Blue Label Telecoms Integrated Annual Report 2019

Blue Label integrated annual report 2019 65 ABOUT US 1 – 21 LEADERSHIP 22 – 29 PERFORMANCE 30 – 73 GOVERNANCE 74 – 120 SHAREHOLDERS’ INFORMATION AND ADMINISTRATION 121 – IBC u u leveraging skills and capabilities from different subsidiaries for the benefit of the Group to reduce costs, increase efficiencies and improve our ability to better service our customers and consumers through a portfolio of BLT products and services; u u redefining processes to create an agile organisation which is responsive to an ever- evolving environment and consumer needs; and u u investing in new resources and capabilities across the organisation that will enable us to support our RITE strategy. This journey will continue into FY20 as we evolve our business further to create an organisation that is scalable and will enable us to deliver further efficiencies, enhance productivity and increase revenue. Our new #happinessisblu employee value proposition captures the unique culture and experience of working within Blue Label. At Blue Label we pride ourselves for managing to maintain a strong culture of family, friendship and entrepreneurship despite our rapid growth. THRIVING WITHIN THE BLUE LABEL FAMILY #happinessisblu We aspire to become more customer and consumer centric and this has required us to revisit our operating model, workplace practices and organisational capabilities. RESHAPING AND EVOLVING OUR ORGANISATION #happinessiscubed Within an increasingly competitive market we have identified key capabilities which we must maintain, improve and invest in. In doing so we are improving our ability to expand our reach and grow our customer base, service our customers and innovate. BUILDING NEW CAPABILITIES #happinessisinnovation #happinessisentrepreneurship #happinessiscollaboration&connection At Blue Label we are committed to building an inclusive and diverse Blue Label family. TALENT MANAGEMENT & SUCCESSION PLANNING #happinessiscareerexperiences There has been a significant improvement in equity representation across the Blue Label group in F19. CREATING A DIVERSE AND INCLUSIVE BLT #happinessissisonke Together with our Remuneration Committee we have revisited our Total reward philosophy. A key enabler to the successful implementation and leveraging of the revised policy has been the standardisation and implementation of a single grading approach across the group. TOTAL REWARD #myremuneration #myhappiness #myremuneration #myhappiness #happinessisblu TOTAL REWARD @ BLT Employee benefits Quality of work Wellbeing BLT culture & leadership Enabling environment Career experiences Fixed Annual Remuneration (FAR) Short-term incentives (STIP) Long-term incentives (LTIP) Diagram 2: Female recruitment F18 versus F19 (%) F18 61 39 F19 ■ Female ■ Male 39% FEMALE 61% MALE 55 45 45% FEMALE 55% MALE Diagram 1: Equity recruitment F18 versus F19 (%) F18 64% 50% At Blue Label we pride ourselves for being entrepreneurial and seeking opportunities to grow and expand consistently. Our vision is to create an entrepreneurial spirit across our employees and value chain. We have invested in expanding our commercial capability across sales and operations throug various learning initiatives. In addition, our new learning tools and resources have enabled us to extend learning opportunities beyond our employees to our merchants and third-party agents. Creating a customer-centric rganisation and associated mindset has been achieved through various workshops, on-the-job learning initiatives and projects. The outputs of this process have been tangible changes to our operating model, the design and content of jobs and how w work within and across teams. Creating hyperconnected teams across BLT remains a focus looking forward. This will see us expanding fit-for- purpose BLT agile methodologies and work practices, where appropriate. While a lot of work has been done to date, there is still much to do. Digital innovation is critical to our growth. In FY19 we piloted various initiatives to understand what this could look like within our organisation. We have defined a strategy, identified key capabilities and resource requirements and have begun the journey to evolve organically. Over the next three years we aim to transition our technology capabilities and this requires us to invest in our talent to ensure that they are future fit. With leadership we have begun to: u u repurpose our organisation and teams to accelerate this journey; u u develop internal talent with new skills; u u identify talent and provide career growth opportunities to create teams with depth and breadth of skills that will enable us to innovate faster; and u u source and headhunt talent to bring new skills into our organisation. Through our organisational redesign initiatives and looking forward, leadership capability is critical to creating an agile and customer-centric organisation. We also view this as critical to maintaining our BLT culture as we expand and grow rapidly. Our joint CEOs have championed the organisational redesign and have been working closely with key leaders to reshape our organisation. In FY20 we will be launching a newly developed leadership development programme for all line managers. Our new #happinessisblu employee value proposition captures the unique culture and experience of working within Blue Label. At Blue Label we pride ourselves for managing to maintain a strong culture of family, friendship and entrepreneurship despite our rapid growth. THRIVING WITHIN THE BLUE LABEL FAMILY #happinessisblu W aspire to become more customer an consumer centric and this has required us to revisit our operating model, workplace practices and organisational capabilities. RESHAPING AND EVOLVING OUR ORGANISATION #happinessiscubed At Blue Label we are committed to building an inclusive and diverse Blue Label family. TALENT MANAGEMENT & SUCCESSION PLANNING #happinessiscareerexperiences There has been a significant improvement in equity representation across the Blue Label group in F19. CREATING A DIVERSE AND INCLUSIVE BLT #happinessissisonke In FY19 a strong intent was set by both the Board and BLT leadership to create a diverse and inclusive BLT with the introduction of the policy on the promotion of gender and race equality. Targets have been set for us across the organisation to transition our diversity over the next three years. The process has resulted in us setting targets to improve our black female representation on the BLT Board and extending our Executive Committee. Blue Label’s revised Talent Strategy aims to: u u attract critical skills and high potential talent through our compelling and differentiated employee value proposition #HappinessisBlu; u u retain our talent by providing quality work that is both meaningful and challe ging; u u develop our employees with n w skills that will enable them to remain future fit in an increasingly competitive and evolving market;