Blue Label Telecoms Integrated Annual Report 2019

I nnovation Platform renewal, improvement, innovation and transformation remain key to our central mandate of delivering world-class, customer-centric solutions across our businesses. Agile systems create the needed flexibility to service our markets. T rust We have redesigned our operating structure to improve the ability to service customers according to their needs. Building trust with merchants, suppliers and customers is key to business success. E fficiency Efficiency of business processes and capital allocation will dominate our actions into the future. We need to deliver returns to all stakeholders. R each continues to expand all our distribution channels in banking, retail, independent and informal markets. Expanding our reach also encompasses adding innovative products to our product portfolio. We are a magnet for foot traffic. The key elements of Blue Label’s strategy to grow and maintain shareholder value are Reach, Innovation, Trust and Efficiency. This strategy was developed during the 2018 financial year and has been deeply embedded in the operations of our business units and in Blue Label’s culture. In allocating our capital to our strategy’s levers and among the various value drivers, we need to consider the trade-offs between the six capitals which describe the resources available to us. The IIRC describes the six capitals as stocks of value that are affected or transformed by the activities and outputs of an organisation. All our decisions are made through seeking to maximise positive outcomes and mitigate negative impacts. The RITE strategy and the six capitals Blue Label integrated annual report 2019 7 ABOUT US 1 – 21 LEADERSHIP 22 – 29 PERFORMANCE 30 – 73 GOVERNANCE 74 – 120 SHAREHOLDERS’ INFORMATION AND ADMINISTRATION 121 – IBC