Blue Label Telecoms Integrated Annual Report 2019

82 Blue Label integrated annual report 2019 Board composition, structure and report back continued Social, Ethics and Transformation Committee Members Number of meetings SJ Vilakazi (Chairman) 3 P Mahanyele (13 June 2018) KM Ellerine GD Harlow Member attendance BM Levy (alternate DA Suntup) 77% Key objective and terms of reference Monitor the Group’s activities and compliance with legislation relating to equality, black economic empowerment, good corporate citizenship, the environment, health, public safety, and consumer and labour relations, as well as advise the Board where necessary and appropriate. Review ethical business conduct, including any activity on the ethics hotline. The Social, Ethics and Transformation Committee concluded that it has fulfilled its responsibilities in accordance with its terms of reference. 2019 focus areas and activities Our review has highlighted that more work needs to be done and that we are falling behind on our transformation targets. Through the appointment of a Group B-BBEE Compliance Manager under whom CSI business development skills training falls, ensures a cohesive and practical approach to achieving these B-BBEE and employment equity goals. Focus areas for the year included the following: u u Continued emphasis on employment equity targets; u u Development and promotion of black talent in management; u u Development of new Employment Equity Plan for the next five years; u u Alignment of CSI spend in terms of the shares value concept, i.e. business development within communities where we have engaged CSI programmes; u u Monitoring of B-BBEE goals and scorecard ratings; u u Continue to ensure the alignment of business strategy to B-BBEE requirements with particular emphasis on the JSE regulations regarding a Group consolidated scorecard; u u Continue to monitor the Group learning and development initiatives such that they are aligned with strategic intent and B-BBEE requirements; u u Scale up the Group CSI, enterprise development, and supplier development initiatives through the formation of the Trust Blu Foundation as an enabler for the shared value model between the various beneficiaries and the Group; and u u Continue to monitor and support Group health and safety policies and practices. Refer to the human capital report on page 64, the Social, Ethics and Transformation Committee report on page 96, the effective and ethical leadership report on page 75 and stakeholder relations sections on page 16 for further details. 2020 focus areas Continued focus on: u u Transformation/B-BBEE strategy and performance; u u Ethical practices throughout the Group; and u u Transformational talent and succession planning. Investment Committee Members Number of meetings GD Harlow (Chairman) 1 KM Ellerine DR Hilewitz Member attendance BM Levy 88% MS Levy P Mahanyele*** JS Mthimunye DA Suntup *** Resigned 23 November 2018. Key objective and terms of reference Reviewing, considering and approving proposed acquisitions, investments and disposals of the Group recommended by the Executive Committee. Reviewing, considering and recommending to the Board acquisitions and investments of the Group. Annually review the performance of each investment and acquisition made over the past five years. The Investment Committee concluded that it has fulfilled its responsibilities in accordance with its terms of reference. 2019 focus areas and activities The Group had come to the end of its expansion phase and, in the 2019 financial year focused on the integration of acquisitions made in the past. Cell C is presently undergoing a significant debt restructuring programme, management changes and a new strategic direction. The success of these programmes is vital to the Group’s performance and share price rerating. BLT’s management and Board nominees are playing an active role in these initiatives.