Supply chain management is a high priority material topic
Supply chain management
Our supply chain is central to everything we do
Our supply chain underpins our network performance, infrastructure resilience and the quality of the services that connect millions of people across sub-Saharan Africa.
Our focus areas
Enhanced due diligence
Continuously increasing the disclosures that we require of potential vendors throughout the onboarding process and before we award contracts.
Ongoing ESG compliance
We expect all suppliers to meet the standards set out in our Code of Conduct and our top 100 suppliers complete mandatory annual recertifications. In addition, as part of our ongoing partners’ and suppliers’ engagement programme (PSEP), we monitor the ESG standards, policies and controls that are in place across our supply chain.
GRI framework
GRI 204-1 Proportion of spending on local suppliers
GRI 308-1 New suppliers that were screened using environmental criteria
GRI 414-1 New suppliers that were screened using social criteria
GRI 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk
GRI 408-1 Operations and suppliers at significant risk for incidents of child labour
GRI 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labour
GRI 412-3 Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening
We work with more than 2,700 partners and suppliers, including original equipment manufacturers (OEMs), telecoms infrastructure providers (towercos), IT service providers, logistics partners and handset suppliers. Our top 100 vendors account for 85.6% of total procurement spend, reflecting the strategic importance of these relationships.
Within this ecosystem, at least 90% of sourcing is carried out through 357, partners which accounts for a significant proportion of total spend. This concentration enables focused engagement on sustainability priorities while creating the environment for robust risk management and long-term collaboration.
Given the infrastructure-intensive nature of our business and the geographies in which we operate, sustainability considerations within the supply chain are closely linked to energy security, climate transition, supplier resilience and responsible business conduct.
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By leveraging strong partnerships with a concentrated supplier base, investing in renewable energy solutions and strengthening governance and risk management practices, we aim to build a supply chain that supports both business performance and positive environmental and social outcomes across the markets we serve.
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Ramakrishna Lella
Chief supply chain officer
Our approach to supply chain management
We operate a hybrid procurement model, with both Group-level and OpCo-level teams working in close coordination. The Group-level supply chain function is responsible for policy and governance, strategic procurement, ESG compliance and performance monitoring across all operations. Local supply chain teams manage day-to-day supplier engagement and contract execution within each OpCo, enabling us to combine consistent global standards with the knowledge and flexibility needed to serve diverse local markets.
We use supplier segmentation to tailor our management approaches and monitor contract KPIs through internal dashboards. Performance across delivery, cost, ESG adherence and incident reporting is reviewed regularly at both Group and OpCo levels.
Our supplier onboarding follows a stringent due diligence process. Suppliers are onboarded via a dedicated procurement portal and are required to complete registration forms that are periodically updated. The process includes background checks, performance history and alignment with our Code of Business Ethics for partners and suppliers. All key suppliers must sign annual declarations of compliance with our Code of Conduct and our anti-bribery and corruption (ABAC) policy.
As part of our commitment to ethical business practices, all supplier contracts include a dedicated human rights clause. This sets clear expectations on the protection of human rights across our supply chain, explicitly prohibiting forced labour, child labour, discrimination and unsafe working conditions. Human rights compliance is a core condition of doing business with Airtel Africa, reinforcing our zero-tolerance approach to human rights violations.
We are committed to creating long-term, inclusive economic value across our markets. In 2025/26, 65% of our procurement spend went to local suppliers – continuing our strong focus on empowering local businesses, supporting job creation and strengthening national economies. By prioritising local sourcing, we reduce our environmental footprint through shorter supply chains and contribute to building resilient and sustainable communities in Africa.
Our governance framework is anchored in a robust suite of policies: the Code of Conduct, the Code of Business Ethics for partners and suppliers, ABAC policy, human rights policy and modern slavery statement. ESG compliance is monitored through our annual self-assessment questionnaire (SAQ) and third-party audits conducted via our membership of the Joint Alliance for CSR (JAC).
We also maintain a 24/7 independent whistleblowing mechanism, available to suppliers, customers and other third parties, through which any concerns relating to our supply chain can be raised confidentially and without fear of retaliation. In 2025/26, zero breaches were identified through this mechanism, the same as in 2024/25.
Beyond our formal governance cycle, we use industry events including the Mobile World Congress (MWC) in Barcelona and the Capacity Middle East conferences to deepen engagement with suppliers and stay at the forefront of emerging practices in responsible supply chain management. These forums complement our annual ESG roundtable, site visits and regular supplier audits.
- For more information about our Code of Conduct, the Code of Business Ethics for partners and suppliers, ABAC policy, human rights policy and Modern Slavery Statement, visit www.airtel.africa
Membership of the Joint Alliance for CSR (JAC)
To enhance oversight across our supply chain, we participate in the Joint Alliance for CSR (JAC), a collaborative telecoms industry initiative that facilitates independent supplier audits and shared access to audit outcomes.
This risk-based approach enables more efficient identification and management of potential ESG risks within the supply chain, particularly for high-impact vendors.
In 2025/26, in tandem with other JAC members we completed 5 supplier audits, enabling us to identify potential gaps, assess risk exposure and engage constructively with suppliers to drive continuous improvement. From audits conducted in previous years, we successfully closed 66% of outstanding corrective actions, strengthening governance frameworks and operational controls across our value chain.
Governance
Supply chain management is overseen at the Group level by our chief supply chain officer (CSCO), who reports directly to the chief executive officer and is a member of the ExCo. CSCO provides updates to the Board periodically, reports regularly to the Audit and Risk Committee and attends the Sustainability Committee which meets quarterly. This structure ensures that supply chain sustainability is anchored in our risk management and strategic planning frameworks.
Structured governance processes support responsible sourcing practices across all our operations. During the reporting year, we strengthened contractor governance by embedding environmental, health and safety (EHS) requirements into contractual obligations. All contractors, vendors and third parties are required to comply with our environment and social management system (ESMS) and applicable national regulations. These provisions are binding across our OpCos, subsidiaries and affiliates, ensuring consistent standards across all operations.
The requirements focus on three key areas:
- Health, safety and security. Contractors must conduct risk assessments prior to project implementation, comply with national health, safety and security (HSS) regulations, appoint senior safety sponsors and ensure the safe use of certified equipment. Regular inspections, incident reporting within defined timelines and accountability for subcontractors are mandatory.
- Environmental management. Contractors are required to establish systems for identifying and mitigating environmental risks, comply with environmental regulations and monitor performance in energy, water and waste management. Serious environmental incidents and community grievances must be reported promptly through defined mechanisms.
- Social management. Contractors must uphold fair treatment, non-discrimination and equal opportunity, comply with labour laws, protect vulnerable workers and strictly prohibit forced or child labour.
Labour rights and working conditions
We have not identified any operations or suppliers at significant risk in relation to freedom of association and collective bargaining, child labour or forced or compulsory labour. These standards are embedded in our Code of Business Ethics for partners and suppliers, our contractual requirements and our annual supplier certification process.
Key performance indicators (KPIs)
5
audits of shared suppliers completed in 2025/26
(7 audits of shared suppliers were completed by JAC members in 2024/25)
66%
percentage of corrective action plans (CAPs) closed following supplier audits
55%
Annual ESG survey response rate from the top 100 suppliers
(75% in 2024/25)
0
breaches identified through whistleblowing mechanism
(0 in 2024/25)
Progress update against our targets
During the reporting period, we made continued progress in strengthening supply chain resilience and sustainability performance. A key priority has been addressing the energy challenges associated with telecoms infrastructure across markets where grid availability remains limited. During the period, we supported the connection of 390 additional infrastructure sites to national grids, bringing the total number of grid-connected sites to over 21,500 sites across our network footprint.
We also continued working with tower companies and infrastructure partners to expand solar power installations and battery storage solutions across infrastructure sites. These initiatives support emissions reduction, improve operational resilience and reduce exposure to diesel price volatility.
Supply chain resilience was also strengthened through proactive supplier engagement and forward procurement planning. This enabled us to maintain continuity of operations during periods of global shortages affecting SIM cards and electronic components. The Group also supported the development of local sourcing ecosystems, including the localisation of SIM-card manufacturing in Kenya and Nigeria, improving supply chain resilience while reducing transportation-related emissions.
Energy management and climate transition in the supply chain
Energy availability and reliability represent one of the most significant sustainability challenges across our network infrastructure. A substantial proportion of our network sites operate in regions with limited or unreliable grid access, resulting in continued reliance on diesel fuel for power generation. This exposes the business and its suppliers to fuel price volatility, supply shortages and higher greenhouse gas emissions.
We work closely with tower companies and infrastructure partners to progressively reduce diesel dependency. During the reporting period, the Group supported initiatives that enabled the connection of approximately 390 additional infrastructure sites to national grids, increasing the total number of grid-connected sites to over 21,500 out of a portfolio of over 40,300 sites as of 31 March 2026.
Recognising that grid expansion alone will not resolve energy challenges, we are actively supporting renewable energy solutions across our supply chain. This includes contractual commitments with towercos to deploy solar power solutions at scale, alongside requirements that new sites be designed with lower energy intensity and reduced reliance on diesel generators.
Where the Group retains ownership of sites, large-scale solarisation programmes are underway in selected markets, converting infrastructure sites to solar and battery-based power systems.
We acknowledge that full transition to renewable energy across all sites will require sustained investment and collaboration over multiple years, particularly for sites owned by third-party tower companies. We continue to engage suppliers on commercially viable transition pathways while prioritising energy efficiency, battery deployment and reduced generator usage in the interim.
Supply chain resilience and resource management
Global supply chain disruptions in recent years have underscored the importance of proactive planning and diversification for critical components. We have strengthened our approach to supply chain resilience by maintaining close engagement with key suppliers, monitoring global market developments and holding strategic inventory for high-impact items.
During periods of global shortages and price volatility affecting SIM-cards and electronic components, we maintained continuity of operations through forward planning and active supplier collaboration. The Group has also supported the development of local and regional sourcing ecosystems, including the localisation of SIM card manufacturing in Kenya and Nigeria, which enhances resilience while reducing transportation-related emissions.
Looking ahead, as the business continues to digitise customer interactions and migrate towards eSIM technology over the medium term, we expect a gradual reduction in dependence on physical SIM cards. This transition will contribute to lower material use and reduced waste generation across the value chain, reinforcing both our environmental commitments and our ambition to keep the cost of connectivity as low as possible for the people we serve.
Operating responsibly in challenging environments
Operating across multiple markets in sub-Saharan Africa inevitably involves exposure to geopolitical, security and social risks. From a supply chain perspective, these risks can affect vendor access to sites, maintenance activities and logistics operations.
We recognise these realities and adopt a pragmatic, people-first approach. Suppliers and contractors are never required to operate in locations where their safety cannot be ensured, and security-related decisions are always taken with the wellbeing of our employees and partners as the primary consideration.
Environmental stewardship and biodiversity
The potential environmental and biodiversity impacts of supply chain activities, particularly those related to fibre rollout and civil works, are actively managed through careful planning and adherence to local regulations. Network expansion is typically aligned with existing infrastructure corridors, such as roads and urban developments, which limits disturbance to undeveloped or ecologically sensitive areas.
We do not deploy fibre-optic cable in protected areas such as national parks, and access considerations are central to route planning, ensuring that infrastructure can be maintained without creating new environmental pressures. As a result, biodiversity impacts associated with our supply chain activities are generally limited and localised.
Our procurement contracts also include e-waste management clauses to promote responsible recycling and disposal of network equipment, consistent with our broader commitment to environmental stewardship across the value chain.
We are pleased to report that no negative environmental impacts in the supply chain were formally reported in 2025/26. We continue to develop our internal data collection systems to strengthen our ability to identify, monitor and disclose supply chain environmental performance in future periods.
Responsible sourcing, human rights and supplier governance
We are committed to responsible sourcing and respect for human rights across our supply chain. Given the diverse regulatory and socio-economic contexts in which our suppliers operate, we apply a governance-led approach focused on clear expectations, robust contractual safeguards and participation in recognised industry initiatives.
All key vendors are required to adhere to our Code of Business Ethics for partners and suppliers, which includes provisions on labour standards, ethical business practices and compliance with applicable laws. Contracts incorporate dedicated human rights clauses and modern slavery provisions, and these requirements have been progressively strengthened in line with our evolving ESG framework.
Responsible minerals sourcing
We recognise that the network equipment and devices within our supply chain contain materials, including tin, tungsten, tantalum and gold, that may originate from conflict-affected or high-risk areas. We take this responsibility seriously.
Through our membership of the Joint Alliance for CSR (JAC), we benefit from a collaborative framework for responsible minerals sourcing that is specifically designed for the telecoms sector. This collective approach enables members to monitor supply chains, support responsible sourcing decisions and engage equipment manufacturers on their own minerals’ due diligence processes. It is recognised by ESG rating agencies as a meaningful mitigation of conflict minerals exposure within our industry.
Supply chain management in action
ESG self-assessment questionnaire (SAQ) results
The ESG self-assessment questionnaire remains a key mechanism for assessing supplier sustainability performance across environmental, social and governance topics. The results provide valuable insights into supplier maturity levels and help identify areas for improvement and collaboration across the value chain. In 2025/26 we continued active engagement with our top 100 suppliers, 55% of whom responded to our annual ESG SAQ in February 2026.
General sustainability commitments and policies
73%
have an ESG framework or policy
96%
have a Code of Conduct or a Code of Ethics
45%
have publicly committed to sustainability through their policies or sustainability reporting
60%
have ESG collaborations with stakeholders that have encouraged innovation, improved operational resilience or created new business opportunities
Environmental
67%
track energy consumption and conduct on-site energy audits
83%
utilise renewable energy (e.g., solar energy) or any transitional fuels such as natural gas or hydrogen
47%
measure scope 1, 2 and/or 3 GHG emissions
20%
have developed and published decarbonisation strategy or roadmap to net zero
39%
have implemented water management policy or procedures
20%
have been directly or indirectly affected by extreme weather events
53%
have an environmental, energy management or other relevant certifications (e.g., ISO 14001, ISO 50001, etc.)
Social
98%
provide health and safety training to employees
96%
have policies that prohibit workplace harassment
90%
conduct annual health and safety audits
69%
invest in community development projects
61%
have implemented grievance mechanisms for local communities
94%
promote diversity and inclusion among their employees, including gender, ethnicity and disability representation
54%
perform ESG or human rights due diligence for subcontractors
Governance
98%
have anti-bribery and corruption policies and procedures
44%
require suppliers to publicly disclose ESG data
90%
have business continuity or disaster recovery plans
56%
monitor the ESG performance of their suppliers
65%
screen their respective supply chains for sanctions, export control, cyber or geopolitical risks that could potentially affect operations
55%
have invested in AI-ready systems and infrastructure to enhance operational efficiency and overall performance
Supply chain management in action
Annual ESG roundtable with our top tier partners
In February 2026, we hosted our third annual ESG roundtable with top-tier partners and suppliers. The forum is a key element of our responsible supply chain programme, designed to strengthen collaboration, accelerate decarbonisation efforts and enhance operational resilience across our value chain.
The roundtable provides a platform for sharing practical insights, aligning expectations and scaling best practices on climate action and responsible business conduct. During this year’s session, we shared progress on our ongoing initiatives to reduce greenhouse gas (GHG) emissions from our operations and reinforced our expectation that partners demonstrate clear commitment to decarbonisation within their own activities.
Our partners shared concrete examples of how sustainability is being embedded into operations and supplier management. Helios Towers outlined how it is transforming tower operations using real-time data, automation and advanced analytics while maintaining service quality and minimising environmental impact. ZTE reported progress against its decarbonisation targets, achieving significant reduction in scope 1, 2 and 3 emissions between 2021 and 2025, alongside a remarkable improvement in product energy efficiency as a result of several years of continuous effort. These improvements directly support the reduction of our own scope 3 emissions profile. Nokia shared how sustainability and resilience are embedded into its supplier management approach, including rigorous due diligence processes, responsible minerals sourcing and ongoing supplier performance monitoring to uphold ethical and environmental standards throughout its supply chain.
Collectively, these discussions reinforce transparency, build shared capability and support coordinated action towards a more resilient, lower-carbon supply chain. By working closely with our partners, we aim to drive measurable progress on climate goals while strengthening the long-term sustainability of our operations and the broader ecosystem in which we operate.
Supply chain management in action
Partnering with ATC to deploy renewable energy solutions to towers
We continue to expand our lease agreement with American Tower Corporation (ATC) via continued site deployment and colocations across Kenya, Nigeria, Niger and Uganda. This long-term partnership goes beyond network expansion as it reflects our commitment to powering sustainable growth and aligning our operations with national energy transition priorities.
Additionally, we are working closely with ATC to accelerate the rollout of renewable energy solutions across our tower infrastructure, with a particular focus on Nigeria. By reducing our reliance on diesel, we’re lowering both carbon emissions and operating costs while strengthening the resilience of our network. This initiative delivers tangible benefits for our customers: improved energy reliability translates directly into enhanced network uptime, especially in rural and underserved areas where consistent connectivity is critical to advancing digital and financial inclusion.
As of 31 March 2026, we’ve deployed ‘green’ energy solutions across more than 1,600 sites, marking a significant step forward in embedding sustainability into our infrastructure and operations.
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ATC values its partnership with Airtel Africa and supports efforts to expand digital connectivity in a more sustainable way across the continent. Together, we recognise the importance of reducing emissions while building resilient infrastructure for the future.
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Marek Busfy
SVP and CEO of ATC Africa
