During this reporting period, our Board held six scheduled meetings: regular quarterly meetings, a strategy session and the AGM. It met another two times to review our full year financial statements and approve this Annual Report and our third sustainability report. We have good processes in place for running short and efficient extra virtual Board meetings to approve matters arising between meetings.
Strategy
Our refreshed strategy, led by CEO Sunil Taldar, focuses on enhancing customer experience and transforming lives across Africa. It includes six pillars: strengthening market presence, delivering top network experiences, excelling in key markets, digitising processes, accelerating Airtel Money, and expanding home broadband and enterprise services. We emphasise optimising costs, sustainability and investing in talent.
We remain absolutely focused on executing against our strategy to efficiently and effectively deliver essential services to improve the lives, communities and economies we serve.
The Board’s appraisal and oversight of our strategy is embedded across its annual plan of work. This includes dedicated strategy days, business-led strategic updates throughout the year and Board approvals of specific projects.
Our priorities
- Reviewing and, when necessary, challenging the proposed strategy and yearly operating plan
- Providing a best-in-class network and digitising and simplifying the customer journey. Our focus on speed and execution is enabling us to unlock the substantial opportunities for growth across our markets and business segments, where demand remains significant
- Investing for the future by expanding our distribution and network to ensure that we capture significant growth opportunities
- Reviewing external changes and understanding potential impacts on our long-term strategy. Also assessing both the risk and opportunities we face and identifying key topics to consider to continue maximising both shareholder and stakeholder value. We recognise that adverse changes in the political, macroeconomic and policy environment could have a negative impact on our ability to achieve our strategy
- Executing our refreshed our strategic plan to ensure we stay focused on our growth strategy, strong operational execution and margin resilience – this has successfully limited the impact of inflationary and currency headwinds on the Group
- Reviewing our IT strategy, including a holistic review of all security projects, our network and IT platforms, and their fitness for purpose and readiness for growth
- Reviewing our portfolio and geographical strength against competitors – and refreshing the investment proposition across all markets
- Developing Airtel Business (B2B), including our FibreCo and Nxtra business plans – working on organisational design, process mapping, dedicated and shared resources, incentive plans, and gaps in capacity and capability
- Scaling our home broadband business (HBB) and enterprise offerings by increasing investment
Actions taken during the year
- Received regular updates from the CEO and CFO, as well as business reviews and senior management presentations
- Reviewed monthly Board reports from the CEO covering regional performance, macroeconomic and geopolitical tension updates, insecurity and network infrastructure issues and other headwinds, product developments and key market trends and challenges, financial position, performance against budget, and stakeholder updates
- Discussed market volatility, political uncertainty, inflation sensitivities, and tax updates with senior management
- Enhanced support for the Regulatory sub-committee by adopting an ‘influencing strategies’ document to aid information-sharing and influencing policy and decision-makers
- Monitored the impact of climate change on revenues and the cost of running the network
- Approved additional enterprise investments to support future-ready services by growing our fibre infrastructure and 5G capabilities and investing in data centres to enhance digital inclusion:
- Nxtra by Airtel developing a 38-megawatt data centre in Nigeria, the first of five planned across Africa
- Telesonic leveraging fibre infrastructure to meet the growing demand for wholesale data with comprehensive fibre and submarine cable solutions
Financial performance
Given the challenging prevailing macroeconomic and geopolitical environment, the Board sought to manage currency risks and address cost challenges in high inflation markets.
Our priorities
- Reviewing the capital allocation policies to focus on fewer, bigger and more profitable opportunities to accelerate growth and minimise the impact of foreign exchange headwinds and currency devaluations (and hyperinflation in Malawi) and respond to the longer-term consequences of pricing, reinvestment and growth
- Following a detailed plan for addressing cost challenges in high inflation markets
- Reducing external foreign currency debt at Group level
- Improving EBITDA margins through robust cost discipline, more efficient capital expenditure, network optimisation and technology usage
Progress and actions taken during the year
- Our capital structure remains robust, with just 8% of OpCo debt in foreign currency – a substantial improvement over the last year
- Approved the full repayment of a $550m bond, achieving a zero-debt position at HoldCo. This repayment, made from cash reserves, aligns with our strategy to reduce external foreign currency debt
- Our successful capital allocation since the IPO has resulted in a favourable leverage and capital structure. The focus remains on reducing foreign currency debt obligations across operating companies
- Initiated a share buy-back programme – the first, from 1 March to 28 October 2024, returned $100m to shareholders by purchasing 68,834,800 shares at an average price of £112.30 each. The second began in December 2024 and completed on 24 April 2025
- Endorsed the adoption of ‘lift and shift’ programmes from India to Africa. This involves transferring and implementing successful strategies in Africa, such as automating sales processes and replicating Bharti’s customer, network and enterprise solutions. These programmes are adopted on an ‘arm’s length’ basis to ensure fair and independent transactions between companies within the same shareholding Group
- Drove cost efficiencies to mitigate against inflationary pressures on the cost base
- Reviewed quarterly compliance certificates provided by executive management and discussed areas of non-compliance – these confirmed the adequacy of procedures to review the effectiveness of our internal and disclosure controls
Airtel Money
Our strategy for Airtel Money is to revolutionise the financial services landscape in Africa, particularly Nigeria.
Our priorities
- Looking at opportunities to create more value and expand our Airtel Money business, including the conversion of the GSM customer base to Airtel Money across all markets
- Building strong compliance and governance teams and ensuring optimal compliance across all markets and enhanced fraud monitoring and controls systems
- Separating the GSM and Airtel Money businesses and more quickly getting the people and HQ structure in place to deliver the IPO
- Growing our ecosystem, acquiring customers, introducing new money transfer routes and loan products, and promoting digital app transactions for a seamless experience with the aim of expanding Airtel Money to increase financial access in underserved communities
- Reviewing the Airtel Money capital allocation policies and management support to strengthen distribution through kiosks, Airtel Money branches and multi-brand outlets
- Focusing on and updating our regulatory and risk and compliance functions and controls environment
Progress and actions taken during the year
- Received updates from the CEO of Airtel Money on business, management strength, compliance and controls environment, and listing readiness
- Monitored and reviewed the evolving regulatory landscape
- Reviewed and challenged the effectiveness of the risks and control framework to ensure an appropriate management system for financial services and a culture of compliance and accountability
- Approved the Nigeria PSB capital restructuring through a secondary sale of shares to AMC BV
- Oversaw the Airtel Money Audit and Risk Committee activities by delegating attendance to the senior independent director, who reported positively on significant regulatory and compliance discussions
- Received regular updates from our CFO after he attended AMC BV IPO steering committee meetings
- Received confirmation that our compliance score improved from 74% to 94% during the reporting period
Sustainability
Our sustainability strategy aligns with our purpose of transforming lives and our commitment to sustainable development. It focuses on fostering financial inclusion, bridging the digital divide, and expanding services in underpenetrated telecoms markets.
Our priorities
- Committing to developing infrastructure and services to drive both digital and financial inclusion for people across Africa
- Driving reduced greenhouse gas emissions across our footprint by bringing off-grid sites onto the grid, solarising sites and rolling out hybrid infrastructure sites
- Using less diesel at network sites, especially towers, by collaborating with tower companies (towercos) to find solutions
- Improving sustainability and carbon emissions data by moving towards automation and increasing scrutiny at OpCo and Group levels to ensure more robust and reliable data
- Completing the establishment of the Airtel Africa Foundation and providing funding to enable this to deliver the Group’s CSR activity
Progress and actions taken during the year
- Approved the renewal of tower lease agreements with American Tower Corporation for about 7,100 sites in Kenya, Niger, Nigeria and Uganda for 12 years with a focus on renewable energy solutions
- Reviewed the Task Force on Climate-related Financial Disclosures (TCFD) and prepared for the Corporate Sustainability Reporting Directive (CSRD) – identified climate-related risks and opportunities and continued to oversee and support the implementation of the sustainability strategy
- Considered ESG and health and safety updates as part of the Board and Sustainability Committee updates
- Reviewed the full year results for sustainability KPIs and progress against targets – and set goals and targets for the forthcoming year
- Reviewed and committed to our five-year pan-African partnership with UNICEF to roll out digital learning through connecting schools and ensuring free access to learning platforms in 13 countries
- Received updates on the Airtel Africa Foundation which described the inaugural activities, including the launch of a student fellowship programme in Tanzania
- Approved an initial funding of $1m to the foundation and committed to donating up to 1% of annual net profits from profitable operating companies in cash or cash equivalents
- Approved entering into a $165m sustainability-linked loan with the IFC – this includes three ESG-related targets which, if met, may result in a reduction in interest rates
- Began using lithium batteries at our sites to reduce reliance on diesel and the electricity grid
Our people: leadership, succession and culture
Our strategy is to ensure that we always have the right people, with the right skills in the right roles at the right cost, who can demonstrate Airtel Africa’s unique culture of ‘I am Airtel’.
Our priorities
- Reviewing succession plans for the Board, committees and senior management as presented by the Group chair on behalf of the Nominations Committee
- Monitoring the Group’s culture and defining a culture that promotes ownership, entrepreneurship and strong governance
- Continuing to drive our people agenda and the robustness of our succession plans to improve gender balance, talent management and bench strength
- Creating a well aligned ExCo and leadership team that is visible and aligned, works collaboratively and co-owns the agenda
- Making sure our remuneration policy remains appropriate and able to incentivise our executive team, while being able to adapt to each year’s developments and strategy
- Improving the Board’s direct engagement with our people and other stakeholders
- Completing the all-employee survey
- Investing in building people capabilities and fostering collaboration across functions to succeed in key markets
Progress and actions taken during the year
- Received, reviewed, and endorsed succession plans for the Board and each level of the senior leadership team
- Conducted a deep dive review of pay structure for executive directors, ExCo and senior management including the use of non-financial performance measures, and examined benchmarking data for all non-executive and executive directors
- Endorsed our talent, culture, and employee engagement initiatives, and received regular updates from the CEO and chief HR officer on employee engagement and talent development initiatives – including the Africa and India mobility programmes, job rotation opportunities, the Global Talent Accelerator (launched January 2025), and the Commercial Master Class (launched September 2024)
- Received updates from our chief HR officer on key vacancies (ExCo, senior leadership and OpCo MDs) and on efforts to improve gender balance at senior management level
- Monitored, encouraged, and noted progress against our gender balance targets at ExCo, country managing director and senior management levels
- Endorsed the promotion and appointment of Kamal Dua as chief financial officer
- Endorsed the CEO’s ExCo and other senior leadership appointments and OpCo managing directors
- Monitored the induction programme for three new non-executive directors – these involved sessions with the CEO, CFO and ExCo covered strategy, performance, budgeting, human resources, diversity challenges, and medium-term plans
- Received a report on the employee survey results highlighting three areas: information sharing, non-financial rewards, and managing change more effectively
- Discussed ways of working and how to move employees to an ‘I am Airtel’ mentality – in other words, how to connect with people below the ExCo
- Held regular virtual meetings (Employees Connect) hosted by independent non-executive directors – these happen at least four weeks before each quarterly Board meeting to update the Board
- Discussed how to define a culture that promotes ownership around strong controls and compliance – also how the Board sets the tone for this and monitors the results
Internal control and risk management
The Board continuously monitors external and internal environments to identify risks that could affect operations, financial performance, or objectives. Based on the Group’s assessment, there have been no changes to the Group’s principal risks in the period.
Our priorities
- Reviewing the internal control framework and environment, data privacy compliance and IT Risks (through our Audit and Risk Committee)
- Building a business culture of collaboration with the internal audit team
Progress and actions taken during the year
- Reviewed changes introduced by the 2024 UK Corporate Governance Code around the Audit, Risk and Internal Control environment, including Provision 29 on the role of the board in monitoring and reviewing the company’s risk management and internal control framework and compliance with the Nigeria SEC requirements related to internal control (including Board attestation). The Board commented favourably on work by the Finance and Internal Audit teams around the control environment and emphasised the need to maintain momentum
- Received regular data security updates and reviewed cybersecurity initiatives through the CEO’s monthly and quarterly reports
- Considered and agreed the Group’s risk appetite and principal and emerging risks and approved risk appetite statements
- Agreed the Modern Slavery Act Statement (available at www.airtel.africa)
- Oversaw the annual rollout of mandatory compliance training across the Group and monitored the rollout of online learning programmes to build capacity, skills and knowledge of key policies including Code of Conduct, anti-bribery and anti-corruption, anti-fraud and information security
- Continued the programme of inviting the OpCo managing directors and finance directors to update the Audit and Risk Committee to help the members assess each OpCo’s culture, compliance, and control and risk environment
- Monitored litigation matters
- Implemented an evolving programme of continuous control monitoring across our 14 markets and functions eventually giving visibility into around 250 controls – and also Airtel Money as part of the IPO preparedness project
Governance
The Board adopts high standards of governance and regulatory compliance, focusing on making business decisions with an entrepreneurial mindset and effectively using all available resources.
Our priorities
- Developing as far as possible a frictionless governance structure which facilities Board oversight and challenge to the business within a culture of collaboration, mutual respect and efficiency
- Ensuring compliance with changing regulation at Group and OpCo level
Progress and actions taken during the year
- Reviewed compliance with the 2024 UK Corporate Governance Code and progress against Provision 29; and compliance with the Nigeria SEC requirements related to internal control (including Board attestation)
- Reviewed the new FRC Listing Rules, welcomed changes to the controlling shareholder regime and had updated training on applying these changes from our company secretary
- Heard committee chair updates on the work of each committee and discussed and endorsed committees’ work as necessary at each Board meeting
- Invited each regional director and each of the functional ExCo members to present business updates to the Board on rotation
- Considered and approved the notice of Annual General Meeting for shareholders and arrangements for the 2024 AGM
- Reviewed related party transactions during the year, determined that these were at arm’s length and agreed appropriate disclosures
- Held two additional single topic Board meetings to review our full year financial statements and annual report approvals process, and to approve our third sustainability report, to ensure both were fair, balanced and understandable before formal approval at the May Board meeting
- Monitored and considered stakeholder feedback and continued to actively promote wider engagement
- Received a joint presentation and had a discussion with our corporate brokers on our share price performance, investor profile, ESG profile, dividend yield and capital return considerations
A closer look at…
Our November 2024 Board strategy session
Purpose
- To review the refreshed Strategic Plan introduced by Sunil Taldar after becoming CEO
- To review the transitioning of Airtel Money to a more technology focused fintech
- We looked at ways to demonstrate the investment proposition and scale of opportunity in Africa to investors – despite potential impacts and risks to our long-term strategy
Attendees
Attendees included our:
- Board
- Group Executive Committee
- Group strategy team
- Finance team
Reviewing the external context
We’re partners to the younger populations of our 14 markets, as well as their governments, as we evolve our strategy and invest in a shared digital future that promises growth for Africa’s people, businesses, economies, and our own business.
As in previous years, our Board discussion was in the context of a challenging operating environment and unprecedented market volatility. This has been driven by macroeconomic and geopolitical factors, including inflationary pressures, political uncertainty, and FX devaluation across several key markets.
In this context, we considered the short-, medium- and long-term impact on our markets, supply chain and stakeholders, as well as the impact on our sustainability strategy.
This was set against positive economic prospects in sub-Saharan Africa: a fast-growing, young population, rising urbanisation, low levels of financial inclusion and low unique SIM penetration
Confirming strategic options
We agreed that our refreshed 2030 Strategic Plan aims to create value for our shareholders by aligning with our purpose and guiding us to:
- Deliver strong constant currency growth across all segments and a stronger balance sheet despite global macroeconomic volatility and political and economic headwinds in some markets – our industry-leading EBITDA margins have been affected by inflationary pressures and FX headwinds
- Increase our focus on customers to put them at the centre of everything we do
- Continue to innovate and invest in Airtel Money to capitalise on the significant potential of mobile money across the footprint
- Lead the way in the enterprise and home broadband sectors
- Adopt a sustainable capital structure to enable continued investment to sustain growth, and deliver strong shareholder returns
- Focus on the role of our people and our organisational culture, skills and capabilities
- Work with the Airtel Africa Foundation to enhance our corporate responsibility and strengthen our brand reputation
Outcomes and next steps
We agreed to make sure upcoming Board work includes:
- Making sure digitisation, cost optimisation and sustainability continues to underpin our strategy
- Confirming that each of our collaborative businesses – Voice, Data, Airtel Money and Enterprise – is well placed for its continued focus on growth and execution
- Approving the strategic priorities for each OpCo and agreeing optimal growth areas for each
- Regularly reviewing our capital allocation framework in the context of the evolving macroeconomic environment
Board attendance
Our directors make every effort to attend all Board and committee meetings. All scheduled meetings were fully attended during the reporting period.
If a director is unable to attend a meeting, they receive the papers in advance and give their comments to the chair to communicate at the meeting. The chair follows up with them after the meeting about decisions taken.
Directors’ other significant commitments are disclosed to the Board during their appointment, and they must notify the Board of any subsequent changes. We have reviewed the availability of the chair and the non-executive directors to perform their duties and consider that each of them can and does devote the necessary amount of time to Airtel Africa.
Scheduled Board meetings | Audit and Risk Committee | Remuneration Committee | Nominations Committee | Market Disclosure Committee4 | Sustainability Committee | |
|---|---|---|---|---|---|---|
1 Appointed in line with the relationship agreement. 2 Appointed to the Board on 1 July 2024. 3 Stepped down from the Board on 30 June 2024. 4 Stepped down from the Board on 3 July 2024. 5 Mr Rajagopal was unable to attend an additional unscheduled Nominations Committee meeting in October 2024 due to illness. | ||||||
Sunil Bharti Mittal Chair | 6/6 | 5/5 | ||||
Sunil Taldar CEO2 | 5/5 | 1/1 | 6/6 | |||
Segun Ogunsanya CEO3 | 1/1 | |||||
Jaideep Paul CFO | 6/6 | 6/6 | ||||
Andrew Green Independent non-executive director | 6/6 | 9/9 | 5/5 | 1/1 | ||
Awuneba Ajumogobia Independent non-executive director | 6/6 | 9/9 | 4/4 | |||
Paul Arkwright Independent non-executive director | 6/6 | 4/4 | ||||
John Danilovich4 Independent non-executive director | 2/2 | 1/1 | ||||
Tsega Gebreyes Independent non-executive director | 6/6 | 4/4 | 5/5 | |||
Annika Poutiainen Independent non-executive director | 6/6 | 9/9 | 6/6 | |||
Ravi Rajagopal5 Independent non-executive director | 6/6 | 9/9 | 4/5 | 1/1 | ||
Akhil Gupta Non-executive director | 6/6 | |||||
Shravin Bharti Mittal Non-executive director | 6/6 | |||||
Gopal Vittal Non-executive director | 2/2 | |||||
Board performance
The Board formally reviews its performance and that of its committees every year between January and February. In line with our three-year plan and building on the previous year’s findings, our 2025 review was externally facilitated by independent board review specialist Nasdaq. Nasdaq also provide Boardvantage, our Board software portal. They have no other connection to our business or any individual director.
This year’s evaluation took the form of an online questionnaire tailored to our specific activities and concerns. The Board, each of its committees, and all of the directors and the company secretary took part in the review. We invited our external auditor’s lead partner Ryan Duffy to participate in the Audit and Risk Committee evaluation.
Nasdaq worked with our company secretary to set the context for the evaluation and to tailor the survey to our company circumstances. This year’s questions explored areas for development identified in the 2024 review and reflected the circumstances in which our Board and business are operating.
The survey addressed core aspects of Board performance, focusing on:
- The clarity of our newly evolved strategy and performance measures, including internal and external communication and progress around our strategic pillars
- The Board’s understanding of the markets and competitive context in which we operate, as well as the opportunities and threats presented to the business by technological developments
- The Board’s oversight of our people, succession and talent management processes, as well as the company structure at senior levels and capacity to deliver on strategy
- The Board’s engagement with key stakeholders, including employees, and the effectiveness with which the Board monitors culture and behaviours throughout the company
- The effectiveness of our risk management systems and crisis control, and internal control and financial monitoring
- The dynamics in the boardroom in terms of encouraging candid discussion and critical thinking
- The relationship with management and the extent to which the Board provides effective leadership, support and challenge
- The appropriateness of the Board’s size and composition, including the skills, experience and diversity of members and structure of our committees
- The Board’s procedures and processes, including information and resources made available to members
- Mission, ethics and accountability
- Board meetings and administration
Each section included an open question inviting comment, including on overall effectiveness. From the anonymised survey responses and interview feedback, Nasdaq identified and reported on focus areas and recommendations for the Board and its committees. The results were discussed in detail by the Board and each committee, facilitated by the respective chair and our company secretary.
The results of the chair’s review were shared with the senior independent director, who then discussed the chair’s performance with the non-executive directors only.
2024/25 evaluation results
The chair and company secretary presented the preliminary reports to the Board in March 2025 for discussion and review.
In monitoring progress against the previous year’s actions, the evaluation determined that Sunil Taldar’s succession to the Group CEO role had been successfully completed.
The Board concluded that:
- The chair effectively leads and organises the work of the Board. Members feel comfortable sharing opinions, even if these are different to those of others
- There is an appropriate committee structure and clear delegation of authorities
- The Board performs its duties with integrity, due diligence and care in the best interests of Airtel Africa and its stakeholders
The Board and its principal committees agreed key actions for the coming year.
Evaluation for the year ended 31 March 2025
Board
- More detailed oversight, review and understanding of emerging and principal risks, including cyber and technology risks
- A better understanding of the potential impact of less tangible risks, such as geopolitical and culture risks
- Improved oversight of engagement with all stakeholders
Audit and Risk Committee
- A continued focus on internal control and systematic solutions to control issues – including preparation for Provision 29
Remuneration Committee
- An examination of senior management remuneration in 2026
Nominations Committee
- A continued focus on Board and executive succession planning to reach a gender balance at all senior leadership levels
Evaluation for the year ended 31 March 2024
Last year’s evaluation was described in the 2024 Annual Report on page 106. As a result of that evaluation, the Board and its committees identified several key actions for 2024/25.
Board progress report on 2024 areas of focus
General feedback
Recommendation
Continue to encourage an open culture and productive discussions among Board members and with Executive Committee members
Progress
We improved interactions and informal engagement between management and Board members through holding Board meetings in the Dubai headquarters, inviting ExCo members to Board dinners, and encouraging our non-executive directors to meet with local management when visiting the OpCos on Board business. Visiting non-executive directors also held local town hall sessions for employees when visiting the OpCo.
Recommendation
Improve the Board’s understanding of employee sentiment
Progress
Our non-executive directors were invited to attend each quarterly all-employee town hall hosted by the CEO, which included an open Q&A session.
We introduced the Employee Connect initiative. See more in Engaging with our people.
We reviewed the results of the second employee survey and discussed its findings with the chief HR officer. See more in How we engaged during the year.
We focused more on our people in Board reporting, making this a standing agenda item with separate updates from both the CEO and chief HR officer.
Strategic oversight and focus
Recommendation
Deepen the Board’s understanding of digital and data opportunities and threats
Progress
We enhanced our focus on digital and data developments and risk by improving the Board’s understanding of compliance control reporting and discussions on risk mitigation strategies. This was supported by more time for discussion at each Board meeting and the work of the Audit and Risk Committee. We continued to review the Group’s overall culture, controls environment and compliance regime by inviting each OpCo managing director and financial director to report (on rotation) on their business’s progress. Committee members also had training sessions on fraud and the controls environment. The 2025 evaluation suggested allocating even more Board time to these matters.
We also spent more time during the year discussing strategic matters, our competitive environment, and emerging trends and their potential medium- to long-term implications. We also focused on these topics at our annual strategy session and in the regional director quarterly updates to the Board.
Governance and compliance
Recommendation
Continue to focus on improving pre-read materials and use of summaries
Progress
We introduced revised Board paper templates and protocols for submitting papers.
Recommendation
Continue to focus on Board and management succession planning and on ensuring a strong pipeline of diverse talent
Progress
Our policies and focus on culture have resulted in the recruitment of more senior women (grade B+ and above) during the reporting period.
Sustainability strategy
Recommendation
Identify how to fill sustainability funding gaps
Progress
This is still a work in progress – and we will report more fully next year against current initiatives.
Conclusions
The 2025 evaluation has shown that the Board has the appropriate balance of skills, experience, independence and knowledge to effectively perform Board and committee responsibilities. Respondents unanimously agreed that the Board had performed well over the year and was operating effectively.
The chair confirmed that individual directors continued to perform effectively and show commitment to the role. The Board concluded that all directors continue to work effectively, giving enough time to their Board duties and making valuable contributions. In light of this, the Board proposed the election and re-elections set out in the 2025 Notice of Annual General Meeting.
The committees also discussed the results of their respective evaluation reports and agreed actions where appropriate. The senior independent director met with the chair privately to discuss the anonymised results of the chair’s review section of the survey and the outcomes of his discussion with non-executive directors. The overall effectiveness of the chair was seen as excellent, reflecting a genuine focus on the best outcomes for the company in all aspects of his role.
The chair, assisted by the company secretary, drew up a list of action points based on the evaluation and allocated responsibility for completing the actions. The Board and each committee will review progress against these at each meeting.
Re-election of directors
In line with the Code, all directors will be putting themselves forward for re-election at our AGM on 9 July 2025. Following the formal performance evaluation described here and taking into account each director’s skills and experience set out in Our Board of directors section, the Board believes that the re-election of all directors is in the best interests of Airtel Africa.