Telkom Integrated Report 2017

Social and relationship

capital

Through generating

societal value, we will

create business value and

vice versa. We do this

through our responsible

and impactful business

activities and relationships.

Through building healthy social and relationship capital, we contribute

to national and global development goals, comply with legislation, drive

our business strategy, create shared value, promote transformation, and

maintain our social licence to operate.

Howwe manage social and relationship capital

We combined our activities responsible for integrated social impact under

one portfolio in the corporate social responsibility (CSR) department.

This department comprises theTelkomFoundation; the FutureMakers

programme; and skills development, and sustainability initiatives. The

TelkomCSR department and the corporate social investment (CSI) units of

BCX and Trudon are the vehicles through which the group’s social capital

is managed. TheTelkomFoundation strategy, BCX’s CSR strategy and

Trudon’s CSI policy guide the management of social capital.

Who we engage with, why we engage them, what we engage on and how

we engage, determine the quality of our stakeholder relationships and our

ability to achieve our strategic objectives. Our stakeholder engagement is

integrated throughout our business and is guided by our material themes.

Refer to page 42 for more information on our stakeholders.

Management control

Telkomhas EE policies and is implementing a strategy to support workforce

transformation across all occupational levels per the economically active

population.

Through focused recruitment, especially at senior levels with a specific

preference to the most under-represented groups (including black

women and people with disabilities), the aim is to increase management

representation. Succession planning and other talent development

strategies are being aligned to employee equity plans, in particular the

FLDP. The main objective is to support the succession plans that address

under-represented females at senior management levels. These initiatives

are further detailed in human capital on page 76.