Telkom is committed to open and constructive communication with material stakeholders. We strive to respond to stakeholder concerns in a timely and appropriate way and to address these concerns transparently.
Our stakeholder engagements are guided by a formal framework and policy. Our stakeholder management programme focuses on identifying and engaging with key stakeholders, understanding their challenges and expectations, and aligning these with our strategic and operational objectives and targets.
We engage regularly via relevant and effective channels.
is the ultimate owner of stakeholder management matters and is responsible for overseeing response strategies.
assists the Board in fulfilling its responsibilities by ensuring we manage key relationships effectively.
ensures commitment to effective stakeholder management.
considers critical stakeholder matters as part of its agenda. It reviews and discusses the stakeholder management profile and assigns Members to monitor specific stakeholder groups.
implements the overall stakeholder engagement process through the approved framework and policy.
We assess the effectiveness of stakeholder engagements and relations by linking KPIs to value creation and relationship quality. Proper assessment of stakeholder relationships allows management to channel time and effort into relationships that are relatively weak.
We unpack our top six stakeholder groups based on the material impact they can have on Telkom’s value creation process.
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Customers |
Relationship quality Basis of assessment: Customer satisfaction surveys (Openserve's NPS (79), interaction net promoter score (iNPS), Voice of the Customer (VOC), Quality of Service (QoS), Brand health tracker and Tarifica benchmarking) |
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| Customers underpin our
existence and drive our reputation and brand. They consume
the
products and services from which we generate revenue. Their evolving
needs and
preferences guide product and service development in relation to new
trends and
market
shifts. Building strong relationships and delivering superior service
are
critical to ensur customer loyalty, brand advocacy and sustained revenue growth |
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| Refer to the business unit performance sections in the productive capital chapter. | |||
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| Their interests, needs and expectations | How we responded in FY2026 | Overarching value created for customers | In FY2027 we will prioritise |
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Government and regulators |
Relationship quality Basis of assessment: Self-assessment |
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We engage with government departments on policy development, with Parliament on the adoption of new legislation and legislative amendments, and with regulators on regulations and licence terms and conditions. Not achieving positive outcomes in these engagements can significantly impact the cost of doing business. It can also affect our return on investment, the cost-effectiveness of our services and the value we create for stakeholders. The sector regulator issues operating licences, including those required to use radio frequency spectrum and to provide electronic communications services and networks. The regulator monitors retail tariffs, sets call termination rates, imposes social obligations, allocates numbering resources, and prescribes fees payable by licensees. The regulator’s findings and decisions influence market dynamics. Non-compliance with legislation and regulations can result in penalties and fines, further affecting our operations |
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| Their interests, needs and expectations | How we responded in FY2026 | Overarching value created for customers | In FY2027 we will prioritise |
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Investor community |
Relationship quality Basis of assessment: Self-assessment |
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Investors enable access to equity and debt markets. They drive demand for Telkom shares and debt securities, impacting our market capitalisation and debt issuance capacity. Also refer to the leadership reflections chapter. |
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| Their interests, needs and expectations | How we responded in FY2026 | Overarching value created for customers | In FY2027 we will prioritise |
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Employees |
Relationship quality Basis of assessment: Employee engagement survey and employee engagement score |
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Employees are strategic partners essential for ensuring Telkom’s sustainability through their performance, culture and skills. They possess the intellectual capital required for all core and supporting business processes, making them integral contributors to the Group's success. Also refer to the human capital chapter. |
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| Their interests, needs and expectations | How we responded in FY2026 | Overarching value created for customers | In FY2027 we will prioritise |
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Organised labour |
Relationship quality Basis of assessment: Self-assessment |
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Telkom has a collective recognition agreement with the Alliance of the Communication Workers Union (CWU) and the South African Communications Union (SACU) for employees at job levels M/S6 and below. The Alliance serves as a strategic partner. It fosters shared value between Telkom and its employees, advances the Group's strategic plans, and ensures operational efficiencies and objectives are met. |
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| Their interests, needs and expectations | How we responded in FY2026 | Overarching value created for customers | In FY2027 we will prioritise |
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Suppliers and business partners |
Relationship quality Basis of assessment: Self-assessment and supplier surveys |
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Our strategic partnerships with suppliers and business partners enable us to timeously deliver high-quality products and services. As contributors to our value chain, suppliers influence the cost and availability of materials and other inputs. Suppliers and business partners are often seen as an extension of Telkom, directly shaping our customer experience. They impact our ability to meet evolving customer demands and expectations. Also refer to the social and relationship chapter. |
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| Their interests, needs and expectations | How we responded in FY2026 | Overarching value created for customers | In FY2027 we will prioritise |
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Our communities are at the centre of our social licence to operate and host some of our infrastructure. It is imperative that we understand our communities’ needs and perspectives and work collaboratively with them on sustainable solutions to their challenges. Refer to the social and relationship capital chapter for more information.
The media, opinion makers and influencers drive reputation and brand perception. We provide information and context on technical matters, financial performance and operational developments, and thought leadership on matters affecting our industry. Refer to information on our brands in the intellectual capital chapter.
