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Our strategy

Home | What we do | Our strategy

How we will achieve our vision

The Evolution of the System of Advantage

Vision 2030 has been designed to help us navigate the challenges that we face and capture the opportunities that exist across our markets. To deliver on our bold ambition, we are taking an ecosystem approach which means that we are aware that we cannot do everything on our own. We need to enhance our ecosystem of partners which are pivotal to achieving our ambitions in Connectivity and Beyond.

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Lead with purpose

01


Create a differentiated brand and reputation by empowering people, protecting the planet and maintaining trust

Strategic priorities

  • Embed purpose and social contract into our reputation and brand
  • Close the digital divide, empower our customers and support communities
  • Protect the planet through a focus on bio-diversity, circularity and targeting net zero

Key Shifts: FY25-FY30

Net Zero Operations

Differentiate with customer experience

02


Earn customer loyalty through delivery of meaningful value propositions and a simplified, exceptional customer experience

Strategic priorities

  • Build an engaged customer base, with loyalty as a differentiator
  • Build digital first, “ask once” approach in all journeys, channels and touchpoints
  • Personalise through Big Data and Gen AI

Key Shifts: FY25-FY30

NPS leadership in all markets

Innovate for growth

03


Drive connectivity market leadership and scale beyond mobile

Strategic priorities

  • Maintain market leadership in mobile across footprint
  • Attain fixed market leadership (through Fibre, FWA and NTN / satellite)
  • Drive smartphone adoption to maximize value out of 4G and 5G

Key Shifts: FY25-FY30

Market leader in connectivity with smartphone penetration >75%

04


Become the solution provider of choice beyond connectivity

Strategic priorities

  • Grow enterprise differentiated offerings for corporates and SMMEs
  • Drive beyond mobile agenda in consumer and enterprise (incl. SME)
  • Assist governments to deliver their digitisation agenda

Key Shifts: FY25-FY30

Contribution of new and digital services >30%

05


Deepen digital and financial services inclusion

Strategic priorities

  • Scale beyond core financial service offerings: Pay (incl. online), lend, insure, invest, trade, IMT in M-Pesa, VFS and Vodacash
  • Embed Super-apps & mini-apps in all digital and e-commerce categories
  • Grow merchant penetration and merchant solutions

Key Shifts: FY25-FY30

120 million financial services customers

Invest in strategic enablers for growth and efficiency

06


Invest in our people and grow next-generation skills and diversity to drive a customer-centric culture

Strategic priorities

  • Deepen talent pipeline and upskill workforce (including GenAI at scale) to deliver strategy
  • Create an engaged frontline-first culture to drive growth and customer experience

Key Shifts: FY25-FY30

50% female executives

07


Leverage AI powered operations and drive technology leadership

Strategic priorities

  • Lead in modernised and "high-fiberized" network technology
  • Build fit for purpose, modernised IT with scaled common cloud-based platforms across markets
  • Drive dynamic cyber resilience
  • Harness AI (incl. GenAI) and automation

Key Shifts: FY25-FY30

Network NPS leadership

08


Shape sustainable market structures with increased sharing to deliver efficient operations

Strategic priorities

  • Engage with governments to ensure regulatory certainty (incl. price stability and regulation)
  • Leverage synergies and scale for operating model efficiencies
  • Optimise assets, services and capabilities for sharing
  • Strengthen Ethiopia's performance and ensure regulatory equality

Key Shifts: FY25-FY30

Double digit EBITDA growth