STAKEHOLDER ENGAGEMENT MATRIX
WHY WE ENGAGE
Employees
Our people are the drivers of our strategy and the foundation of our culture. We engage to foster a values-based, inclusive and high-performance environment where every employee is empowered, recognised and supported.
NEEDS AND EXPECTATIONS
- Clear alignment to Group strategy and individual performance goals.
- Career development, mentoring, and promotion pathways.
- A healthy, inclusive, and engaging workplace culture.
- Support for mental well-being, financial wellness and work-life integration.
- Opportunities for recognition and participation in company culture.
METHODS OF ENGAGEMENT
- Monthly “#AsBluWeBelong” values activation sessions.
- Intranet, e-mail and employee engagement campaigns.
- Lunch-time wellness quizzes and Wellness Day initiatives.
- On-site GP and nurse consultations; financial hot desks.
- Leadership town halls, team building events, and internal surveys.
- Birthday breakfasts and employee recognition programmes.
STRATEGIC OUTCOMES AND RESPONSES
- Cultural momentum gained through experiential values rollout.
- Enhanced wellness offering and emotional safety initiatives.
- Launch of revised performance management framework and IDP rollout.
- Targeted retention interventions in high-turnover business units (e.g. BluNova).
- Development of a refreshed five-year employment equity plan for submission to the Department of Labour.
For more information visit Human capital.
WHY WE ENGAGE
Investors
Capital providers are essential to our growth trajectory. Through transparent and consistent engagement, we build confidence, ensure our strategic direction is understood, and maintain trust during periods of significant change.
NEEDS AND EXPECTATIONS
- Timely and accurate financial and operational performance updates.
- Clarity around Cell C’s value unlock, capital structure and future listing.
- Insights into free cash flow generation, governance and capital allocation.
- Transparent responses to queries around strategic transformation.
METHODS OF ENGAGEMENT
- Virtual meetings.
- Annual and interim results announcements and roadshows.
- Annual General Meeting.
- Integrated annual report.
- Meetings with executive and senior management.
STRATEGIC OUTCOMES AND RESPONSES
- Positive market response to the Cell C listing strategy.
- Enhanced investor understanding of Blu Label’s revised Group structure.
- Increased interest in Cell C’s standalone investment case.
- Strengthened institutional and international investor relationships.
STAKEHOLDER ENGAGEMENT MATRIX
WHY WE ENGAGE
Media
The media is critical in shaping Blu Label’s public narrative and reputation. We aim to proactively manage coverage, provide accurate information and ensure our strategic progress is communicated clearly and credibly.
NEEDS AND EXPECTATIONS
- Timely access to accurate and relevant information.
- Clarity on financial results, Group restructuring, and Cell C developments.
- Responsive media relations and access to key spokespeople.
- Storytelling around innovation, strategy and governance.
METHODS OF ENGAGEMENT
- Pre-briefings with financial and tech media during results cycles.
- Interviews and commentary from executive leadership.
- Media packs, press releases and co‑ordinated content.
- Ad hoc responses to enquiries and story development.
STRATEGIC OUTCOMES AND RESPONSES
- Broad, favourable coverage of Cell C’s potential listing and recapitalisation.
- Proactive media relationships established with top-tier outlets.
- Enhanced public understanding of Blu Label’s repositioning
WHY WE ENGAGE
Regulators
We engage with regulators to ensure compliance, preserve our operating licences, and maintain transparent relationships that support transformation and market integrity.
NEEDS AND EXPECTATIONS
- Compliance with legislation, licensing and competition requirements.
- Clarity on ownership, operational structures, and governance.
- Transparent reporting of material transactions and merger activity.
- Responsible conduct in the public interest.
METHODS OF ENGAGEMENT
- Formal submissions and filings with Independent Communications Authority of South Africa (ICASA), Competition Commission and Tribunal.
- Direct meetings with regulatory officials and legal advisers.
- Participation in industry forums and consultations.
- Collaboration with policy stakeholders where relevant.
STRATEGIC OUTCOMES AND RESPONSES
- Approval granted by ICASA and the Competition Tribunal for control of Cell C.
- Sustained regulatory trust during complex transactions.
- Demonstrated compliance and open dialogue across regulatory engagements.
STAKEHOLDER ENGAGEMENT MATRIX
WHY WE ENGAGE
Customers and consumers
Our customers are at the heart of our purpose and business model. Engagement enables us to deliver relevant, affordable and accessible solutions tailored to diverse consumer needs across South Africa.
NEEDS AND EXPECTATIONS
- Simple, secure and cost-effective prepaid and value-added services.
- Responsive customer support and issue resolution.
- Innovative and evolving product offerings.
- Greater access to essential services across informal and formal markets.
METHODS OF ENGAGEMENT
- Customer contact centres and field agents.
- Face-to-face engagement and community activations.
- In-app support and social media channels.
- Customer feedback surveys and issue escalation protocols.
STRATEGIC OUTCOMES AND RESPONSES
- Continued resilience in customer uptake across our product suite.
- Improved service delivery and channel support across geographies.
- Greater inclusion of informal traders in digital product distribution.
- Ongoing product innovation aligned to consumer preferences.
WHY WE ENGAGE
Government
Government remains a key partner in driving national development, digital inclusion and employment. Engagement supports shared value creation, alignment with national goals, and the sustainability of our licence to operate.
NEEDS AND EXPECTATIONS
- Job creation and transformation impact.
- Contribution to the digital economy and access to telecommunications.
- Support for public sector initiatives.
- Responsible corporate behaviour and compliance.
METHODS OF ENGAGEMENT
- Direct engagement with national and provincial departments.
- Collaboration on job creation and inclusion initiatives (e.g. YES Programme).
- Participation in development forums.
- Ad hoc consultations on public-private sector alignment.
STRATEGIC OUTCOMES AND RESPONSES
- Youth employment and digital inclusion advanced through YES and informal market engagement.
- Consistent contribution to transformation and enterprise development.
- Reinforced position as a responsible and compliant corporate citizen.
- Sustained alignment to public sector development priorities.
STAKEHOLDER ENGAGEMENT MATRIX
WHY WE ENGAGE
Business partners, merchants and suppliers
Our partners, merchants and suppliers enable the seamless delivery of our products and services. Engagement ensures continuity, operational alignment and shared responsibility for quality and performance.
NEEDS AND EXPECTATIONS
- Efficient procurement and transparent processes.
- Training, product knowledge and access to support.
- Commercial reliability and equitable partnership.
- Digital tools to improve operations.
METHODS OF ENGAGEMENT
- Supplier education, trade shows and one-on-one negotiations.
- Integration into service planning and innovation forums.
- Contractual reviews and performance feedback loops.
- Technical assistance and product training.
STRATEGIC OUTCOMES AND RESPONSES
- Strengthened collaboration across the value chain.
- Continued support of informal merchants and local distribution networks.
- Reduced friction in procurement and supply
- Aligned expectations on performance and delivery.
WHY WE ENGAGE
Society and Communities
We are committed to making a tangible contribution to the communities in which we operate. Our engagement focuses on inclusion, wellness and upliftment, which are aligned with our broader social licence to operate.
NEEDS AND EXPECTATIONS
- Access to economic opportunity, skills and wellness support.
- Active participation in social upliftment and national causes.
- Corporate accountability and ESG leadership.
- Meaningful, authentic engagement at grassroots level.
METHODS OF ENGAGEMENT
- Community programmes and GBV awareness campaigns.
- Trust Blu Foundation partnerships.
- Employee volunteerism and giving drives.
- Participation in national campaigns and wellness initiatives.
STRATEGIC OUTCOMES AND RESPONSES
- Broadened reach of GBV and mental health programming (e.g. “Wellness on the GO!”).
- Employee-led activations across subsidiaries and community platforms.
- Increased alignment to SDG themes and ESG impact.
- Expanded wellness and inclusion efforts across the Group.
