Cell C Digital Magazine

e f i L

A CELL C QUARTERLY MAGAZINE

GOING FOR GROWTH

DRIVING DIVERSITY AND INCLUSION

GEARING UP FOR CHANGE

PIONEERING SKILLS FOR THE FUTURE

CELL C SHARKS EXCLUSIVE LESSONS FROM CHAMPIONS

OUR HIGHPERFORMANCE CULTURE

OUR DIGITAL TRANSFORMATION E

PREPAID IS COOL EDITION 1

GET TO KNOW OUR LEADERSHIP

WWW.WORLDOFCELLC.CO.ZA

APRIL 2022

CUSTOMER-CENTRIC

OUR VALUES

BE CUSTOMER FIRST

BE DISRUPTIVE

BE ADVENTUROUS

OWN IT

BE RESILENT

EMBRACE DIVERSITY

CELL C LIFE

CONTENTS

2.

Editor's note

3.

CEO'S corner

5.

Gearing up for change

8.

Get to know our leadership

9.

Cell C’s journey towards achieving a HIGH-PERFORMANCE culture

11.

Our digital transformation

14.

Spectrum: What you need to know

16.

Prepaid is cool

17.

Cell C Sharks exclusive

21.

Driving diversity and inclusion

22.

Pioneering skills for our children

23.

Bridging the digital divide

24.

Changing the world of our people through wellness

26.

Our Cell C change makers

31.

Internal movers & shakers and newbies

32.

Life at Cell C

35. Stand a chance to win: tell us your vision for Cell C 36. We would like to hear from you

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Spectrum

24 14

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EDITOR'S NOTE Bringing you the world of Cell C. Welcome to C-Life!

2022 has been dubbed the year of reckoning for Cell C for a number of reasons. We’re a company in the throes of change, necessitated by a constantly changing industry and fiercely competitive landscape, advancements in digital technologies, the dire need to ensure sustainability and the opportunity to build a future-proof organisation with vastly changed fortunes.

There are a number of critical focus areas to deliver on the business plan and help realise the bold ambition of transforming Cell C to a digital lifestyle company. This is a journey.

C-Life, our new quarterly digital magazine, will be used to unpack progress being made on this journey, with particular emphasis on these focus areas, bring some insights from the executive team and the different areas of the business; share both challenges and successes.

Of course, there is plenty of room for the lighter side too!

In this first issue of the magazine, you stand a chance to win some great vouchers, all you have to do is participate.

Enjoy the read and share your feedback!

l H e w i h t e L

o y a w ats h

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GOING FOR

CEO'S CORNER

GROWTH

DOUGLAS CRAIGIE STEVENSON CHIEF EXECUTIVE OFFICER

A summary of the key nuggets from Cell C CEO, Douglas Craigie Stevenson, from his inspiring opening address at the Cell C Sales Conference, talking to our change journey and focus areas.

Bold decision-making

Understand what we are NOT Before starting on a growth journey, it is key to understand what we are not, and where we want to go. Cell C has made strides in setting a strong foundation for growth.

A light balance sheet Our network strategy will enable us to compete and we will not be incurring high infrastructure costs with no return on investment.

“Our growth platform is a fit-for-purpose organisation with a sound income statement and a rebased business".

In order to stabilise the business to survive, bold decisions need to be made as well as the commitment in executing on the turnaround strategy.

A light balance sheet Our network strategy will enable us to compete and we will not be incurring high infrastructure costs with no return on investment.

Improved network quality Post-Recap mindset

The network migration is on track and by 2023 we will have improved quality and coverage for customers to enjoy.

We are not an "own it all" Collaboration is key for Cell C, we are not an “own it all” entity, we want to be part of an eco-system that delivers solutions to customers that are enabled by technology, beyond megs and minutes.

Prepaid is cool "Prepaid is a way of doing things easier, more accessible and convenient, takes the friction out. It makes business sense that we focus on prepaid, a connectivity play, change the game and to disrupt the industry to be the preferred choice for customers, be relevant and give our customers a painless experience".

The recap is a highly complex process that will translate into a sustainable debt. It is about building confidence in the longevity of the organisation. However, it is not a magic wand, post recap, it will not be business as usual – we need to be even more focused than ever.

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GEARING UP FOR CHANGE Cell C Sales Conference 2022

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The Cell C Sales Conference is an annual threeday convention that takes place with the purpose of motivating, recognising, informing, and educating the company’s sales force as a whole.

This year’s sales conference took place in Durban, home to the Cell C Sharks. The theme was ‘Gearing Up For Change’, and in attendance were Cell C’s key stakeholders including partners, retailers, franchisees, and some of Cell C management teams.

Hazel Chimhandamba, Cell C Executive Head of Marketing tells us more about the Cell C Sales conference in the video above.

The Sales Conference is geared towards driving business confidence amongst our partners.

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OUR GAME PLAN FOR 2022 “We have been game-changers in a tough market, with strained consumer spend and a tough economy.” SIMO MKHIZE, CELL C CHIEF COMMERCIAL OFFICER Simo Mkhize, Cell C CCO, highlighted the great opportunities Cell C has to be part of a venture into the future.

Our context is on the back of our achievements in the market in 2021. We have been game-changers in a tough market, with strained consumer spend and a tough economy. Getting awarded the RT15 and the great opportunity to provide services to government was a confidence builder in our ability to compete and offer. We have improved our net promoter score, cleaned up and stabilised our paid base, generating competitive ARPU. The growth in data indicates the appetite customers have to use up services, with customers willing to use our network, we need to start monetising the usage and capacity.

This business is primed for growth going forward.

We went out with a fresh brand campaign, and various brand assets and branding opportunities that are relevant to day–to-day issues as we drive to change our lives and that of customers.

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Get to know our leadership

Our Digital Communications Manager, Boipelo Mabe, caught up with some of our executives in attendance to give us more juice on their thoughts on the business and what they do outside of building Cell C.

Schalk Visser - Chief Technology Officer

Andre Ittmann - Chief Operations Officer

Simo Mkhize - Chief Commercial Officer

Explain Cell C’s business strategy/operating model in an elevator pitch.

Repositioning prepaid as a proposition is one of the key focus areas this year. Why is this even more important now for Cell C? Prepaid is a lot easier for the customer as opposed to a contract.

It allows customers more choice which is exactly what we want to provide them with.

Prepaid has been around for a long time so we need to be innovative to offer customers what they want and how they want it, that's what will separate us from competitors.

Having started on this path, where do you see Cell C in the next 5 – 10 years?

I see us as a fully transformed digital lifestyle services provider to our customers. Megs and minutes will be in the background of what we will be serving customers. We will be serving customer we never served before who would not be on the megs and minutes layer.

Cell C is turning the telco business model as we know it over on its head. We're moving away from a heavy CAPEX investment into a services focus on what customer's need.

The network strategy is key to Cell C’s operating model. Some ask the question, are we still an MNO without infrastructure?

Think of it like a tree. A tree has branches, a trunk and leaves. As a mobile operator that is your makeup. So what we've done at Cell C is virtualise the leaves. The rest of the mobile network still functions, we still have a core, transmission and our own spectrum, we're just using a virtualised radio network.

Our ambition is to become a digital lifestyle company, what does that look like for Cell C? How we know telco is always going to be there, it won't magically disappear in the name of a digital lifestyle. It's a journey. Data and minutes will remain core for a while but it's how we use it that's key to fostering a digital lifestyle.

Communicating with customers via apps for instance and the partnerships we will enter into to innovate services for customers to do life.

As Cell C transitions, also in light of a changed retail environment and the growth of digital channels, how do you see the role of our retail partners changing?

The interesting thing is that Cell C is not the only one on the digital transformation path, some of our retailers are driving their own digital strategies from which we can leverage and collaborate on to deliver digital services to consumers.

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CELL C’S JOURNEY TOWARDS ACHIEVING A HIGH-PERFORMANCE CULTURE JUBA MASHABA - CHIEF HUMAN RESOURCES OFFICER

1. How would you define culture?

A simplistic way of defining culture is “how we do things around here, how we behave”. Each group or organization has its own micro culture, in most instances influenced by leadership, what has been allowed to permeate over a period of time. In our case, we have a culture at Cell C, some elements are positive and some are negative. We are in the process of transitioning to a high performance culture which has very specific attributes aligned to it.

2. Please outline Cell C’s building blocks regarding a high performance culture?

Culture is all about people. You need to have the right people in the right roles. in line with the new operating model. We have conducted in-depth evaluation of all our leaders using the Evalex psychometric assessment tool to determine fit and suitability, identify opportunities and the necessary developmental interventions put in place to address gaps.

These are significant building blocks in the process of creating a high performance culture - if you don’t have the right people in the right roles the mismatch may make it challenging to drive a high performance culture. People must have the right mindsets and right capabilities.

Performance expectations have been reset with consistent, clear standards of performance that are appropriately benchmarked and linked to reward.

Importantly we must hold one another accountable – and not only leadership.

3. Can you unpack for us what a high-performance culture means for Cell C, and why this is critical at this point of Cell C’s life?

Culture is critical in any organization’s performance. You can have the best strategy in the world, if you do not have an enabling culture, or a high performance culture, the strategy is likely to fail. We at Cell C have a good strategy and business model and that will reposition us for success. What we are working on instilling is a well-grounded high performance culture to enable growth and sustain the business. It is a challenge that is completely within our control to collectively manage and change, aligned to expectations that will move us all in unison. This will involve learning a new way of how things should be done and unlearning some of our old ways.

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4. What are some of the challenges that we still need to overcome?

We need to be honest with ourselves in terms of our performance standards. I have heard corridor talk about Cell C shifting the goal posts in terms of performance. I want to be clear about this - it’s not about shifting the goal posts, rather it’s about resetting the performance expectations.

For example: On target performance means that you have achieved all that is expected of you and this is what we expect the majority of employees to be on.

If you have exceeded expectations, it should not be a surprise - you should stand out. So we need to be clear on what these performance measurements are and once we are all clear, it will remove some of the angst and uncertainty that exists in the organisation.

5. Are there some learnings from the past that we can take forward, and those we should leave behind?

There has been a very close family sense at Cell C. We are one team working towards one objective. We are not competing against each other, we are competing against the competition. We must take this sense of closeness and family forward - this is a significant part of Cell C’s heritage.

Employees that have been with us for many years are good performers and they have a nostalgic corporate memory that they carry with them which is important.

We also have new blood coming into the business, disrupting and challenging the conventional ways of doing business. This will help us to move forward and become “unstuck” from our old ways.

I am saying this again, holding each other accountable is critical - not tolerating mediocrity, setting high standards for ourselves and living up to them. Leaders must lead and show the way.

6. What can we look forward to in the coming months?

We need to raise our game even more!

It has been a challenging couple of years with COVID-19, the changes in the economy and challenging our competitors. Now with the recap at the tail-end, we need to brace ourselves for the “after”. The competition is not sitting back and watching us. They are moving forward innovating with new products and services. There is opportunity for us to grow as we are coming off a low base. We need to believe that we have all that it takes to make our business sustainable going forward. Everyone wants to be part of a winning team. Let’s seize the opportunities that await us, let us all move forward in one direction. If we do so we can achieve incredible results!

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OUR DIGITAL

TRANSFORMATION with Ashraff Paruk Executive Head: Digital Transformation and Programme Management

Our consumers are already digital, what's left for us is to figure out how we engage with consumers evey day with what they want. Digital gives us tools to meet the audience where they are.

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3. Can you paint a picture in everyone’s minds of what a digital lifestyle company is?

1. What is Digital Transformation?

Digital transformation is understanding that we are operating in a world that has already gone digital where consumers expect to be engaged accordingly.

As such, the question we need to ask in understanding digital transformation is how do we engage with the consumer and the market everyday digitally. The fact is every company that wants to survive in the next five years and onwards needs to embrace it.

2. What does digital transformation mean for Cell C? By virtue of being a Telco we are already a digital business but we’ve had to relook the way we operate in order to be fully transformed. Digital transformation for Cell C is two things; firstly, it’s a change in culture and mindset including how we hire and train people, and a mindset shift in governance, structure and how agile we are in the way we see and react to the market.

Secondly, it’s a structured programme for Cell C. We’ve identified 15 initiatives across the business that will allow us to be future focused in our endeavours rather than being reactive to our past.

It’s really about going beyond the survival mindset to a stronger position to be a leader in the spaces we believe digitally we should succeed.

The key word here is lifestyle. The starting point is not how do we react to our competitors, but which target segment are we focusing on?

How are they living? and which parts of their life can we add value to? Currently, Cell C is fundamentally a connectivity company that needs to move beyond that to truly be a digital lifestyle company. In essence it requires Cell C to move in three directions: We need to meet consumer connectivity needs by understanding their particular lifestyles and packaging products that make sense for them.

Once connected, we need to look at the ways we engage with our massive base and ecosystem of partners in meeting customer lifestyle needs, whether it’s to be entertained, educated and productive.

How do we enable customers to overcome barriers to do business, to be entertained, be educated and productive.

4. What kinds of opportunities are presented by digital transformation?

The opportunities are infinite but we have to focus. A key part of our transformation is choosing our existing business, enabling it and then creating options for us to better connect ourselves to customers. Taking small steps. For instance, instead of building 1000 schools to educate children, we can find a certain area to educate and educate them online or digitally.

Once that smaller part works then we expand.

We ultimately have to take a big bet and find something that becomes the new Cell C brand that goes beyond the connectivity brand where there’s a whole new ecosystem of partners and a marketplace that connects consumers to ourselves and the services we provide. I believe we have what it takes to become a dominant player in our chosen sector and be a model for other businesses in emerging markets.

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5. How does digital transformation impact those who are non-technical leaders/managers?

I’ve got the anti answer and a real answer.

The anti answer is that technical people are going to be the biggest barriers to digital transformation because they are more on the operational side of this than the lifestyle of it. Technology is not the driver of digital transformation, but lifestyle is.

The real answer is, anyone at Cell C who believes they can be disconnected from technology and digitisation is probably themselves disconnected from the consumer because consumers live there, it’s their day-to-day. At the end of it we all need to be in tune with technology regardless of role or level in the organisation. The good news is the world is changing quickly to make those tools more accessible

6. What is the culture needed for digital transformation? What can staff do practically to foster this culture?

There are three culture elements that are critical.

Listening to the market everyday regardless of where you are in the business.

Agility and flexibility to try something, fail quickly and try again.

Ability to empower everyone to be part of that change because we all have ideas.

7. What do we need to STOP, START & CONTINUE doing in order to realise a digital future?

STOP – being stuck in our history and finding reasons to not do things. We’re sabotaging the change that’s necessary because we’re comfortable with the familiar.

We also need to stop doing too many things at once and focus on less items but do more on those.

START – living in the market every single day and build the kind of culture that will support our digital transformation ambitions.

CONTINUE – At an individual level, there’s so much good going on at Cell C, particularly the love and care for the brand from employees. There is passion and strong belief that we need to carry on.

At an organisational level, there’s also cross functional awareness and an energy to get things done that we should continue to harness.

8. What stage in the digital transformation journey would you say Cell C is at?

There’s no stage – it’s a continuous evolution and we need to understand the urgency of the change required and the direction of the change. There’s nothing we're doing today that will be relevant in three years. What we do today is to respond to what we’re faced with today. Change will always come.

9. What are the long-term consequences if we ignore digital transformation?

Very simple. Survival. We will not make it if we don’t transform.

10. What does success look like for Cell C? We’ve developed a brand new way that takes us away from the domain of telecoms. Douglas’s approach of dematerialising the network gives us that opportunity and helps us to look beyond the current. We can be and do anything we want to be.

Digital isn’t the end goal, the market is.

Don’t wait for someone to hand down the playbook it’s about us playing our part in mapping out that journey for Cell C.

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SPECTRUM: WHAT YOU NEED TO KNOW What is Spectrum?

It is the lifeblood of wireless networks. Spectrum refers to the invisible radio frequencies that wireless signals travel over.

Those signals are what enable us to make calls from our mobile devices, tag our friends on Instagram, call an Uber, pull up directions to a destination, and do everything on our mobile devices.

Imagine a radio dial that as you go up and down the dial, you locate the radio stations operating on particular frequencies.

Now just imagine that radio dial expanding much, much further in both directions—that’s where you would encounter frequencies assigned to other uses, whether it’s mobile phones, or satellite TV, or air traffic control, or police radios. Spectrum is the entire range of frequencies that are used for communicating.

How Does Spectrum Work?

Because a range of spectrum frequencies can be used for cellular communications, different bands have slightly different characteristics. For the purposes of wireless communication, we can think of spectrum in three categories: low-, mid-, and high-band spectrum. Each band of spectrum is essential for a different kind of communication and use case: Low-band spectrum (under 3 GHz) travels longer distances with minimal signal interruption.

High-band spectrum (above 24 GHz) travels much shorter distances compared to low-band spectrum but offers high capacity and ultra-fast speeds.

Mid-band spectrum (between 3 and 24 GHz) blends the characteristics of both low- and high-band spectrum—providing a mix of coverage and capacity.

These spectrum frequencies are transmitted between cell towers and our mobile devices.

High demand spectrum is much needed, especially with the rise of online migration and the need for affordable connectivity. While Cell C is a buyer of network capacity, rather than an infrastructure builder, spectrum remains a crucial asset that will also ensure access to the 5G network on which key services will be built for future revenue streams and competitiveness in the market.

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How is spectrum managed?

Spectrum is a limited resource and therefore regulated. The Independent Communications Authority of South Africa (ICASA) oversees commercial spectrum allocation and regulates both the telecommunications and broadcasting sectors in the public interest.

ICASA has the authority to allocate spectrum bands via the auction method for the most efficient and effective use of a limited resource.

Bands of spectrum are available to be purchased by the highest bidders, raising money for the Treasury.

Spectrum can be licensed—meaning it is bought for exclusive use by specific providers—or unlicensed, meaning anyone can use the frequency. For example, Bluetooth device and WiFi connection rely on unlicensed bands. Both licensed and unlicensed spectrum serve important functions, and ICASA has set aside spectrum for both.

The deployment of high demand spectrum is a catalyst to infrastructure investment, will stimulate much needed economic growth in our country and speed up the introduction of next generation technologies which will address the digital divide.

Cell C successfully secured a 10MHz lot in the 3.500 MHz band in the last highly competitive spectrum auction held in March 2022, bringing our total spectrum holdings to 86 MHz. We have every intent to make the most out of our allocation as it is an important asset in building a competitive organisation as we continue implementing our new operating model.

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PREPAID IS COOL Why Prepaid?

Prepaid is a way of doing things easier, more accessible and convenient, takes the friction out. It makes business sense that we focus on prepaid, a connectivity play, change the game and to disrupt the industry to be the preferred choice for customers, be relevant and give our customers a painless experience.

Here's why some of our chiefs have gone prepaid and are never turning back!

Simo Over the years, prepaid was seen as uncool.

You had prepaid because you couldn't qualify for a contract, however, the reality is that there are a lot more services now that we consume via prepaid. for example VOD and music streaming services like Netflix ad Spotify are all prepaid platforms. As Cell C, we're saying to customers we want them to consume our services in the same way where they are more in touch with their consuming and do it according to their changing needs.

Andre Prepaid is a lot simpler to use.

You're not locked into longterm commitments and as pricing changes you can decide what you want, how you want it and when. Prepaid is also a lot more exciting, you have the power of choice where you can basically build your own product and not be limited by the product offers at the time.

Schalk Historically, customers would take what you give them, but these days they want choice, flexibility and convenience. and that's exactly what prepaid is. You choose what you want, how much you need and the amount you want to spend. It's all about convenience to the customer.

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CELL C SHARKS EXCLUSIVE

When the Springboks won the 2019 Rugby World Cup in Japan we were reminded of how moving and special this win was, not only for our country but for each and every Springbok player.

Their inspiring journey allows us to reflect on Cell C and our game plan to be a stronger, healthier business.

Focus, discipline and belief When we see glorious moments, like the Springboks lifting the Ellis Cup trophy, we are reminded of the hardships and sacrifices experienced behind the scenes in order to reach that moment.

As Siya Kolisi shared his desire and desperation to succeed where he had no choice but to give the game everything he had.

There was no plan B and failure was not an option. The insatiable desire and passion to create change not only for himself and his family but also for his community comes with hard work and dedication.

Similarly, Cell C has experienced difficult headwinds in recent years but with a turnaround strategy the company has the potential to position itself for long term success but can only do this with focus, dedication, discipline and belief.

Teamwork and collaboration Leading up to the World Cup final the players spoke about the importance of teamwork and how crucial it is to understand each person’s role in the team and that each player is playing a part towards the greater goal.

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For us at Cell C effective teamwork and collaboration means each department must keep their eye on the ultimate goal, competing not against each other but against the other team, the competition. That’s how Cell C employees need to play, to win.

Dream big, work hard As Thomas aptly said “consistently being the best version of myself gives motivation to strive for greatness. Dreams are possible but you have to dream big and work hard to achieve great things”.

Cell C entered into a mature market back in 2001. Many of our critics thought we will not survive, and although we came close, we are still here, fighting another day. This is testament to our drive and passion to succeed against all odds and firm belief that we can deliver innovative products and services to connect and empower all South Africans.

Consistently being the best version of myself gives motivation to strive for greatness.

Dreams are possible but you have to dream big and work hard to achieve great things.

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Up close and personal with Siya, Makazole, Thomas and Lukhanyo What has been your biggest motivation throughout your career?

Siya: My past hardships and upbringing. The desire to drive change not just for me but for my family and community hence why I started the Kolisi Foundation with my wife.

Thomas: Being the best version of myself and being a father has given me more motivation to strive for greatness.

Lukhanyo: The kids that come from a similar environment that I came from and being that example to them, showing them that it’s possible to dream big and achieve.

What is the most important strength to have as an athlete?

Mapimpi: The first one is to be fit To be mentally strong To communicate with people and ask for help when needed

Words of encouragement to Team Cell C on their Change Journey In a team you get to understand how important each person’s role is and the importance of each one playing their part for the greater goal. To Cell C, continue to work together and always contribute your best with the understanding that you’re part of an important big picture.

Remember that change is part of life and everyone goes through it. The best thing sport teaches us is teamwork.

Consider Cell C as a sports team, when one area is lacking then another should step in to support.

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Fun questions Favourite App

Siya: The Bible App for daily devotions and Duo Lingo learning French Mapimpi: Facebook for entertainment, news and motivation Thomas: WhatsApp for chats Lukhanyo: Instagram for entertainment

iOS or Android?

Siya + Mapimpi + Lukhanyo: iOS Thomas: Android

If you weren't playing Rugby what else would you be doing?

Siya: Something in fashion Mapimpi: Basketball Lukhanyo: Soccer CELL C LIFE MAGAZINE

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DRIVING DIVERSITY AND INCLUSION We are proud of our Level 1 BBBEE status Cell C’s commitment and focus on five pillars: culture; ownership transformation; workplace transformation and development; enterprise development and socio-economic development has contributed to meaningful and sustainable change within the organization and the broader South African society. However it was the significant strides made within enterprise and supplier development, and skills development that contributed to the move of Level 1.

The results of these efforts are demonstrated in the significant increase in the number of new Black enterprises as well as the Innovation Challenge programme; learning programmes for employed and unemployed youth, Black and disabled communities; bridging programmes such as the Targeting Talent Programme (TTP) with the University of Witwatersrand (WITS), which supports learners in grades 10 to 12 with a focus in Maths, Science, Social Sciences and Finance subjects; prioritising gender equality through the Take a Girl Child to Work Day which is now in its 20th year.

Juba Mashaba, Chief Human Resources officer said that, “Achieving B-BBEE level one is a proof point for the business as it’s testament to Cell C’s positive and sustainable contribution to the growth and economic well-being of all South Africans impacted by our business operations. Reaching level one status also reaffirms our competitiveness in the market.

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PIONEERING SKILLS FOR OUR CHILDREN Cell C (CSI) have partnered with GirlCode, a coding company providing tech skills to bridge the gap of women in tech to sponsor male and female learners in grades 4 - 9 and teach them coding and programming skills through virtual workshops.

The objective of these workshops is to improve the quality of digital skills in students and to provide a long-term solution to the growing technology talent shortage both locally and internationally.

Some of the skills learnt will centre on : Coding with scratch and robotics HTML, CSS and Javascript The program will commenced in March 2022 and end in November 2022. Classes are held virtually every second Saturday of the month (Time: 9am - 11am).

We had an overwhelming response from our employees, and we will stay close to monitor the progress of the learners.

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BRIDGING THE DIGITAL DIVIDE As part of our ongoing social responsibility to uplift communities, Cell C together with the Mpumalanga and Limpopo Departments of Education formed a strategic partnership to bridge the digital divide by supplying fully equipped digital labs to Phumzile Secondary School in Vlaklaagte and Rekhuditse Secondary School in Uitvlug.

The objective is to provide students in rural areas with an opportunity to connect to the digital world through access to resources, connectivity and digital skills development that will be provided by Cell C through the Data Science Academy.

The digital lab is kitted out with devices such as laptops, screens, tablets for the learners, a projector, printer, server, trolley solution to provide secure storage and ultra-safe recharging for multiple devices, power points for network cabinet and more. This includes new functional desks, chairs, flooring and a refreshed paint job. The digital lab will also be connected giving learners access to the internet, and in addition, the teachers and pupils will be trained on the use of the hardware and software.

Early exposure of children to technology and digital skills will go some way in addressing the divide that is still present in our country, and with support from various government departments, Cell C can make a significant contribution towards connecting every child to a digital world.

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CHANGING THE WORLD OF OUR PEOPLE THROUGH WELLNESS

Our Wellness Ambition: We are physically, emotionally and mentally well so we are able to show up the best version of ourselves daily, and change our world!

Cell C hosted a Wellness Day on 24 March 2022.

Employees got the opportunity to book health check ups with Discovery and Bonitas and some of us even found time to squeeze in some aerobics.

The enhanced Employee Wellness Programme (EWP) provided by Life Healthcare Solutions offers our employees and their families caring and confidential services including unlimited telephonic financial advice and assistance.

Promoting a healthy balance between our employees’ personal and professional lives is Cell C’s way of helping people show up in the best way possible not only for work but also their day to day lives. This is part of our Employee Value Proposition (EVP) as we continuously search for new solutions as an ongoing quest to improve the people experience within Cell C. We constantly review the offerings from our service providers to ensure we meet the needs of all our employees.

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PAYEMENOW: a financial wellness and inclusion platform that reduces employees’ financial stress by allowing employees to access 25% of their earned salary at low fees, whilst also providing financial education, launched on 8 March 2022.

FINANCIAL WELLNESS WITH: PAYMENOW Effectively a salary advance this allows employees access to already earned wages at a reduced fee. No loans, no repayments.

Employees who attended the workshop got the chance to meet Bryan Habana and the Paymenow team. Download the app if you have not already done so.

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RECOGNISING OUR CHANGE MAKERS! We acknowledge the following employees who have pushed the boundaries to deliver outstanding work. Thank you!

Vani Nadar (Manager Reporting and Planning, Transmission) - Taking personal accountability by owning a customer problem and fixing it seamlessly resulting in a grateful and satisfied customer experience published on HelloPeter.

Timothy Twelves (Senior Manager Enterprise Architecture EPMO) Collaborating with HR to provide solutions using a manual review process during the 2021 H2 Performance Review cycle. This ensured the relevant timelines were met with accurate data submitted.

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Sonny Skosana (Senior Core Support Specialist, Transmission) - Preparing for cut over for data traffic during curfew, Sonny had to stay on site overnight and tested with the team and only left the site 10.30am the following morning, until all issues were resolved. Sonny owned it and finished what he started.

Moses Mofokeng (Social Media Community Consultant) – Moses, whilst on leave assisted an irate customer who was out of country to resolve his issue with Wi-FI calling. Moses took personal accountability to resolve the issue by keeping in constant contact with the customer. This resulted in a great customer experience and the customer went on to thank Moses using social media.

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Palesa Nhlapo (Social Media Support Consultant) - A team player, she prioritised the needs of the customers and she helped to minimize customer complaints even though she was on family responsibility leave.

Charl Hulme (Power Specialist, SSOC) - Charl was requested to bring a fleet vehicles at the Cape Town office back to Johannesburg Head office. He offered to transport a battery safe that was needed for a site in Gauteng. He went out of his way and rerouted his trip to Bloemhof and replaced a recovered air-conditioning unit. Charl took personal accountability and saved Cell C a total of +- R50k by not utilizing a transport company to transport the safe and a maintenance contractor to replace the aircon unit.

Thabisile Ngcobo (Social Media Support Consultant) - Due to a high influx of early cancellation queries and network issues, Thabisile has been working on with first line support and second line support, working extra hours without compensation to ensure the customer needs are met. She is a customer service champion always putting the needs of the customer first!

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Gordon Nyathi (Port Support Team Consultant) - Worked extended hours to cover for 2 colleagues who were off sick. He successfully ported customer calls during an extra shift without claiming overtime, putting the customer and the organisation first.

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Our internal movers and shakers and newbies for Q1 Congratulations to the following movers and shakers on your recent promotion, we wish you all the very best in your new roles: 1. Liza Boshoff – Lead specialist governance and reporting 2. Dean Norman Whitehead -Customer Accounts Sales Manager 3. Arvin Somar – Executive Services and Security Operations

Wishing our newbies an exciting and successful career at Cell C! 1.Sean Robert George Alexander – Senior Financial Analyst 2.Russel Munro Bason – Senior Project Manager 3.Maciej Damian Bernot – Services Manager 4.Steven Bisho – Senior Manager Finance 5.Ruchan Fourie – Lead Specialist Procurement 6.Mamello Jafta – Senior Financial Analyst 7.Warren Karsten – Financial Accountant 8.Busisiwe Mabuza – Senior Manager Business Sales 9.Nombuso Acquila Mkhize – Digital and Marketing Analytics 10.Motebang Mopeli – Senior Manager Channel 11.Susu Nethanani – Business Partner 12.Elfonso Shanon Sam – Sales Consultant 13.Nadene Cassara Samuels – Financial Accountant 14.Nomasonto Martha Sibeko – Business Development 15.Akhona Thinta – Financial Accountant 16.Nkagisang Angelinah Elisa Moroko – Total Rewards Manager 17.Lerato Pule - Executive Head, Corporate Financial Planning 18.Brett Copans - Managing Executive, Strategy and Business Performance

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LIFE AT CELL C The lighter side

Live.Love.

Laugh!

Going behind the scenes of "Life at Cell C!" CELL C LIFE MAGAZINE

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CAMPUS PROPOSAL!

LOVE CAPTURED AT CELL C

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PIZZA FRIDAY!

The HR team took some time out to pause and reflect on what worked and what still requires more energy and time to get past the finish line.

It was not all work and no play though, as the team got to know to each other better over pizza and a game of 30 seconds.

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JP MORGAN CORPORATE CHALLENGE 2022!

CELL C WAS THERE AND WHAT FUN IT WAS! The 5.6km event took place at the Wanderers stadium on 31 March 2022. With more than 2000 runners at the starting line, the energy and excitement was palpable. Eleven of our colleagues took to the streets of Melrose to finish at an average time of 41 minute and 13 seconds. Well done Team Cell C! We will definitely be back next year!

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Stand a chance to win Tell us your vision for Cell C

“MY VISION FOR CELL C IS…” SUBMIT YOUR NARRATIVE NOT MORE THAN 50 WORDS TO INTERNALCOMMS@CELLC.CO.ZA AND YOU COULD WIN A R500 VOUCHER.

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We want to hear from you!

NOMINATE A CELL C AMBASSADOR THESE ARE EMPLOYEES WHO LIVE THE CELL C BRAND AND ARE BOLD AND BRAVE. THEY ARE THE VOICE OF INFLUENCE, TAKE THE TIME TO LISTEN AND ARE NOT AFRAID TO BE HEARD. SEND YOUR NOMINEES TO INTERNALCOMMS@CELLC.CO.ZA

Submit an article or story You can write about anything that is happening in your team or department. Share inspiring stories about work at Cell C and how we serve our customers and collaborate with our colleagues. Submit your article and photographs before 10 June 2022 to Internalcomms@cellc.co.za and stand a chance to win a R500 voucher.

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