Integrated performance snapshot

Our six capitals for value creation are inputs to the PIVOT Strategy and operating model and link to our strategic outcomes. We hold ourselves accountable through a balanced suite of financial and non-financial KPIs, tracking progress against our PIVOT¹ Strategy every year.

In FY2025, Telkom delivered a strong performance, setting a solid foundation for further growth in FY2026.

	Continuing operations2	Total operations	What are we measuring?	Why is it important?	Performance	Capitals impacted	Link to PIVOT Strategy
Group revenue (Rm)			Total revenue generated from all business operations across the Group's continuing operations.	Group revenue reflects our ability to generate value through diversified services and indicates overall commercial performance.	The 3.3% increase was mainly driven by strong growth in mobile service revenue (+10.2%) and fibre-related services revenue (+10.0%).	FC PC	P I T
Data revenue (Rm)			Combined revenue from mobile and fibre data services.	Data revenue underpins our growth strategy as customers increasingly demand reliable, high-speed connectivity	Mobile data revenue grew by 12.3% on the back of a 13.4% rise in the subscriber base. Fibre data revenue grew 10.0%, supported by a strong increase in homes connected and migrations to fibre-based services by enterprises. This was partially offset by a 26.9% decrease in non-fibre-related data revenue.	FC IC	V T
FCF3 (Rm)			Cash that remains after we have paid for operating expenses and capital outlays.	FCF reflects our financial flexibility to reinvest, pay dividends, and strengthen the balance sheet.	FCF improved by over 555.2%, supported by stronger operational performance and strategic asset disposals.	FC PC	P I T
Adjusted EBITDA margin3,4 (%)			Adjusted EBITDA as a percentage of Group revenue from continuing operations.	This demonstrates how effective we are at converting revenue into profit and improving operational performance and efficiencies.	Group adjusted EBITDA increased by 25.1% to R11 792 million, lifting the EBITDA margin by 4.7 ppts. Improved margins reflect strong mobile performance and cost optimisation.	FC PC	P I T
Net debt to adjusted EBITDA3,4 (times)			Our ability to meet interest obligations and settle our debt balance in full.	We aim to maintain a healthy balance sheet with net debt to EBITDA of between 0.5x and 1.5x and within the debt covenant requirement of less than 3x.	Improved net debt to EBITDA is supported by a 55.8% decrease in net debt and a 25.1% increase in Group adjusted EBITDA. This aligns with our disciplined approach and efforts to strengthen financial sustainability.	FC PC	P I T
Capital expenditure (capex) (Rm)			Our investment in long-term assets indicates our growth and improvement in operations.	Capex management is part of responsible capital allocation and ensures we drive adequate capex returns.	Capex of R5.8 billion kept capital intensity at 13.3%, within the target range. Strategic investments in mobile and fibre networks improved customer experience, as seen in a net promoter score (NPS) of 72.3 and core network availability of 99.99%.	FC PC	P I T
Dividend per share (cents)			Total dividend declared per ordinary share, including ordinary and special distributions.	Dividends signal our ability to generate free cash flow, capital discipline, and value return to shareholders	A total dividend of R1 333 million (261 cents per share) was declared (ordinary: R833 million; special: R500 million), reflecting our improved cash generation and Swiftnet disposal.	FC SRC	P
Training and development spend (Rm)			How much we spent on providing employees with opportunities to enhance their skills and practise continuous learning.	Upskilling and reskilling our workforce supports a future-ready, engaged Group and ensures we can deliver on strategic objectives through strong internal capabilities.	We invested R166 million in learning and development, focused on building leadership capabilities and future-fit skills. Our bursary and internship initiatives supported 267 students while 406 employees participated in our OneTelkom learning programmes.	HC	o T
Active mobile subscribers (number '000)			The total number of our active mobile subscribers across pre-paid and post-paid segments.	Growth in active mobile subscribers reflects the success of our customer acquisition and retention strategies, supporting scale and revenue stability.	13.4% growth in mobile subscribers was supported by targeted customer acquisition strategies and expanding reach into high-volume, non-metro areas. Mobile data subscribers rose 19.5% to 15.2 million and now make up 65.7% of our base, reflecting increased demand for seamless, value-led connectivity.	FC PC	P I V O T
Fibre connectivity rate (%)			The number of homes we have connected (694 630) as a percentage of the number of homes passed (1 378 930) with fibre.	This helps us measure our market penetration, optimise network investments and assess service uptake. Monitoring and enhancing our service performance helps us maintain our competitive edge and high customer satisfaction.	Our connectivity rate improved to an industryleading 50.4%. The number of homes connected grew to 694 630 (FY2024: 590 527). This reflects strong execution of Openserve's commercialisation strategy and growing demand for high-speed broadband.	IC SRC	P I V O T
Total carbon emissions (tCO2e)			Scope 1 and Scope 2 emissions generated from our operations.	We aim to become carbon neutral by 2035 and achieve net zero by 2040, in line with the government’s commitment to reduce carbon emissions.	The reduction in Scope 1 emissions was driven by reduced diesel use through lithium-ion battery rollout. Scope 2 emissions declined by 7% due to network optimisation and equipment decommissioning. Total emissions declined in line with our science-based targets, achieving a 4.2% linear annual reduction.	FC PC	P I T
Lives impacted through SMME spend (number)			The number of lives impacted through our spend on small, medium and micro enterprises (SMMEs).	This demonstrates our commitment to social responsibility and attainment of SDG 8 (decent work and economic growth). Supporting SMMEs creates jobs, and each job ultimately supports more than three lives (Stats SA).	251 275 lives were impacted through our SMME spend by the end of FY2025, showing the resilience and social impact of our supplier development initiatives. We are on track to meet our FY2027 target of 250 000 lives impacted.	SRC	P

External moderate assurance on selected sustainability indicators. Please refer to the FY2025 Independent Assurance Report, available online