages for Q2. This is in a nutshell what we would like you to remember from this call. One: our Q2 was a solid quarter showing strong results both operationally and financially. Two: the core of our strategy will be to build a digital lifestyle for our customers and to monetize it for our shareholders. Three: our integration in Colombia is progressing very well, a year into the process, we have enough confidence now to raise our synergy estimate to 750 million. Four: our continued effort in corporate cost is paying off, w have now shown a fourth consecutive quarter of reductions. And five, we are reconfirming yet again our guidance for 2015 adjusted only for FX. Let's start with a high level review of our Q2 results. We're very happy with our strong subscriber growth across all business units. In Q2, we added 1.9 million mobile subscribers, 1.6 million in Africa and 300,000 in Latin America. This is actually an acceleration on the 1.1 million that we have added in Q1. In home, we built a 114,000 homes. Our footprint now is very close to 6 million homes passed. Our new pay-TV platform showed good momentum as well. We added nearly 35,000 subscribers across our DTH and cable footprint and we also added an additional 28,000 broadband internet customers. Our Q2 results were also very strong organically. Although that strong local currency growth was offset somewhat by currency devaluations across key markets. Indeed, organic local currency revenue growth was strong at 9%, EBITDA was also very strong at 9% organic growth and OCF grew 27% year-on-year excluding UNE and…

Thank you, Mauricio. As Mauricio has said, we were very satisfied with the underlying performance in Q2. And starting with our key financial metrics, and as already stated our organic revenue growth, grew well, for a strong trend in Q1, but we did see strong FX headwinds in Q2 they were around about 10% which is unusual running at average around 4%, so this did take the shine of some of reported numbers. That said, we still manage the EBITDA pretty well showing 9.3% organic like-for-like growth and the margin was 50 basis points up on the last year excluding in it. Our operating cash flow was also very strong in Q2 as much as set up 41% on the year with an OCF margin of nearly16%, there will be a little bit of weakening in H2 as we catch upon on CapEx but overall the trend is positive. Before getting into the detail, I just want to see you quickly run down the group P&L and headline revenues $1.7 billion and including $133 million handsets as sales, healthy organic growth 9% organic headwind and north of 50% on handsets with the solid and service revenue growth. We recall the D&A wasn’t positive our numbers in Q2 2014, so our year-on-year growth that was 18% overall on revenue and 17% on EBITDA, again in-line with our expectations, when we set our guidance out at the start of the year, continuing down the group P&L overall operating profit was in-line with last year, I think we discuss before the high depreciation and amortization charge D&A which is largely explain why D&A was so much higher in this quarter. In the others line which are the $44 million loss on FX and a mark-to-market revaluation of coal auctions in Honduras and Guatemala…

Couple of questions please. Firstly, I know you've recently increased the exposure to the Tanzania and Zanzibar acquisitions to be paid from this that you may look to continue to expand your footprint in Africa or you're considering selling assets there. Secondly, on your targets to increase cable homes pass to 10 million, can you clarify that is only in your current markets or you're looking to expand into new countries in that time.

So, I'll give you a high level on Tanzania and maybe Tim can follow up on that. On Tanzania, this was largely an infield opportunistic transaction that enhances our position there so you should read into it nothing other than exactly that. Infield, in-market strengthens our position and it was opportunistic. And on the $10 million target indeed is within country.

I have nothing to answer that, I think. That's the full answer.

Our next question today comes from Luigi Minerva of HSBC.

Yes, Good afternoon. I was wondering if you can go back to one remark you made in the Q1 conference call about aligning the management priorities and incentives to total return to shareholders. If you can give us an update on that over the last three months. And then, secondly, if you can give us your views on a M&A whether -- what are the priorities for example would it be Costa Rica for your Lucky Mobile and it will be await to feel fix mobile conversions strategy or would it be tackling countries where you don’t cover your cost of capital? Thank you.

So, I am get first one thanks for bringing up again. In this management team is fully aligned around --. We have rolled out a long term synergy plan regarding come to see senior management of the team which is squarely aligned around TSR. So, thanks for bringing and often giving it highlight today because it is key to the way we run around the business going forward both the holders and management team all aligned on that one. The M&A question before I go to actual M&A, I do want to underscore and highlight that are eyes are on the ball and the area where we can drive the most value creation for the shareholders, we believe remains organic value creation around monetizing data about grabbing cable land space if you will and tapping on a mass seem to be your opportunity for us. That’s where we are focused on and I think that’s we can driving most value. So, in that we regard M&A is although we were including and we are participating and certainly were engaged and making sure on top of all opportunities, it really is icing on the cake to the organic value creation opportunity that we have. And your instinct are right in the sense that we give priority to infield in market our positions that evidence we have higher synergy value because we can drive them off our existing cost base.

Our next question comes from Stephen Bechade of Citi.

Hi, Good afternoon. I’ll put couple of questions. You mobile ARPU, in Central America declined quite a bit this quarter, perhaps we heard let us know what the main driver that is? And on the UNE synergies at the extra synergies, is there integration benefit or are they cost cutting, extra cost cutting that you found and then just briefly on Costa Rica, could you give us an update on the regulatory situation that and what your thoughts are and Costa Rica should that not develop according to your plan?

Sure, so we’re going to tackle them jointly Tim and I, so we may be talking on top of each other. On the first one it’s Central American ARPU its largely effects. Is that right, Tim?

Yes, I think that’s a biggest impact on that, particularly coming out of the Columbian. Now Columbians affects the value -- 40% year-on-year so that’s is the large part of that answer.

The UNE synergies I think you can put into four key buckets if you will. The first one is Cross selling synergies. It is a conversions play and we are selling mobile into the fixed and fixed into the mobile base and Columbia is not a single given region we are stronger in certain areas and therefore ours integration gives us nationwide ability to tap fishing ponds in the area where one of the two businesses bid mobile or fixed were stronger than the other ones. So, that’s bucket number one cross selling. Bucket number two is faster network integration that we had anticipating and that is basically driving network cost as we integrate the networks faster and more aggressively than we have anticipation. Bucket number three is a faster integration of the procurement functions and contents acquisition savings which are not small through that business. And Bucket number four is indeed what you are eluding to which are larger D&A savings than we had initially anticipated and that is just A collection of over 80 plus work stream on the synergy. So, affectively it is a more profitable integration and we have more positive view on margin and profitability on the business and we did before. And on Costa Rica no news rather than what we have reported there is still an appeal pending resolution before the local authorities.

Our next question comes from Michelle Morrow of Morgan Stanley.

Just a follow up on the synergy question. How much has been extracted to-date, if anything at all? And can you give us a sense as how the progression will be to your 2017 run-rate? And then secondly on the corporate cost, very nice progress there. I was wondering if there is any element of savings from FX translation and also if there's any change to how you're actually allocating cost to the regions? Is it -- I guess the question is a genuine cost cutting, 100% of this. Thank you.

In terms of the run-rate or synergies, we expect the full run-rate of 70 million in 2017 and to get there we expect about 50% this year, which is consistent with what I said on the Q1, said it's very high impact for this year. 75% next year and 100% in 2017. In terms of our integration cost, we are sticking with the 105 million of integration cost and we've spent about $10 million of that in the first half and I think it'll be around the 40-50 level for this full year with the balance in 2016. And in terms of corporate cost and yes there has been a little bit of FX impact on the corporate cost. Our corporate cost run in euros, dollars and sterling, so has been a little bit there, but I think that shouldn’t sort of take away from the trend line that we've got and I think important to say this hasn’t been an exercise of just sort of pushing them somewhere out. There isn’t a -- we haven’t sort of pushed them into the operations just as to be sort of on a fundamental basis and we've brought down both our headcounts in the center and our expenditure on non-headcount related issues like consultants and that sort of T&E related things.

And if I can slip another one quick one on Colombia, you alluded to the regulatory changes. Is that basically all done now Mauricio or should we anticipate that we could see further headwinds to mobile service revenue growth in the second half?

No, I would say it's largely done now. If anything I would hope for the pendulum to swing back a little bit and hopefully for consumers to give -- given the option to acquire contracts if they choose to which is not the case today.

I think it was a sort of slight unintended consequence of a change in regulation put through in July last year that we're taking a whilst through that we're seeing today and that was the prohibition of term contract, so we're not -- we don’t have visibility fully, but we don’t expect anything like that to hit us in the near again in the future.

Our next question comes from Bill Miller of JM Hartwell.

Could you give us little more [indiscernible]. What you got to do to your ARPU but more importantly what is to do for your mobile business in terms of reduction of churn there, so because that obviously will create tremendous impact on your margins. So if you could just give us why this is so important in terms of other businesses as well as the potential what is the total size? I know you said 10 million homes in three years or something like that and okay, but that's just the beginning, can you go to 20 after that or what is the finite number of the possible market?

A couple of points there. Indeed if and as the region continues to and when it does continue to further create a middle class and the ability to build more footprint will grow with demographics. Cable is indeed a business of density and a business of affordability, so the more there is a middle class into region the more we will be able to build cable plan. Conversions indeed is about delivering the bits in a more efficient way, that's the network view our conversions and that's the mandate that we given to the CTO, but from a consumer point of view, it drives down churn significantly and it allows us to provide a cross-selling opportunity to our subscriber base, which drives our acquisition costs down, it drives also turn down and consumer stickiness but we are beginning to see the early edge of that when we integrate content take for example, soccer where we have good local content, we put it on our cable TV that drives consumer adoption, but also put that on a mobile app and provide a 360 integrated due to their consumer, those consumers become stickier with best churning [ph] and drives for us, our larger percent of share wallet that is the consumer part of view of conversion that we fully believe in and those are the two reasons why we believe conversion is so important for us as we build our path we going forward.

Thanks, but what happens to say debt can you take that to a higher level because you have a more stable revenue stream, and therefore can you put on more debt to do more interesting things with it?

We’ve maintained a line of once two times net debt EBITDA I don't see that changing at this stage, obviously that is determined by the cash flow that we get from business and stability that cash flow. And clearly, if that changes and we would review the levels but lot fairly significant FX impact this year and I don't see that changing in the short term.

We are paying very close attention to the affect that cable has on the stickiness of our subscriber base, because indeed the more it reduces churn the more it indeeds gives us a stickier customer base than of course the more stable cash flows are that is of course a very positive financial impact of our conversions model.

And the ARPU and cable which you are saying three years will be six months, eight months, 10 months, what kind of prospects do you have for the year? ARPU at that point just on the cable?

Our view is that cable in the region where we operate today, and you can actually see its flow through the Columbia financials in the last quarter, we have taken ARPU increases in Columbia, while we continue to drive penetration simply because in the market we operate ARPU in cable is lower than it is in other countries in the regions, so there is one way there for penetration ARPU pickup.

Our next question today comes from Sergey Dluzhevskiy from Gabelli & Company.

Thank you. Couple of questions on Africa, Mauricio, Millicom I was refer still is largely a license American company and Africa has underperformed for some time so obviously turning around, coming into the company, how are you going to evaluate Africa’s turnaround and also could you talk a little bit about I guess longer terms strategy for Africa and whether it should remain part of Millicom portfolio is longer?

Sure. You have heard me say this before, with all our businesses there is, and I say this to the management team often, so that we maintain focus there is only plan and one plan only, which is organic execution and not applies for Africa as well. But we are squarely focus on fixing the things that need fixing there, we are squarely focused on driving penetration which still have runway in Africa to drive penetration, we squarely focused on shipping or growing market share where we can, and we are very, very focused on improving our service levels. We’ve invested in the network quite a bit and certain countries over last few months and its beginning to payoff you see that our growth in Africa is around 20% of the EBITDA level, so it’s all about organic execution there. And we have no guidance for sales for long term plan, other than appropriate portfolio management of the countries we operate, so where as we execute on organic value creation, there are of course players that are reconfiguring their portfolio precisions in Africa; if there is at the moment in time a better strategy that running our business and one that we think is accretive to our shareholders that is the power we would use to measure that decision. It is just exactly as you would expect us to do.

Alright. Another question on Africa and kind of you alluded to this yesterday Orange announced that it is in discussions with the party about potential acquisition of some markets in Africa including Chad Burkina Faso, surely obviously you compete this part in Chad. And you commented on the difficult environment and securities situations there and microeconomic conditions. Could you talk a little bit about competitive environment and what could it mean if Orange potentially becomes a competitor obviously we see them in Senegal currently?

We have got a very good business in Chad at the moment in suffering because of the macro environment. But I think we continue to see that business on an underlying basis, actually performing very well from a competitive point of view. So it does not change our view on that by -- Orange or anyone else frankly.

Right. And last question on your spectrum position. Could you talk at a high level about your future spectrum needs given obviously the demand for mobile data and how are you thinking about that over the next three to five years?

So we monitor spectrum auctions and spectrum developments closely at our executive team and locally. We are of course dependent on spectrum. And in many-many countries we are closely following the awards of 4G spectrum, that's true in Columbia, that's true in Bolivia, it's true in a number of our key markets like Guatemala. It is however, very difficult to give you specific guidance as to when and how because those processes tend to be very political in their timing. So they get delayed, they get moved forward, but by far and large, we are seeing governments be very-very rational, very much focused on the industry dynamics being healthy going forward and balancing there as you expect them to again monetizing some of that spectrum as obviously fiscal pressures in many-many countries become more and more demanding. Those are the trends that we see there, preservation of industry. We have some more focus on monetizing spectrum to help sure our fiscal offers.

[Operator Instructions]. We will now take our next question from Lena Osterberg of Carnegie.

Yes -- if I am cutting here. I was just going to ask you a little bit more on your long-term target. What's the time horizon is it, for 3 to 4 year view on the EBITDA and operating free cash flow margin? And then also if you could say something about the expected progression, where do you think you will be maybe next year and in 2017? And then also to turn on the equity free cash flow, you had a strong positive cash flow this quarter, but do you still expect the negative for the full year and also if you could give some indication on the level you expect from dividends to minorities for the full year?

So on the first part of the question, our cash flow model is midterm and by that we mean midterm that something that we will grow into. And the second part of that question is when the time is right we will be providing 2016 specific guidance in your time. And I will pass it on to Tim for the second part of the question.

Yes. So I think in our definition I mean equity free cash flow being the cash flow before dividends and one of us like M&A is up. I would expect this to be positive this year. It's based on the dividend and -- that and in terms of dividends to minorities; on an onlife we would expect that to be about 160 million, in fact I think we will probably be paying a special dividend out of Guatemala in the second quarter which might take that number to closer to a 100 and 130, something like that for the year.

So, not 160, 130?

We'll be paying a special dividend out of Guatemala so that will take it up a little bit outside our normal rate.

Maybe I am slow but you said 160 and 130 is low. Is 130 the extra special dividend or.

No, what it is that our normal rate on dividends to minorities is a $160 million. In this, in this, in the next quarter, we'll probably spare an extra special dividend out of Guatemala, will get part of that to minorities so in reality for this year, I'd expect the figure to be roundabout the 230 level.

Ok, then I understand it. And, you can't say a little bit more on the mid-term, how long that is. How long is mid-term?

I refer to Mauricio to answer that how long is the midterm is.

No, this is the cash flow model that we're dragging the business towards and mid-term is exactly that, mid-term is exactly that, midterm for us. I think the important thing is that you bear in mind the focus that we have towards growing into profitable growth. And, the fact that we will be giving you, you know, 2016 guidelines in proper time on top of having confirmed 2015 as we did earlier on. That's how you should think about our joining the business going forward.

[Operator Instructions] Our next question comes from Erik Pers of Danske Bank.

Thank you. Firstly on Honduras. Would you consider buying out the minority there in order to avoid de-consolidating that business if necessary? And would you remind us of the terms to do that under the current arrangement. Secondly, just curious about the tower companies, when do you think they will start to turn profitable and how do you look at the value creation in those businesses at the moment. Is it trending in the right direction? And, also, do you need these stakes in the long term. Thank you.

Well, I think on the Honduras issue, you know really this as an accounting technical issue. It doesn't really change our view of the business, the way the business operates, the way we manage the business or our relationship with our partner. You know, our terms on that present call option I don't believe we disclose, I don’t think its good for me to disclose from here but the point is that we haven't and wouldn't at this stage consider exercising that option anyway.

More so, we would drive M&A decisions not on the back of largely accounting matters, or on the back of the economics of a given deal.

Yes and I think your other question was on the associates and relating to LIH, AIH and the other associates. I mean they are relatively marginal in our overall group. I mean, the LIH AIH as you know, internet startups, we're not expecting those to be netting compulsive for several or many quarters to come. I don't think that's, well, focused on at this stage. We're focused on the growth opportunity and for us, they are now, sort of, passive investments and you know, we'll operate them like that. Does that cover that?

Our next question comes from Johanna Ahlqvist of SEB Equities

Yes. Hello. Thank you. Just one question left for me, basically related to the cable network and what's your view or your personal view of the quality of the existing cable network. Do you believe that there are further CAPEX to be spent to, sort of, improve the network or are you satisfied with the current level.

Because embedded in the plan that we highlighted and ongoing as we speak, so its already flowing through the Columbia financials, we are indeed upgrading or rebuilding some of our acquired copper network, so that going forward, the majority of our network is either built or transformed into the state of the art network that I described. So, it is very much embedded and ongoing business plan.

Our next question comes from Thomas Heath of Handelsbanken.

Thank you. Thomas Heath here with Handelsbanken. Firstly on the EBITDA target. How should we see this and like of rising handset revenues and 35% as I mean to be on total revenues and if so what sort of cost aspect or helping you given you should see dilution of margins from handsets? Secondly on, sort of cash flow centric strategy wouldn’t it be fair to say that there are some troubles below EBITDA and CapEx particularly lease costs and interest and taxes paid out of Africa that arguably should make the case for non-organic value creation pretty strong particularly in Africa? And then thirdly did I see TiVo in the slide pack, curious if TiVo is core strategy for the home segment in Latam? Thank you.

Let me deal with the first question. Our target is around 35% leverage, so the group is a whole, we recognize entirely what you saying in terms of the dilution of handsets revenues in total effect to those for the last couple of years. And I think it’s basically what we see is growth in our existing business, the operating leverage that Mauricio talks about by improves to the bottom-line. Plus I think of the medium-term, the handsets sales will slow down a little bit in terms of level also relative to precise revenue as a whole. So the straight answer of the question is we’re not talking we’re not sort of qualifying it, we’re talking about getting 35% on the group as a whole including everything that sort of sales in that group and that is our challenge. And I’m not underestimating the size about challenge but it’s the right challenge for us to have. I think on the low EBITDA stuff, I think you are talking about Africa. I mean I only make a couple of points on the firstly the tax in Africa is negligible sort of put that down, because make any profit us so I’m happy we’re not paying any tax. We do have lease payments, because of the sale of our towers and some of that just flow through the interest line. But we look at Africa on the cash flow basis so it doesn’t make to look a difference to us.

And the setup box strategy, stay tuned.

Our last question today comes from Anders Wennberg of Brummer & Partners.

I guess most of questions have been asked. But I just wanted to hear you can clarify a little bit more, it’s been a little bit more the Honduras situation. I mean a lot of companies have subsidiaries that are not 100% owned, why can’t you just continue to consolidated, it’s I’m not exactly sure why have to deconsolidated. Secondly in case anything on anything on what the problem is and many simplest just a technical seem to prolonged the contract?

I’ve says we absolutely no disputes. So this is purely and to be look out this purely at technically accounting issue and if you got at a long time overview, I can explain whole thing but the bottom-line is we owned $0.67 of Honduras. We guarantee is that to the part of our core business, it carries our burn, but under the technical accounting on the IFRS 11 as a mandates for the few years ago and we maybe in a position where we have to be consolidated. Really stressing the point, this is technical accounting so as far as we continue to report on a pro forma basis. So you can see the full impact of Honduras on our business and if we get to that particular position. So I wouldn’t sort of spend too much time pre-judging at this stage and I’ll explain the accounting issues offline to you if you are really interested. But the message is no dispute, I’m really no difference to the way we talk or report or operate this business.

I guess this would be change from this. How much of EBITDA is under yesterday just get a sense for it?

Again I mean at the point doesn’t disappear we doesn’t go anywhere it’s it will be the same in our pro forma reported figures any way. So if not, I wouldn’t want needed to allow on that slight a bit of this stage.

Just one further question of Gonzalo Fernandez of Royal Bank of Canada.

I'll keep it quite quick. You've talked about the big opportunity in the B2B segment, can we get a bit more color on that towards the addressable market? Is it something sort of Lat-Am or more country-by-country? Thanks.

It's good question and I'm glad you picked up on the fact that we haven’t alluded to it too dramatically. And the reason for that is that in the context of my three first months into the job, my 100 day if you will was picked up on a fantastic opportunity, but also -- we largely addressed the consumer market so far. But as a result of learning more and digging into it with the Colombia team, we realized that our B2B business today is different in Colombia as a result of doing an acquisition than it is in the rest of the footprint. So in Colombia, we're focused on large conglomerates government owned entities because UNE was a government entity and in the rest of our footprint, we have focused on mobile services for B2B, so we have to put those strategies in a cohesive manner together and be able to make a single cohesive B2B strategy so that we can articulate quite definitively the size and the way to tackle that B2B opportunity. It's large and it's different in different markets and it's something that we're going to continuously focus going forward. I hope that gives you a little bit of color on where we are and why we have not highlighted it so much today.

That will conclude today's question-and-answer session. I would now like to hand the call back over to Mauricio Ramos. Please go ahead.

Well, thank you everybody for joining us today and for giving us with a lot of insight into what's in your mind. It is very helpful to us to continue our dialogue with you and thank you Tim and all the team for a fantastic quarter.

This concludes Millicom's financial results conference call. Thank you for your participation. You may now disconnect.