1. The allocation and ipo of large business lines as part of the transformation strategy into the group ensures an increase in their value and the entire group as a whole¹

• quality growth and flexibility of management through the autonomy of business lines while maintaining interaction within the Group
• raising of external capital in business areas (strategic investors, IPO)
• capital redistribution between business areas, including for M&A

2. Investment in developmentе² of ecosystem infrastructure and product portfolio

• development of ecosystem modules, mechanics, general competencies and technologies (for example, Big Data), as well as digital products (its own and partners’), it pays off through various ecosystem effects

3. The ecosystem provides a strategic reduction in the cost of protection for the telecom business¹

• the outflow of multi-product ecosystem customers is significantly lower

4. Financial efficiency and new growth points¹ in the core telecom business

• The high-margin but stagnating telecom business still has potential for growth, for example, in the B2B segment

5. Implementation of the CLV 2.0 ecosystem strategy creates a new revenue¹

• ecosystem customers consume several services, while their pre-sale is quite effective, since we rely primarily on a large telecom base

Key elements of MTS business model complement each other, creating a cumulative effect of the group’s value growth

¹ Red color — key points of the business model when group’s value growth.

² Blue color — key points of the business model when group’s value spend.