Social impact: human capital

Blu Label’s people are at the heart of the Group. We place substantial value on our employees, supporting and protecting them within a dynamic workplace that fosters productivity, collaboration, and engagement.

The Human Capital (HC) Annual Report for the fiscal year 2025 provides a comprehensive overview of our achievements, challenges, and strategic initiatives over the past year. We have made significant strides in enhancing our operational efficiency, expanding our market presence, and fostering a culture of innovation. As we reflect on our progress, we also look ahead to the opportunities and goals for the next financial year.

Our people remain at the centre of our business strategy. In the past year, we have built further momentum on our inclusive leadership foundation, empowering leaders with tailored tools and support to drive performance within diverse teams. This approach fosters a culture that values individual contribution while amplifying collective results, thereby further embedding the #AsBluWeBelong culture.

We leveraged the Success Management Framework to drive measurable outcomes for our employees and the organisation. This framework underpins how we grow talent, support career development, and deliver performance excellence at scale. It ensures our leadership and people practices are strategic, inclusive, and future-ready. Our people planning process remains a cornerstone of our workforce strategy. We place the right people, with the right skills, in the right roles – ensuring optimal organisational capability and readiness. This process includes robust succession planning, skills mapping, and targeted development interventions to maintain long-term business sustainability and talent retention.

INVESTING IN OUR PEOPLE AND CULTURE: LEADERSHIP, DIVERSITY, AND TALENT

Blu Label’s human capital focus areas continue strengthening the Group’s people and culture. In FY25, we deepened our commitment to empowering leaders, fostering inclusion, and positioning Blu Label as an employer of choice:

• Building future leaders: We implemented a Group-wide leadership development programme designed to build leadership capability across all levels from top to middle management. This initiative aligns with our culture and strategic priorities, ensuring that our leaders are equipped to drive performance, foster inclusion, and lead purposefully.
• Values embedded into execution: We facilitated Group-wide values embedding sessions to help employees internalise how our values underpin everything we do. These sessions reinforced that the #AsBluWeBelong mantra is not just a slogan, but a lived experience, woven into how we deliver results, collaborate, and engage with one another across the organisation.
• Empowering inclusive leaders: As part of embedding our #AsBluWeBelong culture, we continue to shape leadership behaviours that reflect who we are and how we work together. Our leaders are expected to demonstrate traits that build trust, drive performance, and foster belonging across the Group. Our leadership traits (Embrace curiosity, Adaptive thinking, Commitment and Authenticity) are not just aspirational – they are embedded in how we lead, engage, and deliver. #AsBluWeBelong is the foundation that guides our leadership approach and strengthens our culture.
• Enhancing the employee value proposition (EVP): Our EVP was refreshed through employee feedback and market benchmarking. Key enhancements included enhanced growth opportunities, our employees’ wellness initiatives, and learning opportunities. These changes contributed to a 12% increase in employee engagement scores and improved retention.

We remained focused on aligning with evolving employee expectations and fostering stronger organisational relationships. This mutual understanding continues to drive collaboration and shared accountability across business units.

HC OPERATIONS ACHIEVEMENTS – FY25

• Advanced reporting and analytics: We enhanced our Power BI dashboards with predictive analytics capabilities, enabling proactive workforce insights such as attrition risk, talent mobility, and diversity metrics.
• Cost optimisation: Through continued direct sourcing and internal talent pipelines, we achieved a R6.2 million saving in recruitment costs.
• HC capability development: We continue to invest in the growth of our HC team, with over 30% of employees actively engaged in formal development programmes. In addition, the entire team has completed personal mastery training, reinforcing self-awareness, resilience, and leadership capability across the function.

HC BUSINESS ENABLEMENT ACHIEVEMENTS

Culture and leadership:

• For the first time in the organisation, we have designed a bespoke leadership enhancement journey. The programme seeks to empower our leaders with the skills to build businesses that are future fit.
• Enhanced employee experience by simplifying HR processes and improving on our turnaround timelines.
• By embedding inclusive leadership behaviours across all levels, we are actively cultivating a workplace where every employee feels seen, heard, and valued. This culture of belonging and inclusion is the right thing to do and essential for innovation, collaboration, and driving business growth.

Talent acquisition and retention:

• The war for skilled talent continues to be a challenge in South Africa, this has prompted us to focus on contributing to developing talent through the implementation of graduate programmes that focus on developing scarce skills in AI.
• We have ensured that our internal recruitment team handles most of our recruitment, to provide culture alignment and talent pipeline and reduce agency recruitment costs.
• Focused attention on building a strong employer brand in the market, by sharing employee experiences on social media platforms and focusing on a pleasant candidate experience throughout the recruitment process.

Employee well-being:

• Deepened Blu Label’s commitment to employee well‑being by introducing more targeted, high-impact initiatives across the Group. In addition to sustaining a strong presence on social media to highlight our peoplefirst culture, we focused on increasing employee access to wellness resources (mental, physical, and financial) through campaigns, internal activations, and partnerships.

Overall, at Blu Label, employee well-being is more than a benefit; it’s a strategic priority that helps us attract, retain, and grow top talent; while living out the values that define who we are.

Human capital profile

		FY25		FY24
Total headcount		1 119		1 171
By employment type
Permanent		1 017		1 060
Fixed period		61		73
Non-South African		41		38
Allegations and confirmed incidents
Number of discrimination and human rights incidents relating to workers’ incidents		–		–
Non-employees
Learnerships		2 901		3 229
B-BBEE
Status level		4		4

Blu Label remains committed to structuring and operating as a resilient, future-ready organisation, even within a leaner workforce context. We continue to focus on:

• Attracting and retaining critical skills to maintain operational excellence and competitive advantage.
• Driving a strategic people planning process that empowers the business with timely insights to make informed, skills-based decisions.
• Implementing a formalised workforce planning design to enable agility, scalability, and efficiency across all business units.
• Strengthening leadership capability through a leader-led development programme, ensuring our leaders can navigate change and build future talent.
• Delivering a targeted leadership programme for top management, focused on adaptive thinking, strategic foresight, and talent stewardship in a dynamic environment.

								2025
	Female							Male
Occupational level	African	Coloured	Indian	White	Foreign nationals	Female total		African	Coloured	Indian	White	Foreign nationals	Male total	Total headcount
Top management	1	3	2	3	–	9		4	–	4	29	–	37	46
Senior management	2	–	3	9	–	14		4	5	5	27	–	41	53
Professional	20	5	8	26	–	59		19	5	18	37	5	84	145
Skilled	106	15	21	42	3	187		116	37	35	77	14	279	466
Semi-skilled	181	24	12	14	8s	239		104	16	10	9	10	149	388
Unskilled	11	–	–	–	–	11		8	1	–	–	1	10	21
Grand total	321	47	46	94	11	519		255	64	72	179	30	600	1 119

								2024
	Female							Male
Occupational level	African	Coloured	Indian	White	Foreign nationals	Female total		African	Coloured	Indian	White	Foreign nationals	Male total	Total headcount
Top management	3	1	–	2	–	6		3	–	5	31	1	40	46
Senior management	2	–	2	10	–	14		2	5	3	25	–	35	49
Professional	16	5	9	25	–	55		18	4	10	43	5	80	135
Skilled	107	17	22	42	4	192		141	42	43	80	14	320	512
Semi-skilled	195	20	14	14	7	250		121	10	8	8	10	157	407
Unskilled	13	–	–	–	–	13		8	–	–	–	1	9	22
Grand total	336	43	47	93	11	530		293	61	69	187	31	641	1 171

Proportion of black employees as a percentage of headcount:

• African male representation declined by 2.23%;
• African female slightly declined by 0.01%;
• Coloured male representation increased by 0.51%;
• Coloured female representation increased by 0.53%;
• Indian male representation increased by 0.54%; and
• Indian female representation increased by 0.10%.

B-BBEE SCORECARD

In FY25, Blu Label successfully maintained its Level 4 B-BBEE rating and made meaningful progress in key areas of the scorecard. The Group has implemented the YES programme at subsidiary level for greater operational impact.

Our ownership score improved significantly, increasing from 16.61 to 19.51 points. This increase played a crucial role in strengthening our overall scorecard performance. By leveraging our ownership and supplier optimisation strengths we met two of our three strategic transformation objectives for the year, reaffirming our commitment to inclusive and sustainable empowerment.

Element		Audited FY25		Audited FY24	Audited FY23	Audited FY22
Ownership		19.51		16.61	12.94	12.08
Management and contro		10.40		11.03	11.46	10.54
Skill development expenditure		19.19		19.16	19.50	18.12
Preferential procurement		17.55		17.30	15.81	18.67
Supplier development		10.12		10.00	10.00	9.99
Enterprise development		18.00		18.00	18.00	13.68
Socio-economic development		12.00		12.00	12.00	12.00
Total score		106.77		104.10	99.71	95.08
Level achieved		Level 4		Level 4	Level 5	Level 5
Level achieved after discounting		n/a		n/a	n/a	n/a
YES enhancement		n/a		No	YES – 1 level up	YES – 1 level up
After YES		n/a		Level 4	Level 4	Level 4

With our ownership score improving, we’re now shifting our focus to management control and leveraging more aspects of procurement.

EMPLOYEE ENGAGEMENT

Blu Label is proud to announce that 80% of our employees participated in the recent engagement survey, a testament to the strength of our culture and the trust our people place in the organisation. This high response rate is more than a metric – it reflects a workforce that is deeply committed to shaping its own experience and driving the future of our business.

With such a strong participation level, Blu Label now has a rich and representative dataset that empowers us to:

• understand employee sentiment across functions, locations, and roles;
• identify engagement drivers and areas that require attention;
• track progress on cultural and strategic initiatives over time; and
• develop actionable plans that reflect the collective voice of our people.

Most importantly, this milestone reinforces our commitment to transparency, responsiveness, and continuous improvement. Our employees have spoken – and we are actively listening.

At Blu Label, engagement is not just a HC activity; it’s a shared responsibility and a strategic enabler. Together, we move forward with purpose.

Our employee engagement scores are outlined below:

Employee engagement survey scores		2025 %	2024 %	2023 %
Job satisfaction		76	75	75
Meaningful job		70	79	90
Overall engagement		89	89	70
Feeling valued and safe		78	69	91
Significant work		86	79	90
Happy at work		65	65	80

What unfolded from those responses tells a story of evolution. Overall engagement remained at 89%, which is a testament to an environment that is employee centric. It speaks to a workforce deeply invested in the company’s vision and confident in its leadership. People are not just coming to work; they show up with intention, curiosity, and drive.

Job satisfaction held steady, even surpassing our target by 1%. One of the most uplifting shifts came in how safe and valued people feel with a shift from 69% to 78%. It is not just about numbers increasing; it is about rebuilding trust and creating a psychologically safe working environment. This tells us that our teams feel supported, seen, and increasingly comfortable being their authentic selves.

There are still hills to climb. Scores around feeling happy at work and job meaning dipped compared to years past. But instead of seeing this as a setback, Blu Label sees it as a compass – guiding us toward deeper employee connection, continued feedback loops, and actions that matter.

This year’s engagement story isn’t just about surveys. It’s about listening well and acting wisely. And above all, it’s about ensuring that every voice has a place in shaping the future of Blu Label.

Staying competitive through employee experience

Employee experience is a strategic lever for performance, retention and culture. At Blu Label, we focus on aligning what our employees value while driving business outcomes. We have recently seen a shift globally with employees prioritising their mental well-being. We continue to provide our employees with the right tools to look after their well-being; ensuring they feel cared for and remain resilient in the VUCA world.

In FY25, our key driver for engagement was embedding an inclusive working environment by driving the following initiatives:

• creating spaces for more social interactions, through the implementation of birthday celebrations;
• continuation of learning on the go master classes, creating an environment that fosters a growth mindset and enhances learning culture; and
• facilitated values cascade sessions across the organisation, focusing on the behaviours aligned with our values and how those behaviours are instrumental in building an inclusive working environment where everyone feels valued and seen.

Blu Label’s FY26 employee engagement priorities are:

• Recognition – Building a culture that celebrates effort, innovation, and resilience daily, we focus on redesigning how we recognise and celebrate each other. We intend to leverage the right technology to enable impactful recognition.
• Purpose and values alignment – we aim to create opportunities for employees to contribute towards meaningful projects that align with their values.
• Targeted communication – we understand that employees need access to different information at different stages of their careers and seasons of their lives. Targeting our communication to the right audience will ensure that employees receive information they can relate to and apply in their daily lives.

HOW WE PERFORMED

Employee retention

At Blu Label, our people are at the heart of everything we do. Guided by our culture mantra, #AsBluWeBelong, we have continued building an inclusive, supportive environment where everyone feels seen, heard, and valued.

Overall turnover decreased from 25.11% in FY24 to 21.36% in FY25, reflecting our ongoing efforts to create a workplace where people choose to stay, grow, and thrive.

We remain committed to understanding the evolving needs of our teams and ensuring that Blu Label continues to be a place where everyone feels a strong sense of belonging.

We are also pleased to report a notable reduction in involuntary turnover, which dropped from 13.15% to 9.38%. This shift signals greater organisational stability and a more people-centred approach to performance and development.

Executive turnover increased from 1.02% to 2.93% at the leadership level. These changes reflect a period of renewal and strategic alignment, as we bring in fresh perspectives to help shape the future of Blu Label.

As we look ahead, we will continue to invest in our people, nurture our culture, and live out the values of #AsBluWeBelong, because when our people belong and feel valued, we believe they are invested and willing to build their career within the organisation.

Balancing a young workforce

The average age of our workforce is 38, and the average tenure is four years and eight months. These figures reflect a team that is experienced, committed, and deeply invested in their professional journey with us. This stage of career maturity brings with it a desire for meaningful development, purpose-driven work, and long-term growth. Our people are not just looking for stability, but opportunities to evolve, lead, and make a lasting impact.

Age group		Number of employees FY25		Number of employees FY24
Under 20		3		2
20 – 29		211		203
30 – 39		441		471
40 – 49		311		336
50 – 59		124		126
Over 60		29		33
Total		1 119		1 171

The tenure data tells us that our people choose to stay with us through meaningful chapters of their careers. Our responsibility is to make those chapters count – by investing in their development, planning for their future, and continuing to build a culture where everyone belongs.

That is why employee development is central to our people strategy. We are focused on creating clear pathways for growth, supported by learning opportunities, mentorship, and leadership readiness programmes. We believe that when our people grow, our business grows with them.

Equally important is our approach to people planning. We are intentional about understanding the aspirations of our teams and aligning them with the future needs of our business. This ensures that we are retaining talent and preparing our people for what comes next – whether that is a new role, a stretch assignment, or a leadership opportunity.

Building a sustainable talent pipeline

Blu Label seeks to build a sustainable pipeline by launching Technology and Data Science graduate programmes that target scarce skillsets. The YES programme is being implemented at a subsidiary level.

Progress on gender diversity

Blu Label remains firmly committed to achieving a 50/50 gender representation target by 2026 as part of our broader transformation and inclusion agenda. While female representation experienced a marginal increase to 46% in FY25 (from 45% in FY24), we continue to make structural and cultural shifts to achieve long-term, sustainable gender parity.

Male representation currently stands at 54%, down from 55% in the previous year. We recognise that progress is not always linear and remain focused on addressing the underlying factors influencing this shift. Key actions underway include targeted recruitment of women in under-represented functions, leadership development for high-potential female talent, and the refinement of our retention and advancement strategies.

Our continued efforts to build a diverse, inclusive workforce are underpinned by data-led decision-making, accountability at the leadership level, and an inclusive culture that supports equitable career growth for all employees.

Investing in our future leaders

We are committed to building a strong leadership pipeline through internal promotions. Of all the promotions in FY25, 75% were black talent, reflecting our focus on diversity and inclusion. We recognise that leadership sets the tone for the entire organisation. That is why we intentionally build leadership teams that reflect the diversity of our workforce and the communities we serve. Diverse leadership brings a broader range of perspectives, experiences, insights, enabling better decision-making, stronger innovation and more inclusive strategies.

Innovative recruitment strategy

Our recruitment approach focuses on three key pillars:

• Talent attraction: Creating an employer brand that attracts the right skills and is aligned with our purpose.
• Intentional with the pool of recruitment agencies: effective partnering with recruiters ensuring regular feedback to align our recruitment efforts with the shifting talent market.
• Employee referrals: Our current employees and alumni are invaluable assets. We leverage their networks as a powerful source of future talent.
• Success Management Framework: Our people planning process cultivates an internal talent pool, ensuring a ready source of qualified candidates for promotions.

Diversity and inclusion

At Blu Label, we believe that a truly successful organisation is one where every individual feels seen, heard, and valued. Our commitment to a culture of inclusion and belonging is reflected in our recruitment practices, which prioritise diversity across all levels:

• 81% of new recruits are black; and
• 74% of the people appointed into managerial roles are black.

Building a strong employer brand

We’ve invested in strengthening our employer brand to attract the right talent. This focus has significantly increased internal placements, reflecting our commitment to employee development and career progression.

Harnessing technology for more innovative recruitment

We leverage our recruitment platform to:

• Reduce recruitment costs: By proactively building talent pipelines, we ensure we have candidates that we can reach out to when opportunities become available; this has contributed to the decrease in recruitment costs by reducing our time to hire and reliance on agency placement.
• Apply predictive analytics: Analyse data to anticipate future recruitment needs and proactively attract qualified candidates.

SUPPORTING HUMAN CAPITAL GROWTH

Beyond recruitment: Blu Label’s impact on learners, merchants and job creation

Empowering a future-fit workforce and enabling inclusive economic participation

Blu Label remains committed to building a sustainable, inclusive, and future-ready workforce that drives both internal business value and external socio-economic development. This strategy reflects an evolution from traditional compliance to purpose-led transformation, centred on people, skills, and innovation.

Strategic pillars of human capital growth

Future skills acceleration (internal workforce readiness)

To remain competitive and agile, we will prioritise upskilling and reskilling initiatives aligned with emerging digital and market trends:

• Digital capability building: Introduce structured learning pathways for critical digital skills (AI, analytics, cybersecurity) via internal academies and curated external partners.
• People planning: Expand the use of workforce analytics to proactively identify future roles, critical skills gaps, and succession planning needs.
• Success management: Institutionalise quarterly career conversations as a performance culture lever, integrated into our management KPIs.

Talent pipeline development (learnerships and internships)

We will scale targeted youth development programmes to feed both Blu Label and the broader ICT sector’s talent needs:

• Learnership impact model: Increase intake of unemployed youth, particularly black and female learners, with structured mentorship and post-programme placement support.
• Workplace readiness: Integrate entrepreneurial modules and digital fluency into learner curricula to enhance their employability and innovation capacity.
• YES collaboration at subsidiary level: Strengthen reporting and visibility of the YES programme outcomes within subsidiaries to reflect enterprise-wide impact.

Inclusive Economic enablement (merchant and channel development)

Recognising our ecosystem’s power to drive inclusive growth, we will enhance our support to merchants and channel partners:

• Merchant empowerment platform: Enhance merchant training and onboarding programmes to include financial literacy, business growth skills, and access to market tools.
• Channel partner enablement: Expand access to customised tools, data insights, and micro-financing support to stimulate job creation and economic upliftment.
• Enterprise and supplier development (ESD) alignment: Align merchant support initiatives with our ESD strategy to leverage scorecard recognition and long-term impact.

Building a learning culture at scale

Growth mindset culture

Embed a mindset of continuous improvement by:

• Recognising learning champions and peer educators.
• Incentivising knowledge sharing and innovation through collaborative platforms.

Digital learning ecosystem

• Expand micro-learning masterclasses and gamified engagement tools aligned to business goals.
• Launch bite-sized, real-time learning hubs linked to industry trends, compliance shifts, and Blu Label strategic priorities.

Key success indicators (FY25–FY26)

Objective	Target	Indicator
Internal skills growth	80% of identified critical roles with upskilling pathways	HR and learning dashboard metrics
Youth development impact	Increase in learner/intern placement	Skills development scorecard and post-programme employment stats
Learning culture index	85% engagement in learning programmes	Internal engagement surveys and training completion rate

Our FY25–FY26 strategy continues to evolve from transactional training to transformational growth. Through targeted investments in people, partnerships, and platforms, we will drive compliance and real economic value – fostering a workforce and ecosystem that is resilient, empowered, and ready for the future.

FOCUSING ON BUILDING SKILLS

What we measure

^*  This figure is the total intake of learners who are unemployed or have a disability, including those who did not complete the programme.

Entrepreneurship at our core

Blu Label is built on the fundamental belief in empowering individuals and fostering a better future. We seek opportunities to unlock potential within our people, communities, and businesses. This spirit of entrepreneurship drives us to create sustainable employment opportunities for young South Africans.

FY25 growth initiatives

• U-Belong programme: This programme offers young South Africans a transformative opportunity. They can earn accredited learnerships while gaining valuable experience within the informal telecommunications sector.
  • This programme employed 4 722 young South Africans during FY25, including new intake learners and those from the previous financial year.
  • Participants receive a stipend and essential tools for success, such as tablets and connectivity.
  • After completing the programme, top performers were allowed to launch their own ICT-based SMEs in the informal market.
• Mobile technician learnerships: These hands-on programmes equip learners with practical experience in mobile technology.
• Focus on disability inclusion: We’re proud to have employed 89 learners living with disabilities.
• Technology graduate programme: This programme grants young technology graduates hands-on experience to increase their employability in the market. It is an essential channel through which Blu Label builds scarce skills for entry into our business or the employment market.

INVESTING IN WELL-BEING AT BLU LABEL

At Blu Label, we recognise that employee well-being is a critical asset, directly impacting individual and organisational success. We aim to foster a work environment by prioritising physical, mental and financial well-being, empowering our employees to thrive.

Understanding employee needs

At Blu Label, we recognise that time away from work is essential for well-being, personal growth, and family responsibilities. As part of our commitment to building a supportive environment and a healthy workforce, we continue to monitor and evolve our leave practices to meet the needs of our people.

Leave trends and analysis

Average leave taken during the year		FY25		FY24
Annual leave days per employee		15.87		10.71
Sick leave days per employee		5.70		5.05
Study leave days per employee		5.72		5.53
Maternity leave months per employee		4		4
Paternity leave days per employee		9.92		9.1

Trends in leave data

Annual leave: In FY25, employees took an average of 15.87 days of annual leave, a significant increase from 10.71 days in FY24. This upward shift suggests that employees feel more empowered to take time off, and that our efforts to promote work-life balance are gaining traction. It also reflects improved leave planning and a culture encouraging rest and recovery.

Sick leave: Sick leave usage increased from 5.05 days in FY24 to 5.7 days in FY25. The modest increase may indicate greater awareness and acceptance of taking time off for health-related reasons. It also reinforces the importance of our wellness initiatives and the need to continue supporting physical and mental health in the workplace.

Study leave: Study leave increased slightly from 5.53 days in FY24 to 5.72 days in FY25, continuing a positive trend. This reflects a growing appetite for learning and development among our employees, and affirms our commitment to supporting personal and professional growth. It also highlights the importance of aligning study leave with our broader people planning and development strategies.

Maternity and paternity leave: Maternity leave remained consistent at four months per employee, while paternity leave increased to an average of 9.9 days per employee. This consistency reflects our support for inclusive parental policies and our recognition of the evolving roles of caregivers in the workplace.

Birthday leave: All employees receive a day off for their birthday, as part of how Blu Label celebrates its employees and shows that they are valued.

These trends affirm that our people are engaging with the leave benefits available to them, and that our culture of belonging enables healthier, more balanced work experiences. As we continue to invest in employee development and people planning, we remain focused on creating an environment where everyone feels supported – both in their careers and in their lives beyond work.

Comprehensive well-being programmes

Blu Label continues to invest in holistic, accessible well-being resources to support the physical, mental, emotional, and financial needs of our employees:

• Employee wellness days: Regional health events with screenings and wellness resources.
• Wellness articles: Curated educational content shared monthly to raise awareness about pressing health issues.
• Financial wellness support: On-site and virtual advisory services empowering employees with tools to improve financial literacy and manage their money effectively.
• Retirement readiness workshops: Practical sessions to prepare employees for retirement’s psychological, emotional and financial aspects.
• On-site medical care: Access to a medical doctor at our head office to address everyday health needs conveniently.
• Employee Assistance Programme (EAP): Free, confidential professional support to help staff manage personal or work-related challenges.
• Wellness on the go: A monthly digital masterclass series that offers practical advice, coping tools, and a safe space for open dialogue.

HEALTH AND SAFETY PERFORMANCE

Blu Label KPI		2025		2024	2023
Total number of fatalities recorded on duty		–		–	–
Total number of work-related injuries reported		5		5	3
Total number of work-related illnesses reported		4		–	–
Total number of days absent as a result of injury on duty		28		34	16
Total number of claims submitted to Workman’s Compensation		2		5	3

Blu Label's commitment to health and safety

At Blu Label, the health and safety of our employees is paramount. It is important to us to foster a safe work environment and maintain a positive safety record. Here’s a breakdown of Blu Label’s FY25 health and safety achievements:

• Zero fatalities: We proudly report zero work-related fatalities in FY25, demonstrating our unwavering commitment to employee safety.
• Consistent work-related injuries: We sadly acknowledge five work-related injuries reported in FY25. Considering our large workforce, our relatively low injury rate indicates the effectiveness of our ongoing safety initiatives.

Looking forward

As part of our commitment to continuous improvement in health and safety, we will build on these initiatives through:

• Proactive safety measures: We will continue implementing and refining preventative measures to minimise the risk of workplace accidents and injuries.
• Safety awareness programmes: We will maintain our focus on employee safety awareness programmes, ensuring all employees have the knowledge and skills to work safely.
• Incident analysis and response: We will continue thoroughly analysing all incidents to identify root causes and implement corrective actions to prevent similar occurrences in the future.
• Prioritising safety and fostering a culture of risk awareness: Blu Label strives to create a work environment in which all employees feel safe.

WAGE LEVEL AND LIVING WAGE: ENSURING FAIR COMPENSATION

At Blu Label, we pay our people fairly and equitably. We believe that compensation should reflect the value of each employee’s contribution. Market benchmarks and a deep respect for the dignity of work guide our remuneration practices.

In conclusion, the fiscal year 2025 has been a year of growth and transformation for our organisation. We have successfully navigated challenges and leveraged opportunities to drive our strategic objectives. As we move forward, we remain committed to our mission and values, ensuring sustainable growth and value creation for all stakeholders.

KEY FOCUS AREAS FOR THE NEXT FINANCIAL YEAR

• Digital transformation: Continue to invest in digital technologies to enhance operational efficiency and customer experience.
• Market expansion: Explore new markets and expand our presence in existing ones to drive growth.
• Innovation: Foster a culture of innovation to develop new products and services that meet evolving customer needs.
• Sustainability: Implement sustainable practices across all operations to minimise environmental impact and promote social responsibility.
• Talent development: Focus on attracting, retaining, and developing top talent to build a high-performing and engaged workforce.