Vodacom DRC 2023

2 | Africa Outlook Issue 102

VODACOM DRC TECHNOLOGY

D I G I TA L D R C We speak with Khalil Al Americani, CEO of Vodacom DRC, to discuss the company’s facilitation of sustainable and people-centric digital connectivity to the urban and remote across the country Writer: Marcus Kääpä | Project Manager: Josh Hyland

T

he digital age has revolutionised the way that we communicate and carry out business. E-commerce, mobile banking and video calls are just three examples of the widespread digital tools that are now necessary for modern living.

As African nations grow in population, economy, business and urban centres, the paramount requirement of accessibility to modern technology and reliable digital connection becomes increasingly clear.

In the Democratic Republic of the Congo (DRC), the need for digital infrastructure and related services has never Khalil Al Americani, CEO been more apparent. While the DRC is a country of rapid development in the telecommunications (telecoms) and digital communication space, there remains a lot of potential in the sphere.

“The DRC has a very exciting business environment for the telecoms industry. We haven’t yet reached all potential consumers and there is definitely room for growth,” begins Khalil Al Americani, CEO of Vodacom DRC. “The nation has not yet rolled out 5G and is still developing its 3G/4G network. The low internet penetration rate leaves plenty of potential for the development of higher-speed networks and linking the DRC to fibre.”

According to Al Americani, mobile telecoms penetration sits just above 50 percent, with SIM cards being widely used and integrated into society, while internet penetration is at 27 percent of the total population, followed by banking penetration at less than 15 percent.

On top of this, there are multiple challenges in the way of network development, where barriers emerge as a result of the DRC’s governmental systems, geographical terrain, as well as the recent and worldwide impact of the COVID19 pandemic. The business environment in the DRC faces numerous challenges in terms of last-mile infrastructure, combined with the national taxation system and heavily

active bureaucracy. The COVID-19 pandemic set a negative growth trend, however, the economy bounced back from this with an increase in demand for telecoms and digital financial services like Vodacom DRC’s M-Pesa App (M-Pesa).

“While laws protecting investors are in effect, we look to the government for more responsiveness to the needs of investors in improving the business climate and regulatory framework to create a level playing field,” Al Americani states. “We have witnessed a great deal of responsiveness for the past few months from the business climate unit within the government of the DRC that has been proactively working with the private sector for the improvement of the business climate in the country.

“We are hoping for better and we are seeing some good directional movements in that sense,” he affirms.

THE PRIMARY PROVIDER Vodacom DRC is one of the national branches of the internationally recognised Vodacom Group, a company with network operations across the globe. Vodacom Group aims to connect people for a better future, and through its three pillars of purpose – promoting a digital society, inclusion for all, and limiting the impact on the planet - the company aims to positively transform lives, drive a better digital future, and be mindful of sustainability objectives along the way.

Operating across the DRC, Vodacom DRC is the leading telecoms operator (telco) in the nation’s market with an average of 34 percent market share for global systems for mobile communication (GSM) and 40 percent for M-Pesa. Vodacom DRC relies on its advanced technology, products, and services to connect individuals, communities and businesses in a world that has become highly digitalised.

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VODACOM DRC TECHNOLOGY

The company stands above competitors in the industry by providing voice, data, messaging, money transfer solutions and m-commerce (commercial transactions via apps and mobile sites). With 2G, 3G and internet access coverage, Vodacom DRC has made it possible to connect people from the deepest remote locations to the upmarket suburbs of the country.

“Our purpose is to connect everyone in the DRC for a better future through our technology, and our three company pillars help us achieve this,” Al Americani tells us.

“We believe in a connected digital society, where the opportunities and promise of a better digital future should be accessible to all, and that business success should not come at a cost to the environment. We also contribute to job creation by directly employing more than 1,000 people, as well as 450,000 indirectly through Vodacom Group’s core activity, and have created around 150,000 jobs through M-Pesa.”

Today, Vodacom DRC provides a wide range of other fixed and mobile communication services including internet, financial and converged services to more than 21 million individuals and corporate customers.

As a corporate connectivity provider, Vodacom DRC does not take a

one-size-fits-all approach. Rather, the company engages with its customers to ensure they receive tailor-made solutions that meet their operational demands, thus providing Vodacom DRC with the greatest growth potential in the country.

“Currently, we are transitioning from telco to TechCo, a major shift in our business from product to solution provider,” Al Americani explains.

“Indeed, we want to be known for our technological expertise and capacity to respond to people’s needs, all with a seamless customer experience. In this vein, we are now setting the pace for TechCos in the country.”

Exemplifying purpose materialisation is Vodacom DRC’s leading remote area coverage with the company’s 100 percent green rural coverage sites (RCSs). Having already deployed 855 sites country-wide, Vodacom DRC has succeeded in providing service coverage to 12.7 million people, 1.5 million of which make use of RCSs, with 27,000 of these being active data users, and 270,000 as active M-Pesa users.

DEVELOPING THE DRC Vodacom DRC is a highly peoplecentric company, both when it

“ W E A R E N O W L O O K I N G AT T E C H N O LO GY N OT J U ST AS A P R O D U C T B U T M O S T LY A S A N E N A B L E R F O R O U R I N N O VAT I V E DEVELOPMENTS” – K H A L I L A L A M E R I C A N I , C E O, VO DACO M D R C

4 | Africa Outlook Issue 102

comes to its customer-focused offers and services, and operational efforts establishing sites across the country to facilitate connectivity to those who need it, whether they are in rural, remote or bustling urban areas.

On top of this, Vodacom DRC is internally focused, a thread that runs through the wider company globally, ensuring that all staff efforts are recognised, rewarded and supported.

Equal opportunity exists throughout the business, as an aspect that stems from the highest executive levels.

“With a population coverage of 56 percent, we connect communities and individuals in even the most remote areas through state of the art technology to reduce the infrastructure gap by connecting towns and villages,” Al Americani elaborates.

“To date, our 2G coverage represents 58 percent, 3G coverage stands at 38 percent, and 4G coverage accounts for

34 percent, the latter of which we plan to accelerate.

“Since operating in the region, we have spread our footprint across the DRC, a country whose size sits around seven times that of Germany, with representation in all 26 provinces. In terms of employment, we are proud to have been awarded Best Employer seven times in a row.”

For Vodacom Group, there exists a central company mission and set of values that echoes through the entire business structure, held up by its multiple branches. Part of this is the commitment to equal opportunity through recruitment services; applications received for all Vodacom DRC vacancies are screened on a oneto-one basis to make sure the best applicants are given opportunities to be listened to. Through its diversity programme, Vodacom DRC reaches out to the best talent around the globe and from all backgrounds (telecoms, IT, finance, fast-moving consumer goods (FMCG), legal, commerce, oil and gas, management

and more) to bring their expertise to innovate the telecoms sphere in the DRC while remaining compliant to the laws and regulations enforced in the country.

When it comes to gender equality, Vodacom DRC is currently nearing a 25 percent female management team (11 percent on the board of directors), and the company’s gradual objective is to reach 30 percent in executive

management in the future.

It’s not hard to see how Vodacom DRC’s people focus has impacted the company’s growth. Indeed, with customers and employees at the fore of the business’ thoughts, trust, dedication and commitment have led the company to build its capacity.

This is reflected by its continued investment in its primary asset – people.

VODACOM GROUP – THREE FOCUS AREAS TRUST To build trust with customers through simplified and transparent pricing, customer orientated solutions and reducing planetary impact.

FAIRNESS To ensure fairness and promote digital inclusivity through enhanced access to digital products, services and infrastructure.

LEADERSHIP To demonstrate responsible leadership through innovation in internet of things (IoT) and mobile financial services, convergence and solutions that benefit society.

Africa Outlook Issue 102 | 5

Your smart partner for telecoms and mining in the DRC

I

n the face of the challenging and varied terrain of the DRC, PROCO & Cie (PROCO) is the solution to the country’s needs when it comes to facilitating digital connectivity. The company operates as Vodacom DRC’s premium local supplier of telecoms infrastructure and hybrid power systems, bringing bespoke products and services to the DRC’s critical urban hubs, and traversing the vast country to establish remote rural sites.

Supported by international partnerships with renowned companies, PROCO has been committed to providing game-changing products and integrated solutions since 2015. These partnerships allow PROCO to access industry-leading technology and expertise and apply them to the local market in the DRC, opening up PROCO as an essential subcontractor in the telecoms and mining sectors within the country and Africa. From delivery to installation and everything in between, PROCO’s innovative products help Vodacom DRC earn added revenues while incorporating the latest technology designed with the future in mind.

PROCO’s own highly trained and experienced teams boast the technical ability to bring the best results and support projects from start to finish, which has helped make PROCO an invaluable partner for network operators across the DRC. The company’s level of professionalism can be seen in its portfolio of worldclass products and service offerings, including the deployment, installation and commissioning of towers, data centres, RF planning and optimisation, technical site surveys and site acquisitions, zoning, authorisation, commercial and value-added services, as well as building reliable fibre optic networks. This is exemplified

by the company’s competence and ability to establish Rural Coverage Sites (RCS) across the DRC, which involves negotiating the challenges that the country’s unique geography poses, and ensuring the productivity and profitability of such sites for customers in the nation.

PROCO recently delivered its 100 RCS Towers Turnkey Project and hybrid power systems to Vodacom DRC’s main warehouses in Kinshasa, Lubumbashi and Goma, that saw the company aid in the design, building, supply, and installation of the towers ready for operation. PROCO completed all stages of the project, from detailed engineering requiring industry-leading expertise, to the timely construction and installation on-site, adding towards Vodacom DRC’s 2030 carbon reduction aims, and Vodafone’s overall ‘Net Zero’ target by 2040.

Vodacom DRC chose PROCO for this task for “green sites” due to the company’s competence and passion in the field, and the myriad benefits that are synonymous with PROCO’s bespoke offerings.

Quality and robustness are at the core of PROCO’s unique equipment design with every component of the hybrid power systems, cabinets and tower structures being pre-tested prior to shipment under various conditions to ensure lasting and effective function, and it was no different for the company’s work with Vodacom DRC. It was PROCO’s application of innovative drive to answer industry issues that saw it chosen as a key partner. One of the impactful aspects of the solar operation in the DRC is that of shading on solar panels, with rainy days seeing up to a 30 percent lower yield of energy, and it was one of Vodacom DRC’s requirements to answer this problem.

In response, PROCO applied its expertise to achieve a level of productivity that sees such RCS sites able

to operate 100 percent on solar power for up to four days consecutively, while efficiently harvesting solar energy in the high-capacity batteries. This answer was above and beyond what Vodacom DRC had requested for “green energy”, and added significant benefits in uptime, profitability and overall savings, proving PROCO’s offers the most efficient tower and solar panel design in the market.

This is one of the many reasons PROCO is chosen as a premium supplier to Vodacom DRC. Given the challenging terrain and remoteness of the rural sites, it was also imperative that several technical enhancements were undertaken to ensure site uptime, autonomous reliability, safety for workers and site security. High site performance, the longevity of lifespan and autonomy were critical, especially as the remote nature of the sites made them more difficult, expensive and time-consuming for technicians to reach and for maintenance to be undertaken.

Additionally, by using industry-leading equipment such as LiFePo batteries, PROCO ensured that energy storage at the site has the potential to be increased to

1,000Ah (a 40 percent increase on its current design) through minimum modifications, if required, as well as spare space for additional controllers and MPTs to develop potential for future expansion. This consistency in productivity, reliability and foresight proves the quality of PROCO’s offerings by providing maximimum site autonomy specifically catered to Vodacom DRC’s requests, and achieving a successful and long-lasting project that will operate into the future and answer the growing consumer demand in the DRC.

for all across the DRC, keeping people linked through reliable communication, services, information, banking and entertainment. Alongside this, accessibility to rural locations across the country is a priority for both PROCO and Vodacom DRC.

The drive towards facilitating and increasing connection for all communities across the country is front and centre for PROCO. 4G connectivity has been proven to reduce poverty and grow prosperity, and PROCO recognises this critical fact in the improvement of lives within the DRC through education, information, finance and communication. People around the globe, especially after COVID-19, have become so dependent on the internet and information to exercise their socioeconomic human rights such as education, healthcare, work and housing, that online access and digital connectivity is now being debated as a basic human right.

As such, PROCO’s focus on people is reflected in its customer service. The company recognises customer demands and acts to meet them swiftly, priding itself on achieving customer objectives within the boundaries of deadlines and budgets. When it comes to delivering such objectives, PROCO has the ability to mobilise efficiently and maintain the best possible industry standards, ensuring a consistent high level of service, no matter the customer project. Together with our strategic partners, the next step in the evolution of the business is to offer network as a service (NaaS) to telcos across the continent as a cloud service model in which customers can rent networking services from cloud providers.

With such a future in mind, PROCO is helping Vodacom DRC achieve a great contribution to people, as well as the planet. In an increasingly digital age, connectivity is critical. PROCO is paving the way for digital accessibility

info@procordc.com | www.procordc.com

VODACOM DRC TECHNOLOGY

AFRICA OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER BACKGROUND AND INTRODUCTION TO VODACOM DRC? KHALIL AL AMERICANI, CEO: “I have been the CEO of Vodacom DRC since August 2021. I’m also the Chairman of the Board of Directors of Voda-Cash, the subsidiary of Vodacom DRC that specialises in financial services accessible to all in the country known as M-Pesa, a pan-African payment platform.

“I’m from a civil engineering background, and have always had a burning passion for inclusion, innovation and disruption. I built the majority of my career primarily in operations and general management before expanding to strategy and business development.

“I’ve worked across Africa and the Middle East, having amounted more than 20 years of experience in the telecoms sector, and this has enabled me to develop essential skills for the growth of global markets in the fields of commercial, technical, operational, strategic, and consulting.”

“ I N N O VAT I O N I S I N O U R D N A A N D T H I S W I L L C O N T I N U E T O B E T R A N S L AT E D I N T O O U R PRODUCTS AND SERVICES” – K H A L I L A L A M E R I C A N I , C E O, VO DACO M D R C

To attract the best talent to its operations, Vodacom DRC’s internship programme is open to every student in the fields of engineering, computer sciences, marketing, commercial, legal, finance, and supply chain to enrol in a month of training free of charge in any department of their choice.

“We offer online training to our staff, both when they first join the company and for existing employees to grow their skills and potential,” says Al Americani. “For example, we have a trainee programme for the integration of new university graduates in our organisation, granting them their first professional experience and later with an opportunity for full-time positions as managers after two years.”

This promising talent strategic approach is achieved through a variety of programmes: Elite, a two-year graduate excellence programme; Columbus, a two-year exchange programme; and Moto Molo, a scholarship for furthering studies abroad.

Vodacom DRC prides itself on contributing to building the nation’s digital ecosystem through strategic partnerships in digital literacy. The company launched digital labs in collaboration with Kinshasa Digital Academy (KADEA), which falls in line with Vodacom DRC’s strategy to support employment and develop digital skills in the country.

DIGITAL EXPANSION The need for digital tools and technology in the DRC cannot be overstated. It is because of the necessity of connectivity, excellent offers and dedicated people that Vodacom DRC is seeing such growth in the country, and the company is 8 | Africa Outlook Issue 102

rising to meet the increasing demand across the nation.

“In our modern expansion journey, we are now looking at technology not just as a product but mostly as an enabler for our innovative developments,” Al Americani tells us. “In this regard, we are accelerating 4G deployment to develop the IoT and encourage the usage of artificial intelligence (AI).

Furthermore, we provide open application programming interfaces (API) to fast-track integrations with local developers. This way, they can use our APIs including the payment methodologies through M-Pesa.”

Vodacom DRC is improving its 4G coverage in main cities and large towns for greater network availability through power upgrades and battery swaps to reduce carbon footprint.

According to Al Americani, 5G will provide the infrastructure needed to roll out the entirety of the company’s innovations, boost capacity enormously, and open up a whole world of new possibilities for its consumers in the DRC. “As we progress in our coverage, we are able to circumvent the challenge of infrastructure through RCS deployment,” he adds. “The 100 percent solar-powered sites allow us to bridge the coverage gap at lower costs in various remote areas.”

This use of solar-powered sites also highlights Vodacom DRC’s sustainability commitment, and that of achieving net zero by 2030. To achieve this, the company has implemented energy management plans in its operations, and integrating solar in its remote sites is a key part of this. Such sites are needed in remote locations where grid power is unavailable or unreliable.

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“We intend to make renewable energy a standard component in power solutions for years to come.

Meanwhile, we are driving efficiency in rectifiers, generators, and associated equipment. We are working towards our ISO50001 certification,” Al Americani continues.

“These are in our plans to improve energy efficiency both for environmental purposes and the efficiency of our operations.”

DRIVING DIGITAL EXPANSION By nature of the industry in which it

operates, Vodacom DRC is driven towards innovation and is very agile in the way it develops its services portfolio to offer more value to its customers and create an improved customer experience. As just one example, developments like the ConnectU platform, a web portal that allows free access to vital information, play an essential role in connecting the unconnected.

Customer experience is at the centre of Vodacom DRC. The Vodacom App offers the convenience and efficiency of accessing all

VODACOM GROUP – AT A GLANCE M-PESA M-Pesa is a simple, easy and secure way of allowing customers to keep money in an account via their phones, withdraw or transfer money, purchase airtime, goods and services, renew bouquets of cable channels, pay for air tickets and much more.

CUSTOMER SERVICE Customer satisfaction is Vodacom Group’s duty. The company’s teams work tirelessly to offer assistance that meets customer needs and concerns.

BETTER COVERAGE Thanks to its wide network coverage, customers can be connected everywhere in the DRC and benefit from the fastest internet connection.

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company services in a single place. In addition, Vodacom DRC digitalises its customer journey through interactive voice response (IVR), reducing the need to contact call centres by 60 percent, a further representation of the company’s technological development moving forward. Yet, being people-centric does not just encompass convenience and offers; Vodacom DRC is also driven to help deliver security to its customer base.

“As a consequence of increasing digitalisation, consumers are more vulnerable to privacy infringement.

That is why we are pioneering general data protection regulation (GDPR) with an innovative service that allows consumers to protect their identity and stay anonymous when it comes to simple transactions like airtime purchase,” Al Americani explains. “We are also developing our M-Pesa open API, a framework that will allow for the digital market to evolve in the DRC, where merchants can host mini apps and integrate them to the M-Pesa ecosystem.

“These are just some examples of our diverse digital offers, and we also provide a lot of digital content, such as sports, music, and video streaming that we have developed across our line of products.”

Human Capital Development in the Telecommunications Sector

Sodeico Holding (Sodeico) was established in 1987 to meet a growing demand for experienced and qualified personnel in the Congolese employment market.

A pan-African multi-sector solutions provider, Sodeico offers its customer business services within human resources (HR) management, business development and consulting, procurement and supply chain, facility management, remote catering and camp management, and FinTech solutions.

Sodeico Manpower, one of the company’s three biggest branches, specialises in providing high-level HR management services including recruitment, outsourcing (local and expatriate), HR consultancy, training, and payroll.

Human capital development is an influential component in enhancing competitive advantages within the telecommunications sector in the DRC. “Intellectual capital is generally assumed to be an important aspect of the telecoms sector and one of the most conducive to innovative activity and unrestrained competition,” says Djo Moupondo, Executive Director at Sodeico.

“It has mainly three key components: human capital, structural capital, and relational capital. Competitive advantages within this sector will not be sustainable unless an organisation uses these assets effectively and efficiently.”

EMPOWERING EMPLOYEES Among these three dimensions, human capital is a combination of skills, competences, talents and know-how, ethics, values, and attitudes of both employees and managers.

Now, telecommunications operators such as Vodacom DRC and others are reviewing their strategies to deal with a volatile operating environment, expanding the scope and ambition of their digital transformation initiatives and refocusing on sustainable development by seeking to improve the diversity and integration of human capital and to attract new talents.

“According to a study conducted by Ernest & Young in late 2022, amongst the top 10 main obstacles faced by telecommunications operators, we can cite the inability to improve the corporate culture

and working methods,” Moupondo states.

“Employees feel empowered by working at distance and believe that the company culture has improved since the beginning of the COVID-19 pandemic.”

The report found that 91 percent of employees in the technology, media and telecommunications (TMT) sector want to work remotely at least twice a week; however, 25 percent of TMT employers think everyone should come back five days a week.

“Telecommunications operators must listen and respond to their employees or risk losing key talent,” emphasises Moupondo.

IMPROVED EDUCATION The lack of human capital development affects the telecoms sector in developing countries, as a lasting obstacle to success and a hinderance to enabled growth.

Now, developing countries are experiencing a boost in human capital development within the sector, with most major operators actively contributing to their intellectual capital growth as a leverage point.

“Improved education is not a necessary condition for telecommunications alone; it is a fundamental imperative for achieving most development goals, and governments must continue to encourage the integration of ICT into their educational strategies,” Moupondo outlines.

From a practical point of view, Sodeico Manpower has over 35 years of expertise in emphasising the vital role of exploiting intellectual resources with a specific focus on human capital development, from investing in human resources management with competences in recruitment technology, skills and talents search and placements, training and capacity building to successfully becoming a key HR partner within the telecommunications sector in the DRC, and throughout sub-Saharan Africa.

Djo Moupondo – Executive Director at Sodeico Holding

cd@sodeico.org +243 89 71 15 242 www.sodeico.org Sodeico Manpower (LinkedIn) Sodeico (Twitter and Facebook)

“ W E A R E C O N S TA N T LY A DA P T I N G , L E A R N I N G FA S T A N D C H A N G I N G THE FUTURE AS WE M O V E F O R WA R D ” – KHALIL AL AMERICANI, CEO, VO DACO M D R C

CONNECTIVITY FOR THE PEOPLE Vodacom DRC continues to stand as a pioneer in rural coverage, having done so since 2012. A full decade of the company’s operations and services has seen it launch a new generation of RCSs that provide 3G data connectivity.

“Vodacom DRC has a social contract and commitment to accelerate development in the DRC through connectivity, and this commitment has been translated into practice by a range of projects and platforms,” AI Americani states.

One example of this is VodaEduc, part of the Instant Schools for Africa Foundation programme which is an effective response to global challenges, related to access for all and without discrimination to quality education. It has therefore been considered the largest philanthropic programme of the Vodafone Foundation for more than 25 years.

Within this, VodaEduc provides free access to the national education curriculum alongside supplementary international education, to those who need it. This allows millions across the country to access quality educational content anywhere at any time, a 12 | Africa Outlook Issue 102

true offer of unrivalled value to the nationwide community.

Another platform is Mum & Baby, an informative tool for mothers and soon-to-be parents that helps to keep users informed regarding the health and well-being of both their children and themselves. Mum & Baby provides a range of media, including articles and videos, with advice when it comes to fertility, pregnancy, health centres, medicine, immunisations, infant developmental stages and

more, to give new families as much help as possible.

Overall, through its foundation, Vodacom DRC has launched digital classrooms across the country to promote digital literacy, contributed to poverty reduction through M-Pesa micro loans and micro savings services, disbursed approximately USD$2 million in loans through its M-Pesa platform, and promoted multiple programmes regarding diversity and inclusion.

AFRICA OUTLOOK: COULD YOU ELABORATE ON YOUR COMMUNITY-CENTRED APPROACH TO BUSINESS? KHALIL AL AMERICANI, CEO: “We are focusing more and more on an efficient way to increase the impact on the communities in which we operate, in terms of health, education inclusion, rural inclusion, and youth inclusion. Those are the driving forces behind what we do, and we make sure that we can be a role model for people and companies throughout the country. From an innovation perspective, we look to remain the primary employer of choice in the DRC. “Additionally, we make sure to drive more meaning for our brand through our purpose of connecting for good, digital inclusion and the planet. These are very exciting times to be in the technology industry, and we believe that we can provide a vast contribution to our communities and society in general.”

VODACOM DRC TECHNOLOGY

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Africa Outlook Issue 102 | 13

VODACOM DRC TECHNOLOGY

“These kinds of platforms are incredibly important to people all over the DRC, and so it is equally important to make these accessible to everyone, no matter their location in the country,” Al Americani elaborates.

“Today, and with help from partners in the industry, we have rolled out more than 855 RCSs, and we’re planning to roll out another 100 throughout the financial year.”

Moving ahead through 2023 and beyond, Vodacom DRC will continue to be a purpose-led company transforming lives in the DRC through technology, all the while adapting to the changes that present themselves in the industry and throughout the nation.

“In the future, we will be a fullyfledged technology company offering more content when it comes to education, agriculture, and health to drive further inclusion and well-being,” Al Americani assures us.

“Innovation is in our DNA, and this will continue to be translated into our products and services that meet the needs of our customers based on their requirements and enterprise.

Our ambition, aside from innovating in technology, is to be a partner of choice – from assisting new tech entrepreneurs, through flexing our approach to customers’ needs, to supporting government and society.

We are constantly adapting, learning fast and changing the future as we move forward.”

Regardless of the external challenges presented to the company, Vodacom DRC’s ambition, purpose, strategy and spirit, combined with its employees’ commitment and passion, will ensure the long-term success of the business because, in the words of Al Americani, “Together we can”.

VODACOM DRC Tel: + 243 81 31 31 000 vodacom@vodacom.cd www.vodacom.cd 14 | Africa Outlook Issue 102

VODACOM DRC TECHNOLOGY

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VODACOM DRC Tel: + 243 81 31 31 000 vodacom@vodacom.cd www.vodacom.cd

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