Our Intellectual Capital – FY2023

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Our Key Investments

  • Service Operations Centre (SOC)
  • Solar sites over 1,400
  • Central Data Centre
  • FTTH – 100,000
  • 5G Rollout
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Our Performance Target

  • Mobile and data performance – Best in test
  • NPS (Network, Enterprise and FTTH) – #1
  • Cost Leadership
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Measuring Our Performance

  • Mobile and data performance – Best in test
  • Network NPS#1: 7,878 as at March 2023
  • Home internet: NPS#1: 46
  • Enterprise NPS #1: 44
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Uplifting Our Community

  • The Safaricom Decode: offering experience on software engineering
  • The Safaricom Digital Engineering Community
  • Technology Academy: offer internship opportunities to 200 students
  • Digital Academy: Equipping 230 Safaricom employees through digital upskilling
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Our Strategic Objectives

  • Scaling enterprise to enterprise (E2E) growth areas
  • Build new growth opportunities on M-PESA core systems
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Partnerships In Progress For FY2024

  • Energy
  • Work
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The Challenges We Faced

Energy costs mitigated by: Capping of diesel consumption and acceleration of solar energy
Maintenance costs mitigated by: Reviewing all maintenance contracts

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Looking Ahead

  • Continued investment in sustainable energy to manage energy cost and supply
  • Expand broadband market reach, with low-cost fixed wireless products to complement fiber and 4G/5G

Part of these capitals

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Our Intellectual Capital – FY2023

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Our Mission

To digitise Customer Journeys in order to deliver an advantaged omni-channel route to customer by the end of FY24

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Our Assets

  • My Safaricom App
  • MySafaricom Web
  • The Zuri bot platform
  • Retail app (Safaricom Jiandikishe App)
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What We Delivered

  • Growth in KYC compliance from 55% (February 2023) to 97% (March 2023)
  • More than 1 million Self e-KYC update APIs deployed
  • Digitisation of SIM-swap functionality on the Retail App
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Our Strategic Objectives – FY2023

  • Growth of digital channels usage
  • Digitisation of new and existing journeys
  • Digitisation of trade and retail
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Our Strategic Focus For – FY2024

  • Drive cost-to-serve reduction through digital channels
  • Expand “Single View of the Customer” across retail touchpoints
  • Digitise and automate RtC
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The Challenges We Faced

  • Increased fraud attempts mainly affecting SIM-swap services
  • Slow uptake of DIY services impacting on experience
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Looking Ahead

  • RtC and Key Journey digitisation
  • Driving usage and engagement on the App and web
  • Expand single view of the customer, to deliver superior customer experience

Part of these capitals

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Informed by these strategic pillars

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Impacting These Stakeholders

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Supporting these Un SDG’S

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Our Intellectual Capital – FY2023

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What We Did

  • Grew customer base by 26%
  • Stability – achieved 99.9%
  • Transformed from an individual to an open platform, access for new players through interoperability
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Performance Highlights

  • Working with government, regulators, and Central Bank on credit rehabilitation and amnesty provision, which ended in FY2023
  • Products such as employment insurance
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Our Strategic Objective

Our key goal – to scale our technology to yield a vibrant payments platform to enable deeper expansion into credit, insurance with the foundation of an open platform.

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The Challenges We Faced

  • Data protection
  • Competition from big tech companies
  • Understanding customer behaviour
  • High inflation causing reduced spending wallet
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Trends We Identified

  • Transacting becoming more affordable through scaling up at low prices
  • SIM Toolkit and USSD users migrating to the Super App
  • Increasing social engineering and associated fraud

Part of these capitals

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Informed by these strategic pillars

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Impacting These Stakeholders

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Supporting these Un SDG’S

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