Strategic report

Airtel Africa at a glance

Animated chart showing total customers and percentage split of customers by region
Animated chart showing total revenue and percentage contribution split by region
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Woman smiling with her phone held against her ear
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Woman tapping her phone to pay a salesman at a market stall
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Market environment and investment proposition

A clear runway for growth

Fast-growing, young populations in our unique 14-market footprint

We have a unique footprint of top-tier positions in 14 markets in sub-Saharan Africa which will see the world’s fastest growth in working age population over the next three decades. The GSMA forecasts that there will be around 740 million unique mobile subscribers in sub-Saharan Africa by 2030.

Underpenetrated voice and data markets

Our telecoms and data markets remain underpenetrated at around 46%, compared to a global average of 71%. Demand for data centres, enterprise services and home broadband is surging.

Rapid adoption of smartphones – but still a long way to go

Smartphone penetration – a key enabler of data and mobile money growth – was at 57% in 2025 in sub-Saharan Africa and is expected to reach 79% by 2030.

Unbanked population accelerating the demand for mobile money

Africa leads the world in mobile money services, with adoption rates accelerating. But 64% of adults remain unbanked, with over 90% of payments still made in cash. Mobile money is the driver of financial inclusion for consumers and enterprise alike.

Over $880m in disciplined capex

Consistent infrastructure investment to enhance coverage and capacity 

In 2025/26, we invested $884m in capital expenditure, predominantly in our networks, and added more than 3,250 infrastructure sites. Our 4G network now reaches 75.6% of the people in our markets, up 1.2% since 2024/25.

Digital innovation and continuous process improvement

We continuously innovate to digitise and simplify customer journeys and our processes, offering leading platforms such as MyAirtel app. Our Digital Labs support our technology platforms and digital products.

A strong and expanding distribution network

We continually build scale across our customer touchpoints by expanding our distribution network while streamlining the customer onboarding process to make it easier and faster to sign up new customers. This is supported by digitalisation, including through our MyAirtel app.

Navigating a dynamic, evolving market environment

Geopolitical risks, macroeconomic and currency volatility

Our business is subject to numerous variables, including inflation, security challenges and fluctuations in global commodity prices. Furthermore, we’re constantly exposed to the risk of adverse local currency fluctuations. Our customers face cost-of-living pressures.

Evolving legal, regulatory and tax frameworks

Legal and regulatory frameworks for telecoms services and mobile financial services are unique to each country and they constantly evolve as do requirements regarding taxes, tariffs, consumer protection and fair competition.

A dynamic competitive environment

We operate in a competitive environment which varies for each of our markets, products and services.

Climate and weather-related disruption

Africa is disproportionately affected by climate change and extreme weather events continue to occur in several markets.

Customer-centric delivery while reducing risk and cost

Enhancing the customer experience

We offer affordable, reliable services and simplified, digital customer journeys that are transforming how customers interact with our products and services – and with the digital and financial ecosystem.

Harnessing strong stakeholder support for sustainable development and financial and digital inclusion

We actively engage with governments and other stakeholder groups, partnering with them to unlock the numerous opportunities that digital and financial inclusion offers, driving economic prosperity. 

Cost optimisation

Cost efficiencies are key to combating inflationary pressures in some markets. Through a relentless focus on cost efficiencies, our ability to sustain industry-leading EBITDA margins reflects our ability to actively manage our cost base without compromising growth.

Robust risk management, data security, compliance and partnerships with stakeholders

Our risk management framework and strong corporate governance policies ensure we’re able to effectively mitigate risks. We strictly comply with local and international laws, and safeguard customer data. We continue to be a partner in development with our various stakeholders through the implementation of our sustainability strategy while our resilience programmes help us adapt to unforeseen weather or political disruption.

The foundations for sustained value creation

Consistent strong growth in constant currency revenue and EBITDA

Over the past five years, we have delivered 20.1% CAGR constant currency revenue growth and industry-leading EBITDA margins, enabling continued investment in our network to support our ambition for future growth.

Sustainable capital structure

Our lease-adjusted leverage has improved to 0.5x from 1.0x in the prior year, while we continue to move debt into local currency. Currently, over 95% of our debt is in local currency.

Attractive shareholder returns

As a result of our cash flow generation and robust capital structure, the Board continues to support our existing dividend policy of a mid- to-high single-digit annual growth in the dividend. In 2025/26, our $100m share buyback programme was completed. 

Business model

Chair’s statement

Chief executive officer’s review

Our strategy

Customer experience

Quality service – where customers need it

Technology is helping us understand how customers experience our network in a more detailed and insightful way than ever before. We've deployed a proprietary technology platform that uses satellite geolocation technology to analyse every square km of our entire footprint of 9.4 million km2. Within these 1 km2 grids, it provides micro-visiblity of site performance, analysing key metrics, such as network availability, throughput, utilisation and call set-up success rates – the foundation of a good experience for customers. By combining this highly local information with embedded AI tools, we can focus our resources, at a very granular level, to maximise the return on our investment as we improve and optimise our services.

Helping our sales teams reach and serve customers where they live

Getting closer to our customers through our distribution network is another key driver of our growth. This year, we enhanced our sales app to deliver more real-time intelligence on store performance and customer demand. This app provides on-demand, data-driven analytics with actionable insights to improve sales performance. We also launched an extensive shop refurbishment programme to engage customers with our modern, vibrant and dynamic brand.

Winning – and keeping, more customers than ever

Our targeted, smart investment brought strong results this year. In 2025/26, we saw a record level of customer net additions, and smartphone penetration reached 49.5%, with more and more customers now having access to our 4G network. At the same time, enhancing the customer experience is strengthening our resilience, deepening engagement, reinforcing trust in our brand – and helping to transform lives.

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Airtel Money

Adding more merchants to the network and more use cases for customers

Across sub-Saharan Africa, small and medium-sized enterprises are at the heart of the economy – and at the leading edge of the transition to a digital financial ecosystem. We're expanding our merchant network and the range of payment options available to customers, making transactions easier and further reducing the need for cash. 

At the same time, we're equipping merchants with tools that help them manage and build their businesses. Our improved proprietary merchant app gives users the ability to digitally track transactions and cash flow, accept payments with ease. As a result, merchant and billers total processed value for the year ended 31 March 2026 increased by 44% in constant currency  – advancing digital and financial inclusion while laying the foundations for long-term sustainable growth.

This growth reflects our continued expansion of the financial ecosystem. The use cases for Airtel Money include overdrafts, term loans, savings products and a virtual global pay card which all contribute to increased engagement.

MyAirtel app: improving the customer experience, and driving engagement

We also continue to enhance MyAirtel app, which provides an intuitive digital interface that future-proofs the way customers access our services. The app's streamlined user experience presents available products clearly and simply, allowing customers to browse the full range of offerings. Personalised rewards further drive increased engagement on the platform. As a result, we have seen an ARPU increase of 5.6 times for customers migrating from a USSD platform to MyAirtel app in our top 6 markets. MyAirtel app transacting customers increased by 74% in 2025/26. Smartphone penetration of our Airtel Money customer base increased 3.8% to 51.7%. 

A man in a shop featuring an airtel money sign in the background is smiling at the person opposite him
Close up of a phone screen into which a pin number is being typed for a withdrawal using airtel money
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Our key performance indicators

Chart showing figures for Total sites and fibre (km) over last 3 years
Chart showing figures for Customer base and smartphone penetration over last 3 years
Chart showing figures for Voice traffic and usage per customer over last 3 years
Chart showing figures for Voice revenue and voice ARPU over last 3 years
Chart showing figures for Data customers 4G data customers and penetration over last 3 years
Chart showing figures for Data usage 4G smartphone usage and data usage per customer over last 3 years
Chart showing figures for Data revenue and data ARPU over last 3 years
Chart showing figures for Mobile services revenue and ARPU over last 3 years
Chart showing figures for Mobile money agents over last 3 years
Chart showing figures for Mobile money customer base and penetration over last 3 years
Chart showing figures for Mobile money transaction value and transaction value per customer over last 3 years
Chart showing figures for Mobile money revenue and ARPU over last 3 years
Chart showing figures for Total Group revenue and ARPU over last 3 years

Markets and performance

Mobile services

1 Mobile service revenue after inter-segment eliminations was $5,328m in the year ended 31 March 2026 and $4,185m in the prior period.

Description

Unit of measure

Year ended

Reported currency change

Constant currency change

Mar-26

Mar-25

Revenue1

$m

5,350

4,193

27.6%

22.6%

Voice revenue

$m

2,318

1,964

18.0%

12.8%

Data revenue

$m

2,530

1,804

40.3%

35.2%

Other revenue

$m

502

425

18.1%

14.7%

Underlying EBITDA

$m

2,612

1,910

36.7%

30.8%

Underlying EBITDA margin

%

48.8%

45.6%

327 bps

305 bps

Depreciation and amortisation

$m

(1,004)

(797)

26.1%

21.7%

Operating profit

$m

1,420

1,001

41.8%

34.1%

Capex

$m

810

619

30.9%

30.9%

Operating free cash flow

$m

1,802

1,291

39.5%

30.8%

Operating KPIs

Customer KPIs:

Total customer base

million

183.5

166.1

10.5%

Data customer base

million

84.2

73.4

14.8%

ARPU KPIs:

Voice ARPU

$

1.1

1.0

7.3%

2.6%

Data ARPU

$

2.7

2.2

20.6%

16.2%

Closing the connectivity gap and enhancing customer experience

The mobile services market in sub-Saharan Africa continues to evolve and grow, driven in large part by young, growing populations seeking reliable voice and data experiences at the right price. There is still considerable untapped opportunity for growth through connecting new customers and the GSMA reported in 2024 that unique mobile subscribers and mobile internet users in sub-Saharan Africa are forecast to increase at CAGRs of 4.5% and 6.2% respectively to 2030.

We're working to close the 'usage gap' caused by the continent's low smartphone penetration relative to other regions, currently 57% compared to the global average of 82%. But there is also a clear opportunity to drive data usage by providing secure, high-quality, affordable experiences to existing smartphone owners.

This year, we continued to deepen and broaden the experience we offer our customers, responding to their feedback and listening closely to our customer focus groups. This included rapidly expanding our home broadband (HBB) offerings, upgrading our services and expanding the reach of our network, with 4G coverage now reaching 75.6% of the population and 5G sites in six and spectrum in seven markets. We also worked to increase access to 4G-enabled smartphones through handset subsidies and financing initiatives, bringing more people in semi-urban and rural areas into the digital ecosystem.

We grew our customer base by 10.5% to 183.5 million in 2025/26, with data usage increasing by 48.5%. This growth was underpinned by a focus on our exclusive distribution infrastructure, which expanded by 6.1% to 117,000 outlets, alongside improvements to our processes such as our new digital sales app for vendors. And we continued to look for new ways to improve connectivity for our customers – including through our agreement with SpaceX to introduce Starlink ‘Direct-to-Cell’ satellite connectivity across all 14 markets, announced in December 2025.

Our performance

Overall revenue from mobile services increased by 27.6% in reported currency and by 22.6% in constant currency, with growth evident across all regions and services.

Voice revenue grew by 12.8% in constant currency, supported primarily by growth in the customer base of 10.5% as we continue to invest in our network and distribution infrastructure. Voice ARPU grew by 2.6%. Total minutes on the network grew by 5.3% while voice usage per customer was 287 minutes.

Data revenue grew by 35.2% in constant currency, driven by both data customer base growth of 14.8% and data ARPU growth of 16.2%. The customer base growth was recorded across all regions and data traffic across our network continued to see strong growth of 48.5%. Data usage per customer increased to 8.9 GB per customer per month (from 7.0 GB in the prior period), with smartphone penetration increasing 4.7% to reach 49.5%. Smartphone data usage per customer reached 10.9 GB per month compared to 8.8 GB per month in the prior period. As of 31 March 2026, 5G is operational across six markets following the rollout in Malawi in Q4'26, with 3,116 sites deployed across our network. Data revenue contributed to 47.3% of total mobile services revenue, up from 43.0% in the prior period.

Underlying EBITDA was $2,612m, up 36.7% in reported currency and 30.8% in constant currency. The underlying EBITDA margin improved by 327 basis points year-on-year to 48.8%, following our strong revenue performance, a more stable operating environment and continued benefits from our ongoing cost efficiency programme.

Operating free cash flow was $1,802m, up by 30.8% in constant currency, due to the increased constant currency underlying EBITDA partially offset by higher capex during the period.

Nigeria – mobile services

1 Voice revenue includes inter-segment revenue of $1m in the year ended 31 March 2026. Excluding inter-segment revenue, voice revenue was $613m in year ended 31 March 2026.

2 Other revenue includes inter-segment revenue of $2m in the year ended 31 March 2026 and in the prior period. Excluding inter-segment revenue, other revenue was $162m in year ended 31 March 2026 and $112m in the prior period.

Description

Unit of measure

Year ended

Reported currency change

Constant currency change

Mar-26

Mar-25

Revenue

$m

1,598

1,045

52.8%

47.4%

Voice revenue1

$m

614

448

36.9%

32.2%

Data revenue

$m

820

483

69.8%

63.6%

Other revenue2

$m

164

114

44.2%

38.8%

Underlying EBITDA

$m

924

522

76.8%

70.3%

Underlying EBITDA margin

%

57.8%

50.0%

785 bps

776 bps

Depreciation and amortisation

$m

(306)

(217)

41.1%

36.1%

Operating profit

$m

543

304

78.5%

70.8%

Capex

$m

249

168

48.6%

48.6%

Operating free cash flow

$m

675

354

90.3%

80.7%

Operating KPIs

Total customer base

million

58.3

53.3

9.4%

Data customer base

million

31.4

29.1

8.1%

Mobile services ARPU

$

2.4

1.7

41.6%

36.7%

Overview

Demand for reliable, high-speed data continues to grow among the young, digitally engaged population of Nigeria, Africa's largest economy and our biggest single market. In an improving economic and regulatory environment, we responded to this demand this year through disciplined investment in our networks and distribution ecosystems, enhancing customer experience through greater reach, more secure and reliable connections and easier access to our services.

With a median age of 18.1 years, Nigeria has one of the world's most youthful populations and a rapidly expanding digital economy that is contributing around 20% of Nigeria's real GDP growth, according to the World Economic Forum (WEF). Data used by our customers reflects this, showing a 43.4% increase year-on-year. We significantly enhanced our network to cater to this demand, adding over 1,050 new sites and 657 5G sites, alongside enhanced access to 4G spectrum. The quality of our services also improved, including through the uptake of our 'Spam alert' service, launched in March 2025. Our home broadband (HBB) offering continued to show very strong growth, while smartphone penetration also grew to 54.9% from 49.6% in 2024/25.

As well as doubling the number of our directly owned retail touchpoints, we applied new AI tools to speed up the know-your-customer (KYC) onboarding process. This made it easier for customers to access our services, though this was offset by slowdowns in customer additions as we adjusted to regulations restricting the number of SIM-cards our sales partners could register to individual users and changes in the National Identity Management Commission (NIMC) process.

While inflationary pressures have eased in Nigeria and operating conditions for telecoms businesses improved following government’s approval for tariff adjustments in January 2025, we remain committed to cost optimisation. We maintained our commitment to communities by awarding 100 fully funded university scholarships to STEM students across seven federal universities, supporting the next generation of talent. In addition, through the Airtel Africa Foundation, we supported the training programme for 25,000 young Nigerians under the Federal Government’s 3MTT programme.

Our performance

Revenue grew by 47.4% in constant currency, largely driven by continued strength in the demand for data services and supported by tariff adjustments. The constant currency revenue growth was driven by ARPU growth of 36.7% and customer base growth of 9.4%. In Q4’26, constant currency growth slowed compared to Q3’26 as we lapped the impact of tariff adjustments which were implemented in Q4’25.

In reported currency, revenue grew by 52.8% to $1,598m with Q4’26 revenue growth at 54.7%. Higher reported currency growth in Q4'26 compared to constant currency growth was due to the appreciation in the Nigerian naira from a weighted average NGN/USD rate of 1,529 in Q4’25 to NGN/USD 1,386 in Q4'26.

Voice revenue grew by 32.2% in constant currency, driven by voice ARPU growth of 22.5% primarily reflecting the tariff adjustments earlier in the year.

Data revenue grew by 63.6% in constant currency as a function of both data customer and data ARPU growth of 8.1% and 49.2% respectively. Data usage per customer increased by 30.8% to 11.0 GB per month (from 8.4 GB in the prior period), with smartphone penetration increasing by 5.3% to reach 54.9%. Smartphone data usage per customer reached 13.7 GB per month compared to 11.1 GB per month in the prior period.

Underlying EBITDA of $924m improved by 76.8% in reported currency and by 70.3% in constant currency. The underlying EBITDA margin increased 785 basis points to 57.8%, driven by strong revenue growth and continued benefits arising from our cost efficiency programme, supported by stable fuel prices.

Operating free cash flow was $675m, up by 80.7% in constant currency and 90.3% in reported currency. This was driven primarily by the strong underlying EBITDA growth, partially offset by higher capex.

Legal and regulatory

We operate in an evolving legal and regulatory landscape. Relevant changes in Nigeria this year include:

Know your customer (KYC)

Following a Nigerian Communications Commission (NCC) investigation into mass SIM-card registrations in Kano, Airtel Nigeria was directed in January 2025 to suspend third-party SIM-card registrations and rely solely on its own shops and employees. ​In July 2025, the NCC issued further directives to bar fraudulent SIM-cards, enforce geo-fencing and strengthen controls. Due to NCC findings, the NCC directed Airtel Nigeria to suspend SIM-card registrations in the state for 30 days. The suspension was lifted in October 2025.

Spectrum

Airtel Nigeria entered into a spectrum lease agreement with Emerging Markets Telecommunications Services (EMTS) for 10MHz of spectrum in the 2100MHz band over a period of three years from 1 December 2025 to 30 November 2028.

East Africa – mobile services

1 The East Africa business region consists of Kenya, Malawi, Rwanda, Tanzania, Uganda and Zambia.

2 Voice revenue includes inter-segment revenue of $2m in the year ended 31 March 2026 and in the prior period. Excluding inter-segment revenue, voice revenue was $1,067m in year ended 31 March 2026 and $904m in the prior period.

3 Other revenue includes inter-segment revenue of $18m in the year ended 31 March 2026 and $13m in the prior period. Excluding inter-segment revenue, other revenue was $175m in year ended 31 March 2026 and $169m in the prior period.

Description

Unit of measure

Year ended

Reported currency change

Constant currency change

Mar-26

Mar-25

Revenue

$m

2,192

1,843

18.9%

13.8%

Voice revenue2

$m

1,069

906

18.0%

12.5%

Data revenue

$m

930

755

23.1%

18.0%

Other revenue3

$m

193

182

6.2%

3.3%

Underlying EBITDA

$m

1,063

877

21.3%

14.9%

Underlying EBITDA margin

%

48.5%

47.6%

93 bps

42 bps

Depreciation and amortisation

$m

(427)

(349)

22.7%

19.0%

Operating profit

$m

576

472

22.1%

12.9%

Capex

$m

331

292

13.3%

13.3%

Operating free cash flow

$m

732

585

25.1%

15.6%

Operating KPIs

Total customer base

million

84.3

77.6

8.7%

Data customer base

million

36.5

31.5

15.7%

Mobile services ARPU

$

2.2

2.1

8.1%

3.5%

Overview

East Africa is achieving the fastest GDP growth in the continent, with the UN estimating growth of 5.4% in 2025 and projecting 5.8% in 2026. Our six markets in the region include some of the most youthful and dynamic digital economies in Africa – but despite the rapid uptake of data and mobile services, smartphone penetration stands at 46.6% and only 0.5% of total customers access home broadband (HBB) services, – so there is still a clear runway for growth.

We aim to harness that potential by enhancing the experience of our customers through stronger, safer and more resilient networks and by expanding our distribution and customer service offers through both physical outlets and digital tools. In 2025/26, that included rolling out 1,500 new 4G sites and adding 993 5G sites while expanding our fibre cable network and applying granular insights at a very localised level to close coverage gaps. As well as extending our reach and reducing outages, this supported our focus on HBB, our fastest-growing product across the region. Spam alerts, anti-fraud message services and self-service offers all improved the customer experience.

Our distribution reach also continued to expand and, in a highly competitive region, we maintained growth of our customer base while increasing smartphone penetration through partnerships with original equipment manufacturers (OEMs), device financing initiatives, smartphone promotions and segmented bundles.

At the same time, we navigated a number of headwinds in our markets. Fuel shortages and extreme weather incidents created pressure on our network at times and foreign exchange volatility had an impact in Malawi and Tanzania, in particular. Overall, however, we mitigated these risks and delivered another year of revenue and ARPU growth while continuing to deliver the essential mobile services that are transforming lives in our region.

Our performance

East Africa revenue grew by 18.9% in reported currency to $2,192m and by 13.8% in constant currency. Higher reported currency revenue growth as compared to constant currency was primarily due to appreciation in the Zambian kwacha, Ugandan shilling and Tanzanian shilling. The constant currency growth was made up of voice revenue growth of 12.5% and data revenue growth of 18.0%.

Voice revenue growth was supported by customer base growth of 8.7% and voice ARPU growth of 2.2%. Customer base growth was largely driven by expansion of both network coverage and our distribution network.

Data customer base growth of 15.7% and data traffic growth of 50.3% were the primary drivers of data revenue growth. We continue to invest in our network and expand our 4G and 5G network services in the region. Over 2,200 sites are 5G enabled across five key markets, following the rollout of 5G services in Malawi in Q4’26. Data usage per customer increased to 8.0 GB per customer per month, up by 28.0%, with smartphone penetration increasing by 4.3% to reach 46.6%. Smartphone data usage per customer reached 9.8 GB per month compared to 7.8 GB per month in the prior period.

Underlying EBITDA increased to $1,063m, up by 21.3% in reported currency and by 14.9% in constant currency. Underlying EBITDA margins of 48.5% compared to 47.6% in the prior period, up by 93 bps.

Operating free cash flow was $732m, up by 15.6% in constant currency, largely due to underlying EBITDA growth, although partially offset by higher capex.

Legal and regulatory

We operate in an evolving legal and regulatory landscape. Relevant changes in East Africa this year include:

Spectrum

Malawi
In November 2025, Airtel Malawi was assigned 10 MHz in the 800 MHz band and a further 10 MHz in the 2600 MHz band.

Tanzania
In December 2025, Airtel Tanzania received amended licences for the 700 MHz, 2600 MHz and 3500 MHz bands, formally aligning the spectrum fee payment obligations with the Foreign Currency Regulations 2025, confirming that all associated administrative fees must be denominated and settled in Tanzanian shillings going forward.

Francophone Africa – mobile services

1 The Francophone Africa business region consists of Chad, Democratic Republic of the Congo, Gabon, Madagascar, Niger, Republic of the Congo and the Seychelles.

2 Voice revenue includes inter-segment revenue of $1m in the year ended 31 March 2026 and $2m in the prior period. Excluding inter-segment revenue, voice revenue was $638m in the year ended 31 March 2026 and $612m in the prior period.

3 Other revenue includes inter-segment revenue of $9m in the year ended 31 March 2026 and $3m in the prior period. Excluding inter-segment revenue, other revenue was $122m in year ended 31 March 2026 and $117m in the prior period.

Description

Unit of measure

Year ended

Reported currency change

Constant currency change

Mar-26

Mar-25

Revenue

$m

1,550

1,300

19.2%

14.8%

Voice revenue 2

$m

639

614

4.0%

(0.8%)

Data revenue

$m

780

566

37.9%

33.8%

Other revenue 3

$m

131

120

8.6%

5.7%

Underlying EBITDA

$m

618

505

22.4%

18.1%

Underlying EBITDA margin

%

39.9%

38.8%

105 bps

111 bps

Depreciation and amortisation

$m

(261)

(231)

12.9%

8.2%

Operating profit

$m

304

219

38.8%

33.7%

Capex

$m

225

159

40.9%

40.9%

Operating free cash flow

$m

393

346

13.9%

7.7%

Operating KPIs

Total customer base

million

40.9

35.2

16.3%

Data customer base

million

16.4

12.8

27.6%

Mobile services ARPU

$

3.4

3.2

5.7%

1.8%

Overview

The seven countries in our Francophone Africa segment represent a highly attractive structural growth market. In a region with limited telecoms infrastructure, most people are entirely reliant on mobile services to access connections to each other and the digital economy. The opportunity to increase digital inclusion is huge – and by focusing on expanding our networks to provide affordable data access while enhancing customers’ experience, we're delivering strong growth in customer numbers and revenues.

This year we continued to modernise our networks through 4G upgrades, new sites and additional fibre rollouts. Proactive monitoring and maintenance improved the resilience of our service. Demand for home broadband (HBB) accelerated rapidly, supported by our stronger networks, satellite services and technology solutions that ensure customers remain connected during power fluctuations. Our partnership with Starlink (see Mobile services) will add further momentum, significantly boosting connectivity in Francophone Africa's large, rural and forested geographies.

We supported this network expansion by reinforcing our go-to-market execution, expanding our SIM-card distribution network and increasing our use of digital sales tools.

We did face a number of headwinds in some markets in 2025/26, including insecurity, supply chain challenges and cost-of-living pressures for customers. A combination of strong business continuity planning, diversified power sources, including solar, and sharper pricing and marketing campaigns helped offset these headwinds. And our focus on customer experience helped attract 3.5 million new data customers and grew our overall customer base by 16.3%.

Our performance

Revenue grew by 19.2% in reported currency and by 14.8% in constant currency. Higher reported currency revenue growth compared to constant currency was due to an appreciation in the CFA.  This year's growth of 14.8% in constant currency demonstrates a significant improvement from 7.9% in the prior year. This follows a recovery in market trends and the benefits of sustained network investment and intensive focus on ‘go-to-market’ initiatives.

Voice revenue declined by 0.8% in constant currency as customer base growth of 16.3% was more than offset by a decline in voice ARPU reflecting interconnect rate reductions.

Data revenue grew by 33.8% in constant currency, supported by data customer base growth of 27.6%. Our continued 4G network rollout supported an increase in total data traffic of 62.2%, with data usage per customer growing by 25.3%. Furthermore, 93.6% of sites are now on 4G as compared to 87.7% in the prior period. Data usage per customer increased to 6.8 GB per month (up from 5.4 GB in the prior period), with smartphone penetration increasing by 4.6% to reach 47.7% as of 31 March 2026. Smartphone data usage per customer reached 8.1 GB per month compared to 6.5 GB per month in the prior period.

Underlying EBITDA of $618m increased by 22.4% and 18.1% in reported and constant currency, respectively. The underlying EBITDA margin improved to 39.9%, an increase of 105 basis points, driven by continued strong revenue growth.

Operating free cash flow of $393m increased by 7.7% in constant currency, due to the increase in underlying EBITDA, partially offset by higher capex.

Legal and regulatory

We operate in an evolving legal and regulatory landscape. Relevant changes in Francophone Africa this year include:

Mobile termination regulation (MTR)

The Democratic Republic of Congo
In March 2025, the regulator set the mobile termination rate (MTR) for the period 2025 and 2026 as $0.01 and $0.005, respectively.

The Republic of Congo
In June 2025, the regulator set voice mobile termination rates for 2025 at Congo Telecom CFA5, MTN CFA4.5 and Airtel Congo B CFA5.5 and for 2026 at Congo Telecom CFA4.5, MTN CFA4 and Airtel Congo B CFA5.

Chad
In July 2025, the regulator issued the new MTR glidepath for voice at CFA5 in 2025, CFA3 in 2026 and CFA2.5 in 2027.

Spectrum

Niger
In December 2025, Airtel Niger acquired 1MHz in the 1800MHz band and 20MHz in the 2600MHz band at a cost of approximately $1.3m.

Mobile money

1 Mobile money service revenue post inter-segment eliminations with mobile services were $1,087m in the year ended 31 March 2026 and $770m in the prior year.

2 Wallet services comprise cash-in (deposits)/cash-out (withdrawals). Payment and transfers comprise P2P money transfers, airtime and bundle recharges, utility bill payments, merchant payments, cash collection, corporate bulk payments and international money transfers. Financial services primarily include bank-to-wallet transfers, wallet-to-bank transfers, lending, insurance, wealth management and savings. Others comprises retention revenues.

Description

Unit of measure

Year ended

Reported currency change

Constant currency change

Mar-26

Mar-25

Revenue1

$m

1,355

994

36.3%

28.4%

Wallet services2

$m

648

475

36.5%

28.9%

Payment and transfers2

$m

573

421

36.3%

28.3%

Financial services2

$m

61

35

73.0%

61.1%

Others2

$m

73

63

15.5%

7.3%

Underlying EBITDA

$m

689

525

31.3%

22.9%

Underlying EBITDA margin

%

50.8%

52.8%

(196) bps

(227) bps

Depreciation and amortisation

$m

(29)

(23)

27.7%

25.1%

Operating profit

$m

645

489

32.1%

23.2%

Capex

$m

45

32

41.4%

41.4%

Operating free cash flow

$m

644

493

30.7%

21.7%

Operating KPIs

Mobile money customer base

million

54.1

44.6

21.3%

Total processed value (TPV)

$bn

195.9

136.5

43.5%

35.2%

Mobile money ARPU

$

2.3

2.0

15.3%

8.6%

Description

Unit of measure

Year ended

Reported currency change

Constant currency change

Mar-26

Mar-25

Revenue

$m

1,355

994

36.3%

28.4%

Nigeria

$m

9

4

113.4%

102.9%

East Africa

$m

1,009

747

35.1%

26.1%

Francophone Africa

$m

337

243

38.6%

34.3%

Mobile money customers

million

54.1

44.6

21.3%

Nigeria

million

2.7

1.7

60.7%

East Africa

million

40.9

35.3

15.8%

Francophone Africa

million

10.5

7.6

38.0%

Overview

The mobile money opportunity continues to grow rapidly, with the GSMA's 2026 State of the Industry report recording mobile money total processed value growth of 26% for sub-Saharan Africa in 2025. Further, there are 2.3 billion registered mobile money accounts globally out of which 1.2 billion accounts are in sub-Saharan Africa 18% more than the previous year. Airtel Money is at the heart of this transformation – and we're focused on accelerating financial inclusion in our markets by deepening adoption, increasing everyday use cases and strengthening the digital payments ecosystem for customers.

MyAirtel app continues to be a key tool for driving higher penetration and transaction frequency by making access to financial services simpler and more digitised. We refreshed MyAirtel app in 2025/26, rolling out the improved version across all markets by year-end. The adoption of MyAirtel app reached 8.7% of our transacting customers by the end of 2025/26, an increase of 2.6% year-on-year.

At the same time, we scaled up the rollout of services for merchant customers, enabling more small businesses to accept digital payments while deepening our portfolio of products which now include bill payments and remittances, savings, credit and insurance. This growth in use cases helps build the financial ecosystem further.

This strategy is underpinned by a physical and virtual distribution platform which continues to expand and evolve to meet customer needs. Expansion of our Airtel Money branches (AMBs) and kiosks along with enhancements to MyAirtel app delivered a simpler, faster and more intuitive customer experience. We're using AI to improve our sales and customer service processes and digital self-recharge and top-ups continued to grow.

We continue to develop strategic partnerships in key product areas, including international money transfers (IMT), credit and value-added financial services. In 2025/26, this included our partnership with fintech service providers to offer digital loan overdraft solutions to Airtel Money customers.

Our performance

Mobile money revenue grew by 36.3% in reported currency, with constant currency revenues growing by 28.4%. During the period, East Africa revenue grew 26.1% and Francophone Africa revenue grew by 34.3% in constant currency. In Q4’26, Francophone Africa revenues grew by 38.9% in constant currency as we focused on key opportunities across the region. The expansion of our distribution network underpinned our 21.3% customer base growth, while ARPU growth of 8.6% in constant currency reflects the increased range of services on offer as we continue to expand the ecosystem.

A 14.4% increase in total processed value (TPV) per customer to $332 per customer per month reflects both the enhanced ecosystem and increased user engagement. Q4’26 annualised TPV exceeded $215bn in reported currency, with mobile money revenue contributing 21.1% of total Group revenue during the year ended 31 March 2026. This contribution includes cross-charge revenue from mobile services which is eliminated upon consolidation. 

Mobile money underlying EBITDA was $689m, up by 31.3% and 22.9% in reported and constant currency, respectively. The underlying EBITDA margin of 50.8%, a decline of 227 basis points in constant currency and 196 basis points in reported currency, primarily reflects the renegotiation of intra-group agreements as previously disclosed in our H1’26 results. The impact arising from intra-group agreement revisions will occur in phases. Adjusting for the impact of the revised intra‑group agreements, mobile money constant currency revenue growth would have been 31.6%, with underlying EBITDA margins of 53.1% in the year ended 31 March 2026. As these are intra-group arrangements, they will have no impact on the consolidated revenue, underlying EBITDA or growth outlook for the Group.

Operating free cash flow was $644m, up by 21.7% in constant currency, due to the increased underlying EBITDA, partially offset by higher capex.

Legal and regulatory

We operate in an evolving legal and regulatory landscape. Relevant changes in mobile money this year include:

Mobile money levy

DRC
In March 2026, the Ministry of Finance issued an enforcement notice introducing a 10% levy on commissions earned by electronic money issuers from specified mobile money services. 

Malawi
On 2 December 2025, the Malawian Parliament passed the revised 2025/26 half-year national budget introducing a new levy on mobile money transfers of 0.05% above MWK100,000 and VAT increased by 1% to 17.5%, effective from 30 December 2025.

Zambia
The Mobile Money Transaction Levy (Amendment) Act 2025 brings into its ambit digital betting services, whose flows will now be subject to tax unless expressly exempted. In addition, the Government of Zambia has implemented the increase in the mobile money levy for person-to-person transactions by 100% for lower-value transactions and by more than 200% for high-value transactions.

CFO's introduction and financial review

All commentary in the footnotes refers to the year ended 31 March 2026 and the prior period (31 March 2025) unless otherwise stated.

1 Revenue includes inter-segment eliminations of $268m and $224m for the prior period.

2 Mobile money revenue post inter-segment eliminations with mobile services were $1,087m and $770m for the prior period.

3 Underlying EBITDA includes other income of $27m and $22m for the prior period.

4 Operating exceptional items of $16m in the prior period relates to a provision for settlement of a legal dispute in a former Group subsidiary.

5 Other finance cost: net of finance income includes derivative and foreign exchange gains of $127m in the current period and losses of $92m in the prior period which has not been treated as exceptional items.

6 Exceptional items in the prior period of $87m relate to derivative and foreign exchange losses due to the devaluation of the Nigerian naira in Q1’25 and Q2’25, partially offset by exceptional derivative and foreign exchange gains in Q3’25 due to Nigerian naira and Tanzanian shilling appreciation, which resulted in an exceptional tax gain of $30m.

Description

Unit of

measure

Year ended

March

2026

March

2025

Reported

currency

change %

Constant

currency

change %

Profit and loss summary

Revenue1

$m

6,415

4,955

29.5%

24.0%

Voice revenue

$m

2,318

1,964

18.0%

12.8%

Data revenue

$m

2,530

1,804

40.3%

35.2%

Mobile money revenue2

$m

1,355

994

36.3%

28.4%

Other revenue

$m

480

417

15.2%

12.0%

Expenses

$m

(3,280)

(2,673)

22.7%

18.4%

Underlying EBITDA3

$m

3,162

2,304

37.2%

30.4%

Underlying EBITDA margin

%

49.3%

46.5%

280 bps

240 bps

Depreciation and amortisation

$m

(1,047)

(831)

26.1%

21.7%

Operating exceptional items4

$m

–

(16)

Operating profit

$m

2,115

1,457

45.1%

36.8%

Other finance cost – net of finance income5

$m

(713)

(735)

(3.1%)

Finance cost – exceptional items6

$m

–

(87)

Total finance cost

$m

(713)

(822)

(13.3%)

Net monetary gain relating to hyperinflationary accounting

$m

17

26

(36.1%)

Profit before tax

$m

1,419

661

114.5%

Tax

$m

(606)

(363)

67.1%

Tax – exceptional items6

$m

–

30

Total tax charge

$m

(606)

(333)

82.0%

Profit after tax

$m

813

328

147.4%

Non-controlling interest

$m

(134)

(108)

24.5%

Profit attributable to owners of the company – before exceptional items

$m

679

302

124.4%

Profit attributable to owners of the company

$m

679

220

207.7%

EPS – before exceptional items

cents

18.6

8.2

127.7%

Basic EPS

cents

18.6

6.0

212.2%

Weighted average number of shares

million

3,650

3,703

(1.4%)

Capex

$m

884

670

31.9%

Operating free cash flow

$m

2,278

1,634

39.4%

Net cash generated from operating activities

$m

3,195

2,266

41.0%

Net debt

$m

5,590

5,363

Leverage (net debt to underlying EBITDA)

times

1.8x

2.3x

Lease-adjusted leverage

times

0.5x

1.0x

Return on capital employed

%

23.1%

19.6%

355 bps

 

Description

Unit of measure

Year ended

March-26

March-25

Profit before taxation

Income tax expense

Tax rate 

Profit before taxation

Income tax expense

Tax rate

Reported effective tax rate (after EI)

$m

1,419

606

42.7%

661

333

50.3%

Exceptional items (provided below)

$m

–

–

103

30

Reported effective tax rate (before EI)

$m

1,419

606

42.7%

764

363

47.5%

Adjusted for:

Foreign exchange rate movement for loss making entity and/or non-DTA operating companies and holding companies

$m

11

–

35

–

One-off adjustment and tax on permanent difference

$m

5

(30)

(8)

(39)

Effective tax rate

$m

1,435

576

40.1%

791

324

41.0%

Exceptional items

1. Derivative and foreign exchange rate losses

$m

–

–

87

30

2. Provision for expected settlement of a contractual dispute

$m

–

–

16(a)

–

Total

$m

–

–

103

30

Description

$ cents

FY’25 EPS before exceptional items (EI)

8.2

FY’25 derivatives and foreign exchange losses (FX)1

1.6

FY’25 EPS before EI and FX

9.8

Operating profits – reported currency

18.1

Finance charges2

(5.7)

Taxes and others3

(6.0)

FY’26 EPS before EI and FX

16.2

FY’26 derivatives and foreign exchange gains (FX) 1

2.4

FY’26 EPS before EI

18.6

Particulars

March 2026

$m

March 2025

$m

Change

$m

Underlying EBITDA

3,162

2,304

858

Other non-cash items

27

(2)

29

Operating cash flow before changes in working capital

3,189

2,302

887

Change in working capital

401

287

114

Net cash generated from operations before tax

3,590

2,589

1,001

Income tax paid

(395)

(323)

(72)

Net cash generated from operating activities

3,195

2,266

929

Particulars

March 2026

$m

March 2025

$m

Net cash generated from operating activities

3,195

2,266

Cash capex (tangible)

(753)

(736)

Cash capex (intangible)

(122)

(123)

Cash interest

(816)

(644)

Repayment of lease liabilities

(204)

(222)

Dividend paid to non-controlling interests

(105)

(72)

Subtotal (a)

1,195

469

Dividend to Airtel Africa plc shareholders

(246)

(229)

Proceeds from sale of shares to NCI

–

10

Increase in mobile money wallet balance

(279)

(218)

Purchase of shares under buyback programme

(74)

(120)

(Outflow)/inflow on maturity of derivatives (net)

(61)

(194)

Others

(114)

(39)

Subtotal (b)

(774)

(790)

Addition of lease liabilities

(621)

(1,857)

Repayment of lease liabilities

204

222

Translation impact on net debt

(231)

98

Subtotal (c)

(648)

(1,537)

Net debt (increase)/decrease d = a+b+c

(227)

(1,858)

Opening net debt

5,363

3,505

Closing net debt

5,590

5,363

Description

Unit of measure

As of 

31 March 2026

As of

31 March 2025

Non-current borrowing

$m

1,169

1,226

Current borrowing

$m

1,019

1,095

Add: Processing costs related to borrowings

$m

8

9

Less: Cash and cash equivalents

$m

(646)

(552)

Less: Term deposits with banks

$m

(189)

(76)

Less: Current investments

$m

(20)

–

Add: Deposit from customers in payment service bank operations

$m

25

–

Add: Lease liabilities

$m

4,224

3,661

Net debt

$m

5,590

5,363

Less: Lease liabilities

$m

4,224

3,661

Lease adjusted net debt

$m

1,366

1,702

Underlying EBITDA

$m

3,162

2,304

Leverage

times

1.8x

2.3x

Lease-adjusted underlying EBITDA (EBITDAaL)

$m

2,500

1,766

Lease adjusted leverage

times

0.5x

1.0x

Managing our risk

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Principal risks and mitigation

 
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Our sustainability strategy

TCFD and other disclosures

Risk type and nature of impact

Time horizon

Likelihood, velocity and materiality assessment of CRO scores

Likelihood

Velocity

Financial materiality

1 NAQ – Not assessed quantitatively. Suitable parameter not identified for quantitative assessment and analysis was carried out using qualitative assessment of velocity and likelihood.

Customer pressure

Change in customer expectations regarding the Group’s climate action leading to a decrease in sales negatively affecting revenues.

Medium term (5–10 years)

3

2

NAQ1

New regulations

Introduction of carbon taxes in the Group’s operating markets adversely impacting profitability.

Medium term

1

3

2

New regulations

Lack of a credible action on climate change could result in increased stakeholder advocacy negatively impacting our operations, and in turn revenues.

Medium term

2

2

NAQ

New regulations

Increase in energy prices for use in logistics, own sites and leased assets in the event carbon taxes are imposed leading to an increase in cost.

Medium term

2

3

4

Shareholder/stakeholder advocacy

Increasing requirements for mandatory disclosures of climate performance and climate risks with possible inaction leading to negative sentiments from customers, suppliers and bankers leading to decreased revenues and/or increased cost.

Short term (<5 years)

3

2

NAQ

Reputation

Damage to brand reputation arising from a perceived lack of action on climate initiatives

Short term

2

2

NAQ

Risk type and nature of impact

Time horizon

Likelihood, velocity and materiality assessment of CRO scores

Likelihood

Velocity

Financial materiality

Flooding

Increase in frequency and severity of flooding attributed to rising sea level and/or increases in rainfall could damage our infrastructure, such as data centres, office buildings and tower sites.

Long term (10+ years)

4

3

4

Extreme weather events

Increase in frequency and severity of extreme weather events, such as tropical storms, cyclones and typhoons, could result in damage to our infrastructure.

Long term

4

3

1

Heat

Increase in temperatures and the duration of high temperatures may result in increased cooling requirements for data centres and, consequently, operating costs in some of our markets.

Long term

4

3

1

Business disruptions

Loss of revenue and productivity due to business disruptions attributed to climate-related physical events, such as cyclones and coastal and river flooding.

Long term

3

3

5

Likelihood, velocity and materiality assessment of CRO scores

Risk type and nature of impact

Time horizon

Likelihood

Velocity

Financial materiality

Enhanced market valuation

Improved ESG performance will have a positive effect on share price performance and investor perception.

Short term

2

2

NAQ1

Access to capital

Increased access to, and lower cost of, sustainable financing options.

Short term

2

2

1

Cost efficiency

Adopting renewable energy sources, such as solar and other environmentally friendly solutions, will enhance business processes.

Medium term

4

3

1

Reputation

Improved company reputation will help us to attract and retain customers and employees, reducing customer acquisition and HR-related costs.

Medium term

2

2

NAQ

Assessment of CRO

Financial thresholds

Level

Score

Period

Likelihood

  • Score based on the consistency of outcome when comparing current policy scenarios with transition scenarios (or high-temperature scenarios for physical risks).
  • The more closely aligned the outcomes on a directional basis, the higher the likelihood score.
Very high 4
High 3
Medium 2
Low 1

Velocity

  • Score based on the speed of development of external root causes that drive the CRO as assessed under the transition scenarios (or high-temperature scenarios for physical risks).
  • The speed at which a CRO is evolving and changing as compared to the baseline is also taken into account (e.g., higher the speed, higher the score).
Short term 4 1–5 years
Medium term 2 5–10 years
Long term 1 10+ years

Financial materiality

  • Score is based on the estimated negative impact to revenues or costs for risks and positive impact to revenues or costs for opportunities.
  • Financial impact calculations are performed with the aim of providing a scale of the materiality of each assessed CRO, for the purpose of focusing on the most relevant and important ones.
  • These initial estimates do not represent an exact prediction of the impact of the CROs but rather an order of magnitude to facilitate prioritisation.

<$10m

1
$10m–$20m 2
$20m–$30m 3
$30m–$50m 4
$50m–$100m 5
$100m–$300m 6
$300m–$400m 7
$400m–$450m 8
$450m–$500m 9

>$500m

10

Metrics

Measure

Scope 1 emissions

tCO2e

Scope 2 emissions

tCO2e

Scope 3 emissions

tCO2e

Total energy consumption kWh

* Scope 2 emissions include the UK office with emissions of 2.67 tCO2e in 2025/26.

** 2023/24 restatement: In 2025/26, we undertook a comprehensive review of the methodology for calculating scope 3 emissions, incorporating updated emissions factors to enhance accuracy and alignment with best practice. Following the adoption of the revised methodology, our 2023/24 Scope 3 emissions have been restated to 714,707 tCO2e, down from the previously reported 891,182 tCO2e.

*** Scope 3 emissions are reported with a lag of one year.

See our Carbon accounting methodology for more information on our methodology, scope, boundary and excluded categories for scope 3 calculations.

Measure

2023/24

2024/25

2025/26

(current year)

Scope 1 emissions

tCo2e

82,871

89,869

88,675

Scope 2 emissions (location-based)

tCo2e

45,632

44,151

47,458*

Total scope 1 and 2 emissions

tCo2e

128,503

134,021

136,133

Scope 3 emissions

tCo2e

714,707**

741,777

n/a***

Total

tCo2e

843,210

875,798

Energy consumption

KWh

434,373,723

448,050,273

457,691,861

Non-financial and sustainability information statement

 

Section 172 disclosures index

Section 172

Find out more

a)

The likely consequences of any decision in the long term

b)

The interests of the company’s employees

c)

The need to foster the company’s business relationships with suppliers, customers and others

d)

The impact of the company’s operations on the community and environment

e)

The desirability of the company maintaining a reputation for high standards of business conduct

f)

The need to act fairly as between members of the company

Our long-term viability statement

Sensitivity performed

Link to principal risks and uncertainties

Description

Slowdown in revenue growth

  • Adverse competition and market disruption
  • Digitalisation and innovation
  • Geopolitical risks and adverse macroeconomic conditions
  • Financial services platform resilience 
  • Technology resilience and business continuity

Revenue is projected on a number of assumptions such as subscriber base, rates and change in average revenue per user. A change in any of the assumptions due to adverse competition and market disruption may affect overall revenue growth. In most cases, changes in one such assumption (e.g., in rates) are compensated either fully or marginally by a corresponding change in other variables (e.g., subscriber base). Changes not fully compensated lead to a reduction in the rate of revenue growth. We have modelled stress test scenarios for various levels of slowdown across segments and revenue streams.

Increase in operating expenses

  • Supply chain disruptions
  • Geopolitical risks and adverse macroeconomic conditions
  • Digitalisation and innovation
  • Technology resilience and business continuity

With operations spread across 14 markets and each country having a different macroeconomic and business environment with exposure to different levels of geopolitical risks, there is always a risk of operating costs increasing beyond projected levels.

Unanticipated regulatory and tax levies

  • Uncertainty in policy and regulatory environment
  • Financial services platform resilience 

For our mobile money offerings, disruptions to platform availability whether caused by technical failures, cybersecurity incidents, third-party system outages or infrastructure constraints can result in service interruptions that undermine customer trust, impact transaction processing and expose the Group to reputational and regulatory risk. There will always be a risk of unanticipated regulatory and tax levies affecting our profitability and, therefore, additional tax and regulatory levies have been considered in the stress tests.

Currency devaluation

  • Exchange rate fluctuation and shortage of foreign currency

We are constantly exposed to the risk of adverse currency fluctuations, given our operations in 14 different markets with different functional currencies. Furthermore, we could face low availability of foreign currency in some of our markets constraining our ability to fully benefit at the Group level from the strong cash generation of our local businesses.

We have stress tested the plan for various levels of currency devaluation across operating entities, including the risk of availability of foreign exchange, leading to repatriation of cash from operating entities to the Group holding companies and the resulting impact on cash flows and liquidity headroom at the Group level.

Chair’s introduction to the Governance report

The Board at a glance

Chart showing board composition age ranges
Chart showing board composition nationality
Chart showing board composition of gender ratio overall percentage
Chart showing board composition of gender ratio independent directors percentage
Chart showing board composition ethnicity percentage
Chart showing board tenure percentage

Our Board of directors

Audit and Risk Committee icon
Nominations committee
Remuneration Committee
Market Disclosure Committee
Committee chair

Our Executive Committee

Highlights of the year

 

Our governance structures

The Board’s focus in 2025/26

Scheduled Board

meetings

Audit and Risk

Committee

Remuneration

Committee

Nominations

Committee

1 Appointed to the Board on 9 July 2025.

2 Stepped down from the Board on 9 July 2025.

3 Stepped down from the Board on 29 January 2026.

4 Appointed to the Board on 1 April 2025.

5 Stepped down from the Board on 9 July 2025.

Sunil Bharti Mittal

Chair

6/6

4/4

Sunil Taldar

CEO

6/6

Kamal Dua1

CFO

6/6

Jaideep Paul2

CFO

2/2

Andrew Green3

Independent non-executive director

6/6

11/11

3/3

Tsega Gebreyes

Independent non-executive director

6/6

6/6

4/4

Paul Arkwright

Independent non-executive director

6/6

6/6

Awuneba Ajumogobia

Independent non-executive director

6/6

12/12

6/6

Cynthia Gordon4

Independent non-executive director

6/6

6/6

1/1

Shravin Bharti Mittal

Non-executive Director

6/6

Annika Poutiainen

Non-executive director

6/6

12/12

Ravi Rajagopal

Independent non-executive director

6/6

12/12

4/4

Gopal Vittal

Non-executive director

6/6

Akhil Gupta5

Non-executive director

2/2

Our compliance with the UK Corporate Governance Code

1. Board leadership and company purpose

A. An effective and entrepreneurial Board

B. Purpose, vision, strategy and culture

C. Company performance and risk management

D. Stakeholder engagement

E. Workforce policies and practices

2. Division of responsibilities

F. Role of the chair

G. Board composition and division of responsibilities

H. Role of non-executive directors

I. Board processes and role of company secretary

3. Composition, succession and evaluation

J. Board appointments

K. Skills, experience and knowledge of the Board and its committees

L. Board evaluation

4. Audit, risk and internal control

M. Independence and effectiveness of internal and external audit

N. Fair, balanced and understandable assessment

O. Risk management, internal control and determining principal risks

5. Remuneration

P. Remuneration policies and practices

Q. Procedure for developing remuneration policy

R. Exercising independent judgement

Section 172 statement

How we engage with our stakeholders

 

Audit and Risk Committee report

Committee membership and attendance

Member

since

Meetings

attended/held

Ravi Rajagopal

Chair

April 2019

12/12

Andy Green*

April 2019

11/11

Annika Poutiainen

April 2019

12/12

Awuneba Ajumogobia

October 2020

12/12

Committee governance

Part 1: Our work during the year

Our priorities

Actions taken during the year

Cross-reference

Risk management

Looking closely at the robustness of our systems for risk reporting, assessment and control and ensuring that we focus on the areas of greatest risk

  • Reviewed and recommended the Group risk and compliance strategy to the Board and provided oversight throughout the year, ensuring alignment with the Group’s risk appetite and focus on the most significant principal and emerging risks
  • Received and challenged quarterly risk management reports, including KRI monitoring and exception reporting, to ensure early warning indicators directing management and Board attention to areas of increasing risk
  • Reviewed the robustness of the risk management framework, and confirmed that all risks on the risk register are supported by defined mitigation plans and mapped consistently to the framework
  • Undertook thematic risk reviews (including financing and foreign currency risk, IT strategy review and operational resilience, health and safety, data privacy, cybersecurity, and HR) to test the effectiveness of risk identification, controls and mitigation in areas of greatest risk exposure
  • Received descriptions and updates on key controls as part of quarterly key control status updates, enabling oversight of both ICOFR and non‑ICOFR controls across the Group
  • Reviewed progress on risk‑related remediation programmes, ensuring that control weaknesses identified through assurance activities are addressed and lessons applied consistently across the business

Principal risks and mitigation

Reviewing our risk management framework and conducting thematic risk reviews to ensure risk remains within our agreed appetite and is monitored and reviewed as needed to reflect external and internal changes

Conducted thematic reviews on:

  • Financing and foreign currency risks – provided enhanced oversight of liquidity, refinancing and treasury governance to inform our committee’s assessment of foreign exchange, macroeconomic and capital structure risks
  • IT strategy and operational resilience – risk governance and resilience – strengthened our oversight of the implementation of the IT strategic road map, operational resilience, business continuity and disaster recovery and risk mitigation actions to support the Group’s business objectives
  • Health & safety – reviewed health and safety risks related to the Group’s go-to-market (GTM) mobility strategy and the embedding of appropriate risk governance controls in operational GTM processes
  • Data privacy – reviewed the Group’s data privacy governance controls for legacy and new products to make sure privacy-by-design is embedded in the Group’s product governance processes and the ongoing identification and mitigation of privacy risks across the organisation
  • Cybersecurity – reviewed and assessed the Group’s cybersecurity posture through a quarterly update paper on the status of various cybersecurity programmes across the Group. This review also included analysing key global cybersecurity incidents reported in the public domain and assessing our own cyber practices and insights that could be used to further strengthen our internal cybersecurity controls
  • Human resources – reviewed and assessed risks with respect to the governance control framework for managing the Group’s non-FTE employees. Our objective was to make sure governance controls and systems were scaling in line with the growth in the Group’s business
  • OpCo risk governance: received and reviewed a report on risk perception from a survey with Group executive heads and OpCo executive committee members. This gave us insight on the strengthening of our risk management framework and risk identification process at Group functional and OpCo levels

In addition to formal thematic reviews, our committee received targeted deep dives on fraud risk to support our oversight of financial crime risks and associated mitigation actions.

We also commissioned focused education sessions on financial services risks to enhance our oversight of regulatory and conduct risks associated with mobile money operations.

Managing our risk 


Principal risks and mitigation

Clarifying processes and controls to help people identify, monitor and mitigate risk earlier and more effectively

  • Revisited and strengthened the business unit self‑certification process, reinforcing accountability for risk and control ownership at an operational level and supporting more timely identification of control weaknesses
  • Clarified and standardised the use of key risk indicators (KRIs) and tolerance limits, embedding an exception‑based reporting approach so that emerging issues are escalated early to management and the Board
  • Received clearer descriptions of key controls through quarterly key control status updates, improving understanding of how controls operate in practice across both ICOFR and non‑ICOFR processes
  • Reviewed and challenged the quality of risk registers, ensuring that all identified risks are supported by defined mitigation plans and consistently mapped to the Group’s risk management framework
  • Conducted design and compliance reviews as part of key issues reporting, with learnings applied across the business to strengthen consistency and prevent repeat control failures
  • Introduced continuous controls monitoring and agreeing rollout across markets and business lines to enable earlier detection of control failures and emerging risk trends
  • Reviewed overall ratings of process and control effectiveness across OpCos, including end‑to‑end process assessments, to highlight areas needing management attention and remediation
  • Policy review and approval: reviewed and approved several governance policies setting the governance processes and standards and ensuring consistent application across the Group

Ethics and culture

Promoting, assessing and embedding risk and ethical culture across the organisation

  • Insights from employee focus groups on culture – reviewed and assessed feedback from employee focus group sessions aimed at eliciting feedback on various aspects of the Group’s risk, ethical and compliance culture to ensure alignment with the Group’s purpose, values, strategy and business model
  • Groupwide culture campaign -– reviewed the design, key principles and implementation of the Group-wide culture campaign which was rolled out across the Group and its subsidiary during the financial year. The aim of the campaign was to reinforce the organisation’s business and ethical values and to highlight employee responsibilities and role in ensuring the right behaviours in day-to-day business activities and decision-making. The committee received regular updates on the progress and implementation of the culture campaign
  • Whistleblowing reports – reviewed whistleblowing reports on a quarterly basis including assessing key themes to identify any key patterns that needed to be addressed at an organisational level

Statutory audit and audit engagement

Reviewing the services, fees and policy for non-audit services provided by the auditor for the year

  • Approved the permitted non-audit services fees provided by Deloitte for 2025/26, in accordance with the Group’s non-audit services policy

Part 5

Approving the statutory audit fee for the year

  • Approved the fees for the 2025/26 statutory audit and noted that the 2024/25 statutory audit fee had been paid 

Note 8.1

Internal audit and chief internal auditor review

  • Reviewed and approved the annual combined assurance plan, covering second‑ and third‑line assurance activities, to ensure assurance effort was aligned to the Group’s principal and emerging risks and areas of greatest risk exposure
  • Received and considered regular progress reports on assurance delivery, including the outcomes of internal audit and other assurance reviews, and monitored management’s response to findings and agreed remediation actions
  • Maintained regular engagement with the chief internal auditor to oversee the effectiveness, independence and resourcing of the internal audit function and ensure appropriate escalation of significant issues to our committee and the Board

Our priorities

Progress and actions taken during the year

Cross-reference

Reviewing the adoption of the going concern basis of accounting

  • Reviewed the going concern assessment and recommended to the Board that the financial statements be prepared on a going concern basis

Note 2

Reviewing financial reporting controls and considering key issues and findings raised by the internal audit team

  • Reviewed the key findings and issues reported by the internal and external audit teams and considered management’s actions to address all financial reporting matters identified, including remediation completed, mitigation actions taken, and agreed action plans

Part 3

Overseeing management’s significant accounting judgements, the application of accounting policies, and the integrity of year‑end financial reporting

Assessed:

  • The quality, appropriateness and completeness of significant accounting policies and practices
  • The reliability and integrity of our financial reporting, including key judgements and whether to support or challenge management’s judgements
  • The external audit findings, including their review of key judgements and the level of misstatements
  • The rationale for the accounting treatment and disclosures around judgements and estimates
  • The overall level of reasonableness applied by management in their judgements and estimates around significant half year and full year matters, considering the views of the external auditor and evidence of bias

Part 2, note 2 and note 3 

Reviewing the proposed audit strategy for the year’s external audit, including the level of materiality applied

  • Assessed the detailed audit scope and challenged the key areas of focus and significant risks identified by the external auditors – in particular, Deloitte’s application of Group and component materiality
  • Monitored the external auditor’s progress against the agreed plan and considered issues as they arose

Part 5

Assessing the effectiveness of the 2025/26 audit

  • Thoroughly assessed Deloitte’s audit process and concluded that the audit was effective. The Board will recommend the reappointment of Deloitte as external auditor for the year ending 31 March 2027 at the AGM

Part 5

Reviewing related-party transactions and disclosures

  • Reviewed related party transactions entered by the Group during the year and determined that these were at arm’s length. We’re satisfied that related-party disclosures in our financial statements are appropriate
  • Endorsed the adoption of ‘lift and shift’ programmes from India to Africa on an arm’s length basis

The Board’s focus, 
Consolidated note 33 and Company note 4

Reviewing whether the company’s position and prospects as presented in the 31 March 2026 Annual Report and financial statements were fair, balanced and understandable

Assessed:

  • The completeness and consistency of disclosures in the Annual Report, interim reports, our business model and strategy
  • The internal verification of the non-financial factual statements, key performance indicators and descriptions within the narrative
  • The use of alternative performance measures (APMs)
  • The treatment of items as exceptional
  • Feedback from external parties (corporate reporting specialists, remuneration advisors, external auditors) to enhance the quality of our reporting

Reviewing the Annual Report 2025

Our priorities

Progress and actions taken during the year

Cross-reference

Reviewing updates from regulators on corporate reporting

  • Reviewed updates arising from the FRC’s thematic reviews and other guidance issued during the year. The Group already complied with the majority of the recommendations, and this Annual Report has been updated, where appropriate, to reflect current best practice

Compliance with the UK Code, Part 3 and Part 5

Meeting the Group’s compliance with the UK Financial Conduct Authority’s (FCA) Disclosure Guidance and Transparency Rules relating to the selection and application of appropriate XBRL tags using judgement where necessary; maintaining consistency between digitised information and the consolidated financial statements presented in human-readable format and ensuring appropriate internal controls are in place in relation to digital financial reporting

  • Reviewed management’s approach to the preparation of our consolidated financial statements in digital format, including compliance with the FCA’s digital reporting requirements and the implications of implementing the 2024 update to the applicable ESEF taxonomy
  • Considered management’s assessment of the Group’s digital reporting content and structure against FRC guidance focusing on accessibility, structure and data quality
  • Received updates on procedures performed by management, including the involvement of the Group’s technical accounting team and an external specialist IT provider, and considered whether these were appropriate
  • Our external auditor performed a separate, independent voluntary limited assurance engagement over the Group’s compliance with the FCA’s digital reporting requirements. We reviewed the outcome of this work, which confirmed that the Annual Report was prepared and marked up in line with relevant requirements. The related assurance report review opinion is included within this Annual Report

ESEF assurance statement

Staying up to date with regulatory reform

  • Noted the revised UK Corporate Governance Code (2024 Code) published in January 2024 by the FRC. This includes a limited number of key changes, significantly a new requirement for boards to declare the effectiveness of their internal controls each year (Provision 29). Our committee received regular feedback on progress. More on Provision 29 preparedness in Part 3: Risk management and internal controls
  • Continued to enhance our internal control systems and processes based on self-assessments and evaluations, as well as feedback from internal audit, external audit and other assurance providers

Part 3

  • Discussed with Deloitte the responsibilities of directors around the prevention and detection of fraud
  • Reviewed quarterly compliance certificates provided by executive management confirming the adequacy of procedures to review the effectiveness of our internal and disclosure controls and discussed areas of non-compliance before recommending to the Board for approval

Part 2 and Part 3

Reviewing the findings of the yearly evaluation of our committee

  • Reviewed the evaluation results and set out an action plan to deliver its recommendations

Committee evaluation

FRC letter

  • Received correspondence from the Financial Reporting Council’s Corporate Reporting Review (CRR) team following its review of the Airtel Africa Annual Report and Accounts for the year ended 31 March 2025, as part of its routine review of UK listed companies. We considered the matters raised, oversaw the preparation of Airtel Africa’s response, and were satisfied that the explanations provided appropriately addressed the points raised. We also reflected on the observations as part of our ongoing oversight of financial reporting and disclosure processes. The Group on 30 April 2026, received confirmation from the CRR that its queries had been closed. The Committee does note however that the review conducted by the FRC was based solely on the Group’s published Annual Report and Accounts and does not provide assurance that the Annual Report and Accounts are correct in all material respects.

Our priorities

Progress and actions taken during the year

Cross-reference

Sustainability strategy, goals and KPIs

  • Reviewed our goals and targets sustainability strategy, including the process of monitoring and tracking KPIs
  • Began quarterly sustainability KPI reports to this committee, with scope 1 and 2 emissions and intensity reported every half year
  • Provided regular updates on improving energy data collection and reporting at the OpCo level in preparation for the upcoming audit and assurance of climate-related KPIs and risks
  • Reviewed our goals and targets sustainability strategy, including the process of monitoring and tracking KPIs
  • Began quarterly sustainability KPI reports to this Committee, with scope 1 and 2 emissions and intensity reported every half year
  • Provided regular updates on improving energy data collection and reporting at the OpCo level in preparation for the upcoming audit and assurance of climate-related KPIs and risks

Sustainability reporting

  • Reviewed climate scenario analysis and TCFD disclosures, including scope 3 emissions calculations and methodology
  • Published the recalculation and restatement policy as approved by the Sustainability Committee following the GHG Protocol recommendations around when significant structural or methodological changes occur

Review of sustainability regulatory landscape

  • Reviewed the requirements of new regulatory frameworks for sustainability reporting: Corporate Sustainability Reporting Directive (CSRD), IFRS Sustainability Disclosure Standards (IFRS S1 and S2) and the anticipated UK Sustainability Reporting Standards (UK SRS)
  • Provided regular updates on the CSRD gap analysis, including double materiality assessment (DMA)

Our priorities

Progress and actions taken during the year

Cross-reference

Ensure compliance with mandatory audit tendering requirements and promote audit quality, independence and competition

  • Completed a competitive external audit tender during the year in line with regulatory requirements
  • Led the end‑to‑end tender process, supported by management, which included inviting multiple firms, evaluating against pre‑defined criteria and a structured scoring process
  • After the conclusion of the tender, made a recommendation to the Board for consideration

Part 6

Our priorities

Progress and actions taken during the year

Cross-reference

Ensuring readiness for IPO and execution of the separation plan

  • Discussed in detail our responsibilities for overseeing the AMC BV business, particularly given the separation activities and the desire to avoid any unnecessary duplication of effort with the AMC BV Board

Board focus in 2025/26

Reviewing the control environment

  • Strengthened systems, processes and governance frameworks – and enhanced risk and compliance controls
  • Reviewed projects to modernise transaction monitoring tools and strengthen the internal control and regulatory compliance culture and infrastructure
  • Analysed the Airtel Money risk and compliance strategy, structure and systems to assess their fitness for purpose. Our senior independent director attended the AMC BV Audit and Risk Committee as a member of the Audit and Risk Committee on Airtel Africa’s behalf to provide oversight
  • Reviewed the register of significant risks and assessed the regulatory-related implications of a breach. Also reviewed back-end controls and supported actions to strengthen KYC and minimise commission arbitrage
  • Received guidance from the Group treasurer on counterparty governance on trust balances

Part 3

Part 2: Accounting and financial reporting issues

Significant issue

Progress and actions taken during the year

Cross-reference

Going concern and long-term viability statement

We advised the Board on the form and basis of conclusion for the long-term viability statement and going concern assessment, reviewing these in depth alongside the Group’s strategy and business model. Our review covered:

  • The Group’s prospects
  • The period under consideration
  • Principal risks
  • Longer-term cash flow forecasts
  • The sensitivities considered in management’s stress test to respond to the principal risks

Considering potential mitigating actions, we were satisfied with the conclusion and disclosure of the Group’s long-term viability and going concern.

See 2025/26 long-term viability statement

See Going concern assessment

Principal risks and mitigation

Review of tax/legal/regulatory matters

We reviewed the key developments in material tax, legal and regulatory matters during the period including management’s assessment of tax, legal and regulatory matters and the classification of exposures as probable, possible or remote. We were satisfied with management’s conclusions, the related disclosures in the financial statements and the identification of relevant matters as a key source of estimation uncertainty where appropriate.

Principal risk 10, note 3 and note 18

Goodwill impairment

We received and discussed a management paper on impairment and challenged the appropriateness of the key assumptions and judgements adopted for the annual impairment testing exercise in December 2025. We considered the level of operating cash flow forecasts and resulting headroom and reviewed the sensitivities performed by management on key assumptions such as the discount rate, growth rates and the headroom if a five-year plan were adopted with appropriate long-term growth rates. For more on Airtel Africa’s goodwill impairment assessment, see note 16 of the financial statements.

Note 16

Lack of exchangeability

The committee reviewed and discussed management’s assessment and judgement applied in relation to the adoption of the amendments to IAS 21, The Effects of Changes in Foreign Exchange Rates, including the evaluation of exchangeability in the Group’s operating markets. The committee challenged the assumptions, considered the economic and regulatory factors underpinning management’s conclusion, and was satisfied that the judgements made, and the related disclosures, were appropriate based on the facts and circumstances at the reporting date. The committee also noted management’s commitment to ongoing monitoring and reassessment as conditions evolve.

Note 3

Part 3: Risk management and internal controls

Part 4: Sustainability risk and reporting

Part 5: External auditors

Part 6: Audit tender

Nominations Committee report

Committee membership and attendance

Member

since

Meetings

attended/held

Sunil Bharti Mittal

Chair

July 2018

4/4

Andy Green

Senior independent non-executive director (retired 29 January 2026)

April 2019

3/3

Tsega Gebreyes

Senior Independent non-executive director (appointed 30 January 2026 and Remuneration Committee chair until 29 January 2026)

October 2021

4/4

Ravi Rajagopal

Independent non-executive director (Audit and Risk Committee chair)

April 2019

4/4

Cynthia Gordon

Independent non-executive director (appointed Remuneration Committee chair 30 January 2026 and ex officio member of the Nominations Committee)

April 2025

1/1

Committee report

Name

Appointment date

0-1 years

2-3 years

4-5 years

6-7 years

8-9 years

Sunil Bharti Mittal

July 2018

Red tick / check icon

Shravin Bharti Mittal

October 2018

Red tick / check icon

Awuneba Ajumogobia

April 2019

Red tick / check icon

Ravi Rajagopal

April 2019

Red tick / check icon

Annika Poutiainen

April 2019

Red tick / check icon

Tsega Gebreyes

October 2021

Red tick / check icon

Paul Arkwright

May 2024

Red tick / check icon

Gopal Vittal

November 2024

Red tick / check icon

Cynthia Gordon

April 2025

Red tick / check icon

Diversity and inclusion

Number of Board members

Percentage of the Board

Number of senior positions on the Board (chair, SID, CEO, CFO)

Number in executive management2

Percentage in executive management

1 This data was collected by asking individuals to anonymously self-report against these categories.

2 The number of Executive Committee (ExCo) members.

Asian/Asian British

7

64%

4

6

41%

Black/African/Caribbean/Black British

2

18%

–

2

13%

White British or other white (including minority-white groups)

2

18%

–

2

13%

Mixed/Multiple ethnic groups

–

–

–

2

13%

Other ethnic group including Arab

–

–

–

–

–

Not specified/prefer not to say

–

–

–

3

20%

Number of Board members

Percentage of the Board

Number of senior positions on the Board (Chair, SID, CEO, CFO)

Number in executive management2

Percentage in executive management

1 The number of Executive Committee members.

2 This table reports on sex rather than gender identity, as defined by the Listing Rules.

Men

7

64%

3

15

93.8%

Women

4

36%

1

1

6.2%

Category

Women

Men

Total

Women %

Men %

1 GCEO & GCFO are part of Board and Group ExCo (have been counted in both categories).

2 Company secretary has been included in Group Executive Committee count. The Group Executive Committee direct reports are one of the sets of numbers in the diversity table already provided (under Senior and middle management).

3 OPCO MDs have been included in Senior and middle management.

4 Senior management is all general managers and above excluding OPCO & Group Executive committee, and middle management includes all employees at senior manager level.

Group Board1

4

7

11

36.4%

63.6%

Group Executive Committee Member2

1

15

16

6.3%

93.8%

OpCo Executive Committee3

39

112

151

25.8%

74.2%

Senior and middle management4

292

885

1,177

24.8%

75.2%

All other employees

1,017

2,151

3,168

32.1%

67.9%

Total

1,353

3,168

4,521

29.9%

70.1%

Part 1: Chair’s introduction

Committee membership and attendance

Member

since

Meetings

attended/held

Cynthia Gordon

Chair

April 2025

6/6

Tsega Gebreyes

October 2021

6/6

Awuneba Ajumogobia

April 2019

6/6

Paul Arkwright

May 2024

6/6

All amounts are in $million

Weighting

Threshold

Target

Maximum

Actual

Outcome

Net revenue

35%

5,040

5,170

5,299

5,343

35%

Underlying EBITDA

35%

2,731

2,827

2,923

2,986

35%

Operating free cash flow

10%

1,846

1,942

2,038

2,103

10%

Non-financials CEO – see Bonus outcomes

20%

7.9%

Non-financials CFO – see Bonus outcomes

20%

7.5%

Metric

Weighting

Threshold

(25%)

Target

(50%)

Max

(100%)

Actual

% achievement of maximum

Net revenue CAGR

40%

15.0%

16.0%

16.9%

24.9%

100%

Increase in underlying EBITDA margin

40%

0.93%

1.28%

1.42%

2.13%

100%

Rank of Airtel Africa TSR against the members of the MSCI Emerging Markets Communication Services Index

20%

Median (8.5% TSR)

n/a

Upper quartile (42.5% TSR)

Above Upper Quartile (249.7%)

100%

Metric

Weighting

Why chosen

* measured in constant currency

Net revenue*

35%

Key indicator of our growth, market penetration and customer retention

EBITDA*

35%

Measure of our profitability and cash-generating ability from year to year

Operating free cash flow (OFCF) *

10%

Measure of the underlying profitability from our operations, as well as our ability to service debt and other capital commitments

Non-financial

20%

Indicator of the performance of the organisation and executive directors in key non-financial areas

Metric

Weighting

Why chosen

* measured in constant currency

TSR, relative to a peer group of competitors

For grants in 2026, we intend to use a peer group of international emerging market communication services organisations (MSCI Emerging Markets Communication Services Index constituents).

20%

Measures the total returns to our shareholders, providing close alignment with shareholders’ interests

Net revenue*

40%

A key indicator of long-term growth in the market, highlighting the importance of sustained performance

Increase in Underlying EBITDA* margin

40%

A key indicator of long-term growth on profitability from operations, highlighting the importance of sustained performance

Operating free cash flow (OFCF)*

RSU underpin

Measure of the underlying profitability from our operations, as well as our ability to service debt and other capital commitments

Part 2: Directors’ remuneration policy

Purpose and link to strategy

How we assess performance

Maximum

Base salary

To recruit and reward executive directors of a suitable calibre for the role and duties required

Normally reviewed annually by the committee, taking account of company and individual performance, changes in responsibility and levels of increase for the broader employee population.

Reference is also made to market levels in companies of similar size and complexity.

We consider the impact of any base salary increase on the total remuneration package.

Salaries (and other elements of the remuneration package) may be paid in different currencies as appropriate to reflect the geographic location.

There is no prescribed maximum salary or annual increase.

However, increases will generally be guided by increases for the broader employee population. Increases above this level may be made in specific situations to recognise development in the role, changes in responsibility, material changes to the business or exceptional company performance.

Benefits and pension

To provide market competitive benefits

Benefits for executive directors will typically reflect their country of residence.

Where an executive director receives an expatriate package, additional cash benefits may be provided. Expatriate benefits may include housing allowance, education allowance and home leave tickets. Car allowances, life and medical insurance may also be provided. Statutory benefits as required under local law of the host country will also be paid.

Pensions may be provided where this is in line with the workforce provision and statutory requirements in the executive’s home location.

We may also equalise for double taxation between the required work location and the executive’s country of residence, if required.

Maximum values are determined by reference to market practice, avoiding paying more than is necessary. Where pension is offered, this will be in line with statutory requirements in the executive’s home location and in line with the wider workforce for that location.

Bonus plan

To incentivise and reward annual performance achievements

To also provide sustained alignment with shareholders through a component deferred in shares

Awards are based on annual performance against a scorecard of metrics aligned with our strategy, KPIs and other yearly goals. Financial measures have the highest weighting. Performance against strategic financial and non-financial objectives may also be used but will not normally account for more than 20% of the total.

The policy gives the committee the authority to select suitable performance metrics aligned to our strategy and shareholders’ interests, and to assess the performance outcome.

One-third of any bonus is normally delivered in shares deferred for a further two years. Any dividend equivalents accruing on shares between the date when the awards were granted and when the awards vest will normally be delivered in shares.

Malus and clawback provisions apply to both the cash and share-based element of awards for a period of two years from the date of payment (cash) or date of release (shares) if there is:

  • Misstatement of the company’s accounts
  • An error in calculation performance
  • Gross misconduct resulting in dismissal
  • Material failure in risk management
  • Reputational damage
  • Material downturn in financial performance
  • Any other event or events that the committee considers to be both exceptional and sufficiently adverse to the interests of the company

The maximum annual bonus is 200% of base salary for the CEO, and 175% for other executive directors.

The committee will use its discretion within these limits to consider the maximum bonus opportunity each year, taking account of market development opportunities, specific events and role expansion.

Threshold performance results in a payment of no more than 30% of maximum.

Dividend or dividend equivalents may be earned on the deferred bonus component.

Long-term incentive plan (LTIP)

To incentivise and reward the delivery of the company’s strategic objectives and provide further alignment with shareholders through the use of shares

Awards may comprise performance shares (PSP) and/or restricted stock units (RSUs). Individuals are considered each year for an award of shares that normally vest after three years to the extent that any performance conditions are met, and in line with the terms of the shareholder-approved plan.

PSP awards are made subject to continued employment and the satisfaction of stretching performance conditions normally measured over three years set by the committee before each grant.

The committee will have discretion to change the metrics and weighting from year to year. Major shareholders will normally be consulted before any significant changes.

Awards of RSUs depend on continued employment and a financial underpin set by the committee before each grant.

The LTIP vesting outcome can be reduced, if necessary, to reflect the underlying or general performance of Airtel Africa.

A two-year post-vesting holding period also normally applies to LTIP awards that vest (net of tax) after the adoption of this policy. Any dividend equivalents will normally be delivered at the end of the vesting period in shares based on the proportion of the award that vests.

Malus and clawback provisions apply to awards made for three years from the date on which the award vest when there has been:

  • A misstatement of the company’s accounts
  • An error in calculating performance
  • Gross misconduct resulting in dismissal
  • Material failure in risk management
  • Reputational damage
  • Material downturn in financial performance
  • Any other event or events that the committee considers to be both exceptional and sufficiently adverse to the interests of the company

The maximum annual grant limit is 300% of base salary for the CEO and 250% of base salary for other executive directors (in each case being the combined face value of PSP and RSU shares at grant).

No more than 50% of base salary may be granted as RSUs to any one person in a single year.

A maximum of 25% of the PSP award is available for threshold performance, rising to 100% of the grant for performance at the stretch level.

In accordance with the LTIP plan rules, dividend or dividend equivalents may be earned on vested shares.

One-off award for exceptional strategic initiatives

To incentivise, in exceptional circumstances, the achievement of strategic initiatives

An award of cash or equity linked to the achievement of an exceptional strategic initiative.

Awards would be subject to performance measures linked to the strategic initiative. The performance period would be aligned to the achievement of the strategic initiative, or a specific milestone.

Malus and clawback provisions apply to awards made for three years from the date on which the award vest when there has been:

  • A misstatement of the company’s accounts
  • An error in calculating performance
  • Gross misconduct resulting in dismissal
  • Material failure in risk management
  • Reputational damage
  • Material downturn in financial performance
  • Any other event or events that the committee considers to be both exceptional and sufficiently adverse to the interests of the company

Maximum annual award level of 100% of base salary (face value of equity award at grant, or maximum value of cash award).

Where a threshold target is set, the minimum amount payable would normally be 25% of the award.

Share ownership policy

To further align the interests of executive directors with those of shareholders

In-employment

The CEO is expected to build up and retain shares worth 250% of base salary within five years of being appointed to the Board. Other executive directors are expected to build up and retain shares worth 200% of base salary within the same timescale.

Post-employment

Executive directors are required to retain shares equal in value to the lower of their holding on the date of cessation or 50% of their in-employment requirement for two years. Only shares acquired from LTIP and deferred bonus awards granted after their appointment to the Board will count towards this requirement.

Not applicable

Name of director

Date of service contract

Unexpired term at date of service contract

Sunil Taldar

1 July 2024

10 years

Kamal Dua

9 July 2025

10 years

Good leaver

Other leavers

Dismissal for cause

Base salary

Payable for unexpired portion of notice period or settled by making a cash payment in lieu

Nil

Benefits and pension

Continues to be provided for unexpired portion of notice period or settled in cash

Nil

Annual bonus

Paid for period worked and subject to the normal performance conditions

Paid following the relevant year end in cash

Normally lapse

Lapse

Deferred bonus awards

Typically vest on normal timetable without pro-rating for time

Normally lapse

Lapse

Share-based awards

Typically vest according to normal schedule subject to performance conditions (if applicable) and usually pro-rated for time

Normally lapse

Lapse

Element

Purpose and link to strategy

Operation

Maximum opportunity

Non-executive Board chair fees

To attract and retain high-calibre chairs with the necessary experience and skills.

To provide fees that reflect the time commitment and responsibilities of the role.

The chair receives an annual fee.

We may also pay fees reflecting additional time commitments or time required to travel to Board meetings.

The committee reviews the chair’s fee periodically.

While there is no maximum fee level, we set fees by reference to market data for companies of similar size and complexity.

Other non-executive fees

To attract and retain high-calibre non-executive directors with the necessary experience and skills.

To provide fees that reflect the time commitment and responsibilities of the role.

Non-executive directors are paid a basic fee in cash or shares. We may also pay additional fees to reflect extra responsibilities or time commitments, for example, for Board committee chairs, senior independent directors or designated non-executive directors, or time required to travel to Board meetings.

Non-executive directors’ fees are reviewed periodically by the chair and executive directors.

While there is no maximum fee level, fees are set by reference to market data for companies of similar size and complexity.

Director

Date of (re)appointment

Unexpired term

Will renew for three-year term

Sunil Bharti Mittal

26 November 2024

2 years, 2 months and 29 days

Will retire at the 2026 AGM

Shravin Bharti Mittal

23 October 2024

2 years, 2 months and 29 days

Red tick / check icon

Awuneba Ajumogobia

1 April 2025

2 years, 2 months and 29 days

Red tick / check icon

Ravi Rajagopal

29 April 2025

2 years, 2 months and 29 days

Red tick / check icon

Annika Poutiainen

1 April 2025

2 years, 2 months and 29 days

Will retire at the 2026 AGM

Tsega Gebreyes

12 October 2024

1 year, 6 months and 15 days

Red tick / check icon

Paul Arkwright

9 May 2024

1 year, 1 month and 9 days

Red tick / check icon

Gopal Vittal

28 October 2024

1 year, 7 months and 1 day

Red tick / check icon

Cynthia Gordon

1 April 2025

2 years and 2 days

Red tick / check icon

Part 3: Our annual report on remuneration

All amounts are in $’000

Base salary

Benefits1

Pension contribution2

Annual bonus

LTIP3,4

Total fixed

Total variable

Other5

Total

Notes

1 Sunil Taldar’s benefits included ($’000): expatriate housing of $93, car of $58, expatriate home leave tickets entitlement of $19 and insurance costs of $17. Kamal Dua’s benefits included ($’000): expatriate housing of $55, car of $40, expatriate home leave tickets entitlement of $13, education benefit of $14 and insurance of $12. Jaideep Paul’s benefits included ($’000): expatriate housing of $25, car of $16, expatriate home leave tickets entitlement of $8 and insurance costs of $5.

2 Sunil Taldar, Kamal Dua and Jaideep Paul do not receive a pension contribution. All executive directors based in Dubai are eligible for the end of service gratuity required under Dubai law for employees under full-time contracts. This benefit is paid when employment is terminated based on the number of years served. The amount of benefit accrued in the year is included in this column.

3 For Jaideep Paul, the 2025/26 figure includes 452,646 PSU awards and 181,058 RSU awards which were granted on 27 June 2023 and will vest in 2026. The PSU awards were subject to a performance condition and the RSU awards were subject to a performance underpin, both of which had performance periods ending on 31 March 2026. The value of these awards has been estimated using the average price of Airtel Africa shares between 1 January 2026 and 31 March 2026 of GBP 3.508 ($4.728). For 2025/26, the total value estimated attributable to share price appreciation is $1,422k for Jaideep Paul.

4 The 2024/25 LTIP values for Jaideep Paul have been restated based on the share price of $2.375 on the vesting date of 24 June 2025. This was when 152,873 PSUs and 127,531 RSUs vested to Jaideep Paul after application of the PSU performance condition and RSU underpin. The value in last year’s report was estimated using an average share price.

5 For 2025/26, ‘Other’ for Jaideep Paul wholly relates to amounts paid for accrued but untaken holiday. For Kamal Dua, this relates to the vesting of performance-based deferred cash awards granted in November 2023 and June 2024, prior to his appointment as CFO, subject to the following performance conditions: Net Revenue (40%), EBITDA (40%) and Relative TSR (20%). Awards vest in three equal tranches subject to annual performance conditions. The maximum amount linked to performance in 2025/26 was $62k, which is due to vest in full.

Sunil Taldar

2025/26

$823

$187

$54

$1,085

–

$1,065

$1,085

–

$2,150

2024/25

$570

$133

$33

$686

–

$736

$686

–

$1,422

Kamal Dua

2025/26

$237

$134

$14

$249

–

$384

$311

$62

$695

Jaideep Paul

2025/26

$185

$55

$11

$227

$2,032

$251

$2,467

$208

$2,718

2024/25

$670

$191

$43

$758

$666

$904

$1,424

–

$2,328

Bonus performance measures

Net revenue

Underlying EBITDA

Operating free cash flow (OFCF)

Personal

Total

Weighted total

35%

35%

10%

20%

100%

Outcomes (weighted % of maximum)

35%

35%

10%

Sunil Taldar (weighted % of maximum)

7.9%

87.9%

Kamal Dua (weighted % of maximum)

7.5%

87.5%

All amounts are in $million

Weighting

(%)

Threshold

(30%)

Target

(50%)

Maximum

(100%)

Actual

All targets and achievements are in constant currency as at 31 March 2025.

1 The targets for OFCF were adjusted during the year after the Board’s approval of additional capex as set out in the Annual Statement.

Net revenue

35%

5,040.2

5,169.5

5,298.7

5,342.8

EBITDA

35%

2,731.1

2,826.7

2,923.2

2,986.3

OFCF

10%

1,846.1

1,941.7

2,038.2

2,102.5

Weighting

(%)

Target

Performance achieved

Outcome

(weighted % of maximum)

Sunil Taldar

ESG – gender diversity

10%

Female representation

Threshold: 30.2%

Target: 31.2%

Maximum: 32.2%

30.3%

3.1%

Compliance – Internal audit score

10%

Threshold: 82

Target: 84

Maximum: 85

83.8

4.8%

Kamal Dua

ESG – gender diversity

10%

Female representation

Threshold: 30.2%

Target: 31.2%

Maximum: 32.2%

30.3%

3.1%

Compliance – Internal audit score

10%

Threshold: 90

Target: 91

Maximum: 93

90.7

4.4%

Name

Awarded in cash

($000s)

Awarded in deferred shares

($000s)

Total

($000s)

Sunil Taldar

$723.5

$361.8

$1,085.3

Kamal Dua

$165.7

$82.9

$248.6

Type of award

Maximum number of shares

Share price used to determine level of award1

Face value

Face value as a % of salary

Threshold vesting

End of the performance period

1 Average closing share price and FX rate for the three dealing days immediately prior to grant.

Sunil Taldar

2025 LTIP – PSU

544,172

$2.304

$1,254,000

150%

25%

31-Mar-28

2025 LTIP – RSU

181,391

$2.304

$418,000

50%

100%

31-Mar-28

Kamal Dua

2025 LTIP – PSU

141,034

$2.304

$325,000

100%

25%

31 Mar-28

2025 LTIP – RSU

56,413

$2.304

$130,000

40%

100%

31-Mar-28

Metric

Weighting

Threshold (25%)

Target (50%)

Maximum (100%)

Net revenue (CAGR %)

40%

 Target minus more than 2.5%

Based on 3-year plan

Target plus more than 2.5%

Increase in underlying EBITDA margin

40%

Commercially sensitive

Based on 3-year plan

Commercially sensitive

Relative total shareholder return against MSCI Emerging Markets Communications Service Index

20%

50th percentile

–

75th percentile

Metric

Weighting by tranche

Below threshold

(0%)

Threshold

(25%)

Target

(50%)

Maximum

(100%)

Actual

% achievement

(of maximum)

2023 LTIP awards – PSP (financial)

Net revenue CAGR

40%

<15.0%

15.0%

16.0%

16.9%

24.9%

100%

Increase in underlying EBITDA margin

40%

<-0.93%

0.93%

1.28%

1.42%

2.13%

100%

2023 LTIP awards – PSP (TSR)

Relative TSR

20%

<Median

Median (8.5% TSR)

n/a

Upper quartile (42.5% TSR)

Upper quartile (249.7% TSR)

100%

Type of award

Applicable performance conditions

Maximum number of shares after pro-rating for time served

Number of shares vesting

Estimated value on vesting ($000s)1

Estimated value attributable to share price difference ($000s)1

1 The estimated value on vesting is the average price of Airtel Africa’s shares in the period between 1 January 2026 to 31 March 2026: $4.728 (£ 3.508). The estimated value attributable to share price difference is the change from the share price on the date of grant of $1.420 (£1.120).

Jaideep Paul

2023 LTIP

RSUs

Operating free cash flow underpin

122,795

122,795

$580.5

$406.2

PSUs

Net revenue CAGR

122,796

122,796

$580.5

$406.2

PSUs

Underlying EBITDA margin

122,796

122,796

$580.5

$406.2

PSUs

Relative TSR against comparator group (Vodacom, MTN and Safaricom)

61,398

61,398

$290.3

$203.1

All amounts are in ’000

NED fees1

Benefits

(actual paid)

Total

As at 31 March 2026

$2

1 NED fees determined in pounds sterling.

2 Adjustable closing FX rate of GBP/USD on 31 March 2026: £1 = $1.32. USD values for 2024/25 are restated using this FX rate to aid comparison.

3 Andrew Green retired from the Board on 29 January 2026.

4 Paul Arkwright was appointed to the Board on 9 May 2024.

5 Gopal Vittal was appointed to the Board on 28 October 2024.

6 Cynthia Gordon was appointed to the Board in April 2025.

Sunil Bharti Mittal

2025/26

£350

N/A

£350

$462

2024/25

£350

N/A

£350

$462

Awuneba Ajumogobia

2025/26

£95

N/A

£95

$125

2024/25

£95

N/A

£95

$125

Andrew Green3

2025/26

£96

N/A

£96

$126

2024/25

£115

N/A

£115

$152

Akhil Gupta

2025/26

£22

N/A

£22

$29

2024/25

£80

N/A

£80

$106

Shravin Bharti Mittal

2025/26

£80

N/A

£80

$106

2024/25

£80

N/A

£80

$106

Annika Poutiainen

2025/26

£95

N/A

£95

$125

2024/25

£95

N/A

£95

$125

Ravi Rajagopal

2025/26

£105

N/A

£105

$139

2024/25

£105

N/A

£105

$139

Tsega Gebreyes

2025/26

£107

N/A

£107

$141

2024/25

£105

N/A

£105

$139

Paul Arkwright4

2025/26

£90

N/A

£90

$119

2024/25

£80

N/A

£80

$106

Gopal Vittal5

2025/26

£80

N/A

£80

$106

2024/25

£34

N/A

£34

$46

Cynthia Gordon6

2025/26

£92

N/A

£92

$122

Raghunath Mandava

Segun Ogunsanya

Sunil Taldar

2019/201

2020/212

2021/223

2021/224

2022/23

2023/245

2024/256

2024/257

2025/26

1 From 28 June 2019 to 31 March 2020.

2 The 2020/21 single figure has been updated to reflect the value of the LTIP on vesting.

3 From 1 April 2021 to 30 September 2021. 2021/22 LTIP reflects the portion of outstanding LTIP awards which vested on cessation, after pro-rating.

4 From 1 October 2021 to 31 March 2022.

5 2023/24 single figure includes the vesting of the 2021 LTIP award and the vesting on cessation of the 2022 and 2023 LTIP awards.

6 From 1 April 2024 to 30 June 2024.

7 From 1 July 2024.

Total remuneration ($’000)

$3,140

$3,608

$3,484

$1,404

$2,434

$6,335

$1,076

$1,422

$2,150

% of maximum bonus earned

60%

100%

100%

100%

74%

85%

70%

80%

88%

% maximum LTI vested

76%

100%

86%

N/A

N/A

79%

N/A

N/A

N/A

Percentage change in remuneration elements

from 2020/21 to 2021/22

Percentage change in remuneration elements

from 2021/22 to 2022/23

Percentage change in remuneration elements

from 2022/23 to 2023/24

Percentage change in remuneration elements

from 2023/24 to 2024/25

Percentage change in remuneration elements

from 2024/25 to 2025/26

Base salary/fees

Benefits

Bonus

Base salary/fees

Benefits

Bonus

Base salary/fees

Benefits

Bonus

Base salary/fees

Benefits

Bonus

Base salary/fees

Benefits

Bonus

1 The reduction in benefits reflects currency movements, changes to applicable tax rates and also reflects a reduction in home leave expenses due to the global pandemic.

2 Joined the Board on 1 July 2024.

3 Joined the board on 9 July 2025.

4 Joined the Board on 1 October 2021 and stepped down on 9 July 2025.

5 Fee increased from 1 November 2021.

6 Stepped down from the Board on 29 January 2026.

7 Joined the Board on 12 October 2021.

8 Joined the Board on 9 May 2024.

9 Joined the Board on 28 October 2024.

10 Joined the Board on 1 April 2025.

11 Based on employees of the Group.

12 Provisional bonuses are used for year-on-year comparison.

Sunil Taldar2

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

44%

40%

58%

Kamal Dua3

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

Jaideep Paul4

n/a

n/a

n/a

25%

-5%

-7%

5%

22%

23%

5%

0%

-2%

-72%

-71%

-70%

Sunil Bharti Mittal5

97%

0%

n/a

69%

-100%

n/a

0%

n/a

n/a

17%

n/a

n/a

0%

n/a

n/a

Awuneba Ajumogobia

2%

n/a

n/a

0%

n/a

n/a

0%

n/a

n/a

12%

n/a

n/a

0%

n/a

n/a

Andrew Green6

0%

n/a

n/a

0%

n/a

n/a

0%

n/a

n/a

28%

n/a

n/a

-17%

n/a

n/a

Akhil Gupta

0%

n/a

n/a

0%

n/a

n/a

0%

n/a

n/a

14%

n/a

n/a

-72%

n/a

n/a

Shravin Bharti Mittal

0%

n/a

n/a

0%

n/a

n/a

0%

n/a

n/a

14%

n/a

n/a

0%

n/a

n/a

Annika Poutiainen

0%

n/a

n/a

0%

n/a

n/a

0%

n/a

n/a

19%

n/a

n/a

0%

n/a

n/a

Ravi Rajagopal

0%

n/a

n/a

0%

n/a

n/a

0%

n/a

n/a

17%

n/a

n/a

0%

n/a

n/a

Tsega Gebreyes7

n/a

n/a

n/a

164%

n/a

n/a

3%

n/a

n/a

25%

n/a

n/a

2%

n/a

n/a

Paul Arkwright8

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

12%

n/a

n/a

Gopal Vittal9

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

132%

n/a

n/a

Cynthia Gordon10

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

Full-time employees11,12

6%

-7%

6%

7%

24%

12%

7%

10%

7%

7.6%

5%

8%

8%

-11%

9%

Award

Shares under award

Reduction for pro-rating

Maximum number of shares that could vest

PSU – 2023

452,646

145,656

306,9901

RSU – 2023

181,058

58,263

122,7951

PSU – 2024

449,931

293,934

155,997

RSU – 2024

179,972

117,573

62,399

Total

1,263,607

615,426

648,181

$million

2024/25

2025/26

% change

Dividends

$229

$246

7.4%

Overall remuneration expenditure

$302

$360

19.2%

1 NED fees determined in pound sterling.

2 Adjustable closing FX rate of GBP/USD on 31 March 2026 – £1 = $1.320.

Role

Annual fee1

In FY 25/26

Annual fee1

In FY 26/27

As at 31 March 2026

$2

Board chair fee

£350,000

£300,000

$396,000

Deputy chair

–

£95,000

$125,400

Non-executive base fee

£80,000

£85,000

$112,200

Additional fees

Committee chair fee

£20,000

£20,000

$26,400

Supplement for senior independent director

£20,000

£20,000

$26,400

Committee membership fee (one committee)

£10,000

£10,000

$13,200

Committee membership fee (two committees)

£15,000

£15,000

$19,800

Shareholding at 31 March 2026

Deferred bonus

Vested but unexercised share options

Shares counting towards guideline

Total shareholding as multiple of salary1

Max PSUs

Max RSUs

Unvested options

1 Jaideep’s shareholding as multiple of salary was calculated using his last full-year salary, $674,896.

Sunil Taldar

0

132,292

0

132,292

72%

1,304,172

434,724

0

Kamal Dua

0

0

0

0

0%

141,034

56,413

0

Jaideep Paul

1,169,063

282,164

0

1,451,227

976%

462,987

185,194

0

Shareholding at 31 March 2025

Shareholding at 31 March 2026

1 Sunil Bharti Mittal and Shravin Bharti Mittal do not have any direct shareholding in the company. Airtel Africa is an indirect subsidiary of Bharti Airtel, a listed company in India. Sunil Bharti Mittal and Shravin Bharti Mittal are members of the Bharti Mittal family group which has an indirect shareholding in Bharti Airtel. Indian Continent Investment and Bharti Global are held ultimately by the Bharti Mittal family group. Each of Bharti Airtel, Indian Continent Investment and Bharti Global (major shareholders) hold voting rights in Airtel Africa as set out in Directors’ report: Major shareholders.

2 Shares held by Bharti Global, a connected person of Shravin Bharti Mittal for the purposes of this disclosure.

Sunil Bharti Mittal1

–

–

Awuneba Ajumogobia

–

–

Andrew Green

–

–

Akhil Gupta

–

–

Shravin Bharti Mittal1,2

–

–

Annika Poutiainen

30,000

27,000

Ravi Rajagopal

122,250

122,250

Tsega Gebreyes

–

–

Paul Arkwright

–

10,000

Gopal Vittal

–

–

Cynthia Gordon

–

8,722

Members throughout the year

Member since

Meeting attendance 
(6 meetings in the year)

Tsega Gebreyes, Chair to 29 January 2026

October 2021

6 (6)

Awuneba Ajumogobia

April 2019

6 (6)

Paul Arkwright

May 2024

6 (6)

Cynthia Gordon, Chair from 29 January 2026

April 2025

6 (6)

Type of award

Maximum unvested awards held on 31 March 2025

Maximum awards granted during year

Vested in year

Lapsed

Maximum unvested awards held as at 31 March 2026

Date of grant

Exercise price

Normal vesting date

2024 LTIP – PSU

760,000

Nil

Nil

Nil

760,000

25-Jun-24

Nil

25-Jun-27

2024 LTIP – RSU

253,333

Nil

Nil

Nil

253,333

25-Jun-24

Nil

25-Jun-27

2025 LTIP – PSU

Nil

544,172

Nil

Nil

544,172

24-Jun-25

Nil

24-Jun-28

2025 LTIP – RSU

Nil

181,391

Nil

Nil

181,391

24-Jun-25

Nil

24-Jun-28

2025 Deferred bonus1

Nil

132,292

Nil

Nil

132,292

24-Jun-25

Nil

24-Jun-27

Type of award

Maximum unvested awards held on 31 March 2025

Maximum awards granted during year

Vested in year

Lapsed

Maximum unvested awards held as at 31 March 2026

Date of grant

Exercise price

Normal vesting date

2025 LTIP – PSU

Nil

141,034

Nil

Nil

141,034

24-Jun-25

Nil

24-Jun-28

2025 LTIP – RSU

Nil

56,413

Nil

Nil

56,413

24-Jun-25

Nil

24-Jun-28

Type of award

Maximum unvested awards held on 31 March 2025

Maximum awards granted during year

Vested in year

Lapsed

Maximum unvested awards held as at 31 March 2026

Date of grant

Exercise price

Normal vesting date

1 Jaideep’s outstanding LTIP awards will vest on the normal dates and continue to be subject to the original performance conditions, assessed at the end of each relevant performance period. His 2023 and 2024 awards are then reduced pro rata for time served during the vesting period up to his date of departure of 9 July 2025.

2 Deferred bonus award with a face value of $253k awarded in relation to the annual bonus for 2024/25. The award normally vests after two years and is subject to malus and clawback. The share price used to determine the award was based on the average closing share price and FX rate for the three dealing days immediately prior to grant of $2.304.

2022 LTIP – PSU

273,281

Nil

152,873

120,408

Nil

28-Jun-22

Nil

24-Jun-25

2022 LTIP – RSU

127,531

Nil

127,531

Nil

Nil

28-Jun-22

Nil

24-Jun-25

2023 LTIP – PSU

452,646

Nil

Nil

145,6561

306,990

27-Jun-23

Nil

27-Jun-26

2023 LTIP – RSU

181,058

Nil

Nil

58,2631

122,795

27-Jun-23

Nil

27-Jun-26

2023 Deferred Bonus

148,587

Nil

148,587

Nil

Nil

27-Jun-23

Nil

24-Jun-25

2024 LTIP – PSU

449,931

Nil

Nil

293,9341

155,997

25-Jun-24

Nil

25-Jun-27

2024 LTIP – RSU

179,972

Nil

Nil

117,5731

62,399

25-Jun-24

Nil

25-Jun-27

2024 Deferred Bonus

172,532

Nil

Nil

Nil

172,532

25-Jun-24

Nil

25-Jun-26

2025 Deferred Bonus2

109,632

Nil

Nil

Nil

109,632

24-Jun-25

Nil

24-Jun-27

Percentage of votes cast

Number of votes cast

For

Against

For

Against

Withheld

Directors’ remuneration report

99.21%

0.79%

3,036,737,057

24,213,919

134,776,107

Percentage of votes cast

Number of votes cast

For

Against

For

Against

Withheld

Directors’ remuneration policy

90.84%

9.16%

2,991,605,194

301,651,563

135,435,718

Directors’ report

Information

Section

Details of our long-term share plans

Remuneration policy

Details of where a shareholder has agreed to waive future dividends

The ongoing waiver of our Employee Benefit Trust (EBT) and dividends payable on shares held in trust for use under our employee share plans

Directors’ report

Relationship agreement

Controlling shareholders

Climate-related financial disclosures (LR 9.8.6R)

TCFD disclosures

Shareholder

Number of voting rights

% of capital2

1 The company has not received any notifications in accordance with DTR5 from 1 April 2026 to the date of this report.

2 % interest in voting rights attaching to issued shares.

Airtel Africa Mauritius Limited

2,288,691,385

62.73

Indian Continent Investment Limited

595,204,251

16.31

Qatar Holding LLC

134,726,964

3.69

Directors’ responsibilities statement

Independent Auditor’s report to the Members of Airtel Africa plc

Key audit matters

The key audit matters that we identified in the current year were:

  • Prepaid and mobile money revenue; and
  • Mobile money restricted cash.

Within this report, key audit matters are identified as follows:

C Similar level of risk

Materiality

The materiality that we used for the group financial statements was $79m, and was determined as 2.5% of EBITDA, which represents 5.6% of underlying profit before tax and 1.2% of revenue.

Scope

Our scope remains largely consistent with the prior year. A key objective for the March 2026 audit was to ensure that we have sufficient coverage for both mobile services business and the mobile money business that make up Airtel Africa plc. Our audit work focused on the seven largest GSM operating companies (Nigeria, Uganda, Kenya, Tanzania, Democratic Republic of Congo (DRC), Malawi and Zambia) and six largest Mobile Money operating companies (Uganda, DRC, Tanzania, Zambia, Malawi and Gabon).

Significant changes in our approach

There have been no significant changes in our approach in the current year.

Key audit matter description

As set out in note 6 to the financial statements, revenue of $6,415m (March 2025: $4,955m) is derived from the provision of voice, data, mobile money and other services. Voice and data services account for $4,848m (March 2025: $3,768m) of revenue and mobile money services account for $1,087m (March 2025: $770m).

Most voice and data revenue derives from customers who subscribe to services on a prepaid basis. Mobile money revenue relates to the commission earned on allowing customers to add and transfer funds and make payments via the group’s mobile money IT platform, Mobiquity. The group’s accounting policies on prepaid and mobile money revenue are set out in note 2.20.

Due to the complexity of the group’s revenue recording systems (in particular the Intelligent Network (IN) system for prepaid revenue and Mobiquity for mobile money) and the volume of customer data, we identified a key audit matter relating to prepaid revenue, specifically: (i) the accuracy of tariffs in the applicable systems; and (ii) the manual revenue reconciliation process from the billing system to the general ledger and the resulting manual journal entries in relation to the seven significant operating companies (Nigeria, Uganda, DRC, Tanzania, Zambia, Kenya and Malawi). For mobile money, we identified a key audit matter in relation to the accuracy of rates and tariffs within the Mobiquity system in relation to the six significant mobile money operating companies (Uganda, DRC, Tanzania, Zambia, Malawi and Gabon). Errors in the group’s revenue recording system would impact the accuracy of prepaid and/ or mobile money revenue. Given the above, and the risk that prepaid and mobile money revenue could be manipulated to improve the group’s financial performance, we identified this area as a fraud risk.

How the scope of our audit responded to the key audit matter

We performed the following procedures in response to the key audit matter:

  • with the involvement of our IT specialists, we obtained an understanding of the IT environment in which the revenue recording systems reside, including interface controls between IT applications. This included the IN billing system for prepaid revenue and the Mobiquity IT platform for mobile money;
  • obtained an understanding of, and tested, the relevant controls over the approval and maintenance of new plans in the IN billing system and authorisation of tariff changes and the maintenance of tariffs within the IN and Mobiquity systems;
  • tested the reconciliation process between the general ledger and IN and Mobiquity including any manual adjustments posted;
  • for prepaid revenue, tested a sample of call record validations and data usage to test the accuracy of prepaid revenue and the resolution of exceptions in addition to performing independent call testing to evidence that the amounts charged to a subscriber are consistent with the approved tariffs;
  • for mobile money, tested a sample of wallet transactions to test the accuracy of mobile money revenue and resolution of exceptions and performed independent wallet testing to assess whether the amounts charged to the subscribers are consistent with the approved tariffs;
  • assessed key movements in prepaid revenue recorded within the general ledger against cash collection in the billing systems at the group level;
  • for prepaid revenue, tested the configuration of a sample of new and amended tariffs within the IN system;
  • for mobile money, tested a sample of tariffs set up and amendments within the Mobiquity system; and
  • recomputed certain mobile money revenue streams based on the transaction volumes and the applicable transaction rates.

Key observations

Based on the work performed, we consider mobile money and prepaid revenue to be accurately recorded.

Key audit matter description

The group holds cash on behalf of its mobile money customers, which is restricted for use by the group and relates to the customer balances held under mobile money trust. The total restricted cash balance as at 31 March 2026 amounted to $1,395m (March 2025: $952m) and is presented as ‘balance held under mobile money trust’.

The group’s accounting policies on mobile money restricted cash are set out in note 2.15.

We identified a key audit matter related to the risk that the mobile money restricted cash balance does not exist given the significance and size of this balance to the overall balance sheet of the group and that the balance is held with a wide variety of banks. We also identified a fraud risk around the existence of this balance given the significance of this balance and the potential risk for misappropriation.

How the scope of our audit responded to the key audit matter

We performed the following procedures in response to the key audit matter:

  • obtained and understanding of, and tested, the relevant controls addressing the risk around the existence of the mobile money restricted cash balance and the risk for misappropriation.
  • obtained and tested the mobile money bank reconciliations, tracing the amounts held to external, independent confirmations and agreeing any reconciling items to supporting evidence; and
  • selected a sample of transactions at or around period end and tested that the transactions were appropriate and did not constitute transfers into the group’s own operating bank accounts.

Key observations

Based on the work performed, we consider the mobile money restricted cash balance to be appropriately recorded.

Group financial statements

Parent company financial statements

Materiality

$79m (2025: $65m)

$40m (2025: $37m)

Basis for determining materiality

Materiality was determined as 2.5% of EBITDA, which represents 5.6% of underlying profit before tax and 1.2% of revenue (FY25: 2.8% of EBITDA, 9.8% of underlying profit before tax and 1.3% of revenue).

1% of net assets (2025: 1% of net assets).

Rationale for the benchmark applied

Given the focus of the users of the financial statements for this industry is EBITDA, in the current year we have chosen EBITDA to be our primary benchmark. We also considered profit before tax and revenue as supporting benchmarks in our determination of materiality.

Airtel Africa plc is a holding company, which holds investments in a number of subsidiaries. Therefore, we considered net assets to be the most appropriate benchmark.

Group financial statements

Parent company financial statements

Performance materiality

65% (2025: 65%) of group materiality

65% (2025: 65%) of parent company materiality

Basis and rationale for determining performance materiality

In determining performance materiality, we considered the following factors:

  • our experience of auditing the group: this is the eighth year of our audit of the consolidated financial statements and seventh year of auditing the group as a listed entity on the London Stock Exchange;
  • the history of errors identified; and
  • the maturity of the group’s control environment (please refer to section 7.2).

Geographic Segment

Included within audit scope and involved the use of component auditors

Mobile services

Mobile money

Nigeria

Nigeria

None

East Africa

Uganda, Tanzania, Malawi, Kenya and Zambia

Uganda, Tanzania, Malawi and Zambia

Francophone Africa

Democratic Republic of Congo

Democratic Republic of Congo and Gabon

Central

Airtel Africa plc, Netherlands holding companies and shared service centre in India.

Limited assurance report on financial controls

Consolidated statement of comprehensive income

Note

For the year ended

31 March 2026

$m

31 March 2025

$m

Income

Revenue

6

6,415

4,955

Other income

27

22

6,442

4,977

Expenses

Network operating expenses

1,183

974

Access charges

261

236

Licence fee and spectrum usage charges

293

263

Employee benefit expenses

7

360

302

Sales and marketing expenses

852

650

Impairment loss on financial assets

11

7

Other operating expenses

8

320

257

Depreciation and amortisation

9

1,047

831

4,327

3,520

Operating profit

2,115

1,457

Finance costs

– Derivative and net foreign exchange (gains)/losses

Nigerian naira

10

(149)

118

Other currencies

10

22

61

– Other finance costs

10

867

663

Finance income

10

(27)

(20)

Net monetary gain relating to hyperinflationary accounting

11

(17)

(26)

Share of profit of associate and joint venture accounted for using equity method

(0)

(0)

Profit before tax

1,419

661

Income tax expense

13

606

333

Profit for the year

813

328

  

Profit before tax (as presented above)

1,419

661

Add: Exceptional items

12

–

103

Underlying profit before tax

1,419

764

Profit after tax (as presented above)

813

328

Add: Exceptional items

12

–

73

Underlying profit after tax

813

401

Other comprehensive income (‘OCI’)

Items to be reclassified subsequently to profit or loss:

Gain due to foreign currency translation differences

252

219

Gain on debt instruments at fair value through other comprehensive income

–

0

Share of OCI of associate and joint venture accounted for using equity method

0

0

(Loss)/gain on cash flow hedges

(0)

0

Cash flow hedges reclassified to profit or loss

(0)

(0)

Tax on above

0

1

252

220

Items not to be reclassified subsequently to profit or loss:

Re-measurement gain on defined benefit plans

0

1

Tax on above

(0)

(0)

0

1

Other comprehensive income for the year

252

221

Total comprehensive income for the year

1,065

549

Profit for the year attributable to:

813

328

Owners of the company

679

220

Non-controlling interests

134

108

Other comprehensive income for the year attributable to:

252

221

Owners of the company

237

179

Non-controlling interests

15

42

  

Total comprehensive income for the year attributable to:

1,065

549

Owners of the company

916

399

Non-controlling interests

149

150

Earning per share

cents

cents

Basic

14

18.6

6.0

Diluted

14

18.6

6.0

Consolidated statement of financial position

Notes

As of

31 March 2026

$m

31 March 2025

$m

Assets

Non-current assets

Property, plant and equipment

15

2,425

2,086

Capital work-in-progress

15

265

194

Right-of-use assets

32

3,569

3,029

Goodwill

16

3,238

3,008

Other intangible assets

16

871

810

Intangible assets under development

16

25

8

Investment accounted for using equity method

6

5

Financial assets

– Investments

0

0

– Derivative instruments

17

0

0

– Others

17

10

Income tax assets (net)

8

8

Deferred tax assets (net)

13

428

509

Other non-current assets

18

206

195

11,058

9,862

Current assets

Inventories

16

19

Financial assets

– Investments

20

–

– Derivative instruments

17

1

1

– Trade receivables

19

193

203

– Cash and cash equivalents

20

646

552

– Other bank balances

20

197

81

– Balance held under mobile money trust

21

1,395

952

– Others

22

90

67

Other current assets

18

341

286

Assets classified as held for sale

6

–

2,905

2,161

Total assets

13,963

12,023

Liabilities

Current liabilities

Financial liabilities

– Borrowings

23

1,019

1,095

– Lease liabilities

32

329

231

– Put option liability

515

542

– Derivative instruments

17

7

10

– Trade payables

612

485

– Mobile money wallet balance

1,310

928

– Others

24

486

383

Employee benefit obligations

26

64

66

Provisions

27

35

45

Deferred revenue

173

135

Current tax liabilities (net)

174

89

Other current liabilities

25

268

233

4,992

4,242

Net current liabilities

(2,087)

(2,081)

Non-current liabilities

Financial liabilities

– Borrowings

23

1,169

1,226

– Lease liabilities

32

3,895

3,430

– Derivative instruments

17

0

0

–Others

24

201

216

Employee benefit obligations

26

33

23

Provisions

27

2

2

Deferred revenue

43

0

Deferred tax liabilities (net)

13

136

106

Other non-current liabilities

25

4

3

5,483

5,006

Total liabilities

10,475

9,248

Net assets

3,488

2,775

  

Equity

Share capital

28

1,827

1,835

Reserves and surplus

29

1,321

651

Equity attributable to owners of the company

3,148

2,486

Non-controlling interests (‘NCI’)

340

289

Total equity

3,488

2,775

Consolidated statement of changes in equity

Equity attributable to owners of the company

Non-

controlling

interests

(NCI)

$m

Total

equity

$m

Share capital

Reserves and surplus

Equity

attributable

to owners

of the

company

$m

Number of shares

Amount

$m

Retained

earnings

$m

Transactions

with NCI

reserve

$m

Other

components

of equity (refer to

note 29)

$m

Total

$m

As of 1 April 2024

3,750,761,649

1,875

5,056

(838)

(3,933)

285

2,160

140

2,300

Profit for the year

–

–

220

–

–

220

220

108

328

Other comprehensive income

–

–

1

–

178

179

179

42

221

Total comprehensive income

–

–

221

–

178

399

399

150

549

Opening reserve adjustment for hyperinflation1

–

–

–

–

246

246

246

62

308

Transactions with owners of equity

Employee share-based payment reserve

–

–

(4)

–

(1)

(5)

(5)

–

(5)

(Purchase)/issue of treasury shares (net)

–

–

–

–

8

8

8

–

8

Ordinary shares buy-back programme

(80,231,773)

(40)

(120)

–

60

(60)

(100)

–

(100)

Transactions with NCI2

–

–

–

7

–

7

7

(1)

6

Dividend to owners of the company

–

–

(229)

–

–

(229)

(229)

–

(229)

Dividend (including tax) to NCI3

–

–

–

–

–

–

–

(62)

(62)

As of 31 March 2025

3,670,529,876

1,835

4,924

(831)

(3,442)

651

2,486

289

2,775

Profit for the year

–

–

679

–

–

679

679

134

813

Other comprehensive income

–

–

0

–

237

237

237

15

252

Total comprehensive income

–

–

679

–

237

916

916

149

1,065

Transactions with owners of equity

Employee share-based payment reserve

–

–

1

–

2

3

3

–

3

(Purchase)/issue of treasury shares (net)

–

–

–

–

12

12

12

–

12

Ordinary shares buy-back programme (refer to note 5(b))

(15,648,848)

(8)

(44)

–

(1)

(45)

(53)

–

(53)

Transactions with NCI2

–

–

–

30

–

30

30

1

31

Dividend to owners of the company (refer to note 5(a))

–

–

(246)

–

–

(246)

(246)

–

(246)

Dividend (including tax) to NCI3

–

–

–

–

–

–

–

(99)

(99)

As of 31 March 2026

3,654,881,028

1,827

5,314

(801)

(3,192)

1,321

3,148

340

3,488

Consolidated statement of cash flows

For the year ended

31 March 2026

$m

31 March 2025

$m

Cash flows from operating activities

Profit before tax

1,419

661

Adjustments for:

Depreciation and amortisation

1,047

831

Finance income

(27)

(20)

Net monetary gain relating to hyperinflationary accounting

(17)

(26)

Finance costs

– Derivative and net foreign exchange (gains)/losses

Nigerian naira

(149)

118

Other currencies

22

61

– Other finance costs

867

663

Share of profit of associate and joint venture accounted for using equity method

(0)

(0)

Other non-cash adjustments(1)

27

14

Operating cash flow before changes in working capital

3,189

2,302

Changes in working capital

Decrease/(Increase) in trade receivables

16

(30)

(Increase)/Decrease in inventories

(2)

1

Increase in trade payables

67

69

Increase in mobile money wallet balance

279

218

(Decrease)/Increase in provisions and employee benefit obligations

(4)

38

Increase in deferred revenue

70

15

Increase in other financial and non-financial liabilities

90

27

(Increase) in other financial and non-financial assets

(115)

(51)

Net cash generated from operations before tax

3,590

2,589

Income taxes paid

(395)

(323)

Net cash generated from operating activities (a)

3,195

2,266

Cash flows from investing activities

Purchase of property, plant and equipment and capital work-in-progress

(753)

(736)

Purchase of intangible assets and intangible assets under development

(122)

(123)

Maturity of deposits with bank

325

392

Investment in deposits with bank

(438)

(123)

(Purchase)/sale of other short-term investment

(21)

2

Interest received

23

26

Net cash used in investing activities (b)

(986)

(562)

Cash flows from financing activities

Purchase of shares under buy-back programme

(74)

(120)

Purchase of own shares by ESOP trust (net)

(0)

(0)

Proceeds from sale of shares to NCI

–

10

Proceeds from borrowings

1,133

1,383

Repayment of borrowings

(1,164)

(1,400)

Repayment of lease liabilities

(204)

(222)

Dividend paid to non-controlling interests

(105)

(72)

Dividend paid to owners of the company

(246)

(229)

Payment of deferred spectrum liability

(31)

(29)

Interest on borrowings, lease liabilities and other liabilities

(839)

(670)

Outflow on maturity of derivatives (net)

(61)

(194)

Net cash used in financing activities (c)

(1,591)

(1,543)

Increase in cash and cash equivalents during the year (a+b+c)

618

161

Currency translation differences relating to cash and cash equivalents

107

(1)

Cash and cash equivalents as at beginning of the year

1,060

900

Cash and cash equivalents as at end of the year (refer to note 20)2

1,785

1,060

1. Corporate information

2. Summary of material accounting policies

Categories

Years

Leasehold improvement

Period of lease or 10–20 years, as applicable, whichever is less

Buildings

20

Plant and equipment

Network equipment (including passive infrastructure)

3 – 25

Computer

3 – 5

Furniture & fixture and office equipment

1 – 5

Vehicles

5

3. Critical accounting estimates, assumptions and judgement

4. New accounting pronouncements to be adopted on or after 1 April 2026

5. Significant transactions/new developments

6. Revenue

For the year ended

31 March 2026

$m

31 March 2025

$m

Service revenue

6,400

4,932

Sale of products

15

23

6,415

4,955

For the year ended

31 March 2026

$m

31 March 2025

$m

Revenue recognised that was included in the deferred revenue balance at the beginning of the year

135

123

For the year ended

31 March 2026

31 March 2025

Unbilled

Revenue

$m

Deferred

Revenue

$m

Unbilled

Revenue

$m

Deferred

Revenue

$m

Revenue recognised that was included in the deferred revenue balance at the beginning of the year

–

135

–

123

Increases due to cash received, excluding amounts recognised as revenue during the year

–

216

–

135

Transfers from Unbilled Revenue recognised at the beginning of the year to receivables

32

–

35

–

For the year ended

31 March 2026

$m

31 March 2025

$m

Costs to obtain or fulfil a contract with a customer

Opening balance

156

135

Impact due to hyperinflationary accounting

0

0

Costs incurred and deferred

193

175

Less: Cost amortised

(182)

(153)

Less: Foreign currency translation impact

8

(1)

Closing balance

175

156

For the year ended 31 March 2026

Nigeria

mobile

services

$m

East Africa

mobile

services

$m

Francophone

Africa
mobile

services

$m

Mobile

money

$m

Others

(unallocated)

$m

Eliminations

$m

Total

$m

1 Mobile money revenue is net of inter-segment elimination of $268m mainly for commission on sale of airtime. It includes $170m pertaining to East Africa mobile services, $95m pertaining to Francophone Africa mobile services and a balance of $3m pertaining to Nigeria mobile service.

2 Other revenue includes messaging, value added services, enterprise, site sharing and handset sale revenue.

Revenue from external customers

Voice revenue

613

1,067

638

–

–

–

2,318

Data revenue

820

930

780

–

–

–

2,530

Mobile money revenue1

–

–

–

1,087

–

–

1,087

Other revenue2

162

175

122

–

21

–

480

  

Total revenue from external customers

1,595

2,172

1,540

1,087

21

–

6,415

Inter-segment revenue

3

20

10

268

16

(317)

–

Total revenue

1,598

2,192

1,550

1,355

37

(317)

6,415

EBITDA

924

1,063

618

689

(132)

0

3,162

Less:

Depreciation and amortisation

306

427

261

29

24

–

1,047

Finance costs

– Derivative and net foreign exchange (gains)/losses

Nigerian naira

(149)

Other currencies

22

– Other finance costs

867

Finance income

(27)

Net monetary gain relating to hyperinflationary accounting

(17)

Share of profit of associate and joint venture accounted for using equity method

(0)

Profit before tax

1,419

  

Other segment items

Capital expenditure

249

331

225

45

34

–

884

As of 31 March 2026

Segment assets

3,062

3,280

2,152

2,244

21,443

(18,218)

13,963

Segment liabilities

3,136

3,452

2,792

1,693

4,586

(5,183)

10,476

Investment in associate accounted for using equity method (included in segment assets above)

–

–

6

–

–

–

6

For the year ended 31 March 2025

Nigeria

mobile

services

$m

East Africa

mobile

services

$m

Francophone

Africa
mobile

services

$m

Mobile

money

$m

Others

(unallocated)

$m

Eliminations

$m

Total

$m

1 Mobile money revenue is net of inter-segment elimination of $224m mainly for commission on sale of airtime. It includes $150m pertaining to East Africa mobile services, $73m pertaining to Francophone Africa mobile services and a balance of $1m pertaining to Nigeria mobile service.

2 Other revenue includes messaging, value added services, enterprise, site sharing and handset sale revenue.

Revenue from external customers

Voice revenue

448

904

612

–

–

–

1,964

Data revenue

483

755

566

–

–

–

1,804

Mobile money revenue1

–

–

–

770

–

–

770

Other revenue2

112

169

117

–

19

–

417

  

Total revenue from external customers

1,043

1,828

1,295

770

19

–

4,955

Inter-segment revenue

2

15

5

224

8

(254)

–

Total revenue

1,045

1,843

1,300

994

27

(254)

4,955

Underlying EBITDA

522

877

505

525

(125)

–

2,304

Less:

Depreciation and amortisation

217

349

231

23

11

(0)

831

Finance costs

– Derivative and net foreign exchange losses

Nigerian naira

118

Other currencies

61

– Other finance costs

663

Finance income

(20)

Net monetary gain relating to hyperinflationary accounting

(26)

Share of profit of associate and joint venture accounted for using equity method

(0)

Exceptional items pertaining to operating profit

16

Profit before tax

661

  

Other segment items

Capital expenditure

168

292

159

32

19

–

670

As of 31 March 2025

Segment assets

2,592

2,960

1,994

1,534

20,551

(17,608)

12,023

Segment liabilities

2,856

3,127

2,681

1,145

4,447

(5,008)

9,248

Investment in associate accounted for using equity method (included in segment assets above)

–

–

5

–

–

–

5

As of

31 March 2026

$m

31 March 2025

$m

1 Majorly includes other African countries where the Group operates.

United Kingdom

1

1

Nigeria

2,738

2,260

Netherlands (including goodwill)

3,184

2,955

Others1

4,470

3,919

Total

10,393

9,135

7. Employee benefit expense

For the year ended

31 March 2026

$m

31 March 2025

$m

Salaries and bonuses

293

253

Defined contribution plan cost

13

16

Defined benefit plan cost

3

1

Staff welfare expenses

27

22

Others

24

10

360

302

For the year ended

31 March 2026

31 March 2025

Year end

Average

Year end

Average

Nigeria

820

790

799

782

East Africa

1,395

1,336

1,308

1,292

Francophone Africa

1,201

1,184

1,177

1,164

Corporate and others

1,096

1,021

969

942

Total

4,512

4,331

4,253

4,180

8. Other operating expenses

For the year ended

31 March 2026

$m

31 March 2025

$m

Rates and taxes

62

53

Legal and professional expenses

57

39

Repairs and maintenance

38

33

Cost of goods sold

33

19

Content costs

30

20

Travel and conveyance

22

19

Charitable donation

6

3

For the year ended

31 March 2026

($ ‘000)

31 March 2025

($ ‘000)

Audit services

Fees payable to the company’s auditor and their associates for the audit of the company’s annual accounts

4,252

4,170

Fees payable to the company’s auditor and their associates for the audit of the company’s subsidiaries

3,004

2,675

Total audit fees

7,256

6,845

  

Non-audit services

Fees payable to the company’s auditor and their associates for other assurance services

883

514

Fees payable to the company’s auditors for half yearly review procedures performed by Deloitte LLP for the purposes of Airtel Africa plc

383

377

Total non-audit fees

1,266

891

  

Total fees

8,522

7,736

9. Depreciation and amortisation

For the year ended

31 March 2026

$m

31 March 2025

$m

Depreciation

886

722

Amortisation

161

109

1,047

831

10. Finance costs and income

For the year ended

31 March 2026

$m

31 March 2025

$m

Finance costs

Derivative and net foreign exchange (gains)/losses

– Net (gain)/loss on foreign exchange

Nigerian naira

(169)

85

Other currencies

(13)

40

– Net loss on derivative financial instruments

Nigerian naira

20

33

Other currencies

35

21

(127)

179

Other finance costs

– Interest on borrowings and other financial liabilities

319

316

– Interest on lease liabilities

467

319

– Bank charges, corporate guarantee fees and commitment fees

12

15

– Other finance charges

69

13

867

663

Finance income

Interest income on deposits and others

27

20

27

20

11. Hyperinflation

For the year ended

31 March 2026

$m

31 March 2025

$m

Increase in revenue

2

3

Operating loss

(22)

(18)

Net monetary gain relating to hyperinflationary accounting

17

26

Loss after tax for the year

(11)

(12)

As of

31 March 2026

$m

31 March 2025

$m

Increase in non-monetary assets

687

514

Increase in equity

687

514

12. Exceptional items

For the year ended

31 March 2026

$m

31 March 2025

$m

1 Represents provision for expected settlement of a legal dispute in one of the Group’s former subsidiaries which is recognised in other operating expenses.

Profit before tax

1,419

661

Add: Exceptional items

Finance costs

– Derivative and net foreign exchange (gains)/losses

Nigerian naira

–

112

Other currencies

–

(25)

Provision for settlement of legal dispute1 

–

16

–

103

Underlying profit before tax

1,419

764

For the year ended

31 March 2026

$m

31 March 2025

$m

Profit after tax

813

328

– Exceptional items (as above)

–

103

– Tax on above exceptional items

Nigerian naira

–

(37)

Other currencies

–

7

–

73

Underlying profit after tax

813

401

13. Income tax

For the year ended

31 March 2026

$m

31 March 2025

$m

Current income tax

– For the year

480

296

– Adjustments for prior periods

3

1

483

297

Deferred tax

– Origination and reversal of temporary differences

118

36

– Adjustments for prior periods

5

–

123

36

Income tax expenses

606

333

For the year ended

31 March 2026

$m

31 March 2025

$m

1 Blended tax rate has been derived by applying the following formula:

Profit/(loss) before tax for each entity * Respective statutory tax rate/Consolidated profit before tax.

For effective tax rate, refer to alternative performance measures section.

2 Incremental deferred tax asset (net) recognised during the year ended 31 March 2026 of $6m in Nigeria on account of change in tax rate. During the year ended 31 March 2025, a deferred tax asset was recognised for $5m in AMCBV for initial temporary difference based on forecasted profitability.

Continuing profit before tax as shown in the consolidated income statement

1,419

661

Blended tax rate1

32%

32%

Tax expense at the Group’s blended tax rate

450

214

Effect of:

Tax on dividend and undistributed retained earnings of subsidiaries

44

31

Deferred tax recognised on projected profitability2

(6)

(5)

Irrecoverable withholding taxes

37

25

Adjustment in respect of previous years

3

0

Settlement of various disputes

5

1

Expenses (net) not taxable

18

17

Losses for which no deferred tax asset recognised

48

50

Other tax

7

0

Income tax expense

606

333

As of

31 March 2026

$m

31 March 2025

$m

Deferred tax assets (net)

a) Deferred tax asset arising out of

Carried forward losses

193

266

Fair valuation of financial instruments and exchange differences

84

199

Depreciation/amortisation on PPE/intangible assets

132

90

Provision for impairment of trade receivables/advances

35

31

Deferred tax asset on fair valuation of PPE/intangible assets

3

3

Employee benefits

19

9

Provision for inventories

6

4

Deferred revenue

2

1

Others

4

4

b) Deferred tax liability due to

Fair valuation of financial instruments and exchange differences

(18)

(0)

Depreciation/amortisation on PPE/intangible assets

(27)

(95)

Others

(5)

(3)

428

509

As of

31 March 2026

$m

31 March 2025

$m

Deferred tax liabilities (net)

a) Deferred tax liability due to

Deferred tax liability on retained earnings

(51)

(39)

Depreciation/amortisation on PPE/intangible assets

(102)

(67)

Fair valuation of financial instruments and exchange differences

(0)

(0)

Others

(8)

(8)

b) Deferred tax asset arising out of

Provision for impairment of trade receivables/advances

5

5

Fair valuation of financial instruments and exchange differences

13

1

Deferred revenue

4

1

Employee benefits

2

1

Provision for inventories

1

0

Others

0

–

(136)

(106)

As of

31 March 2026

$m

31 March 2025

$m

Deferred tax assets

428

509

Deferred tax liabilities

(136)

(106)

Net

292

403

For the year ended

31 March 2026

$m

31 March 2025

$m

Deferred tax expenses/(benefit)

Carried forward losses

85

(97)

Depreciation/amortisation on PPE/intangible assets

(94)

28

Undistributed retained earnings

11

9

Fair valuation of financial instruments and exchange differences

136

92

Provision for impairment of trade receivables/advances

(3)

(1)

Deferred revenue

(1)

0

Deferred tax on fair valuation of PPE/intangible assets

1

3

Employee benefits

(10)

(1)

Provision for inventories

(1)

(2)

Others

(1)

5

123

36

As of

31 March 2026

$m

31 March 2025

$m

1 Opening hyperinflationary adjustment as at 1 April 2024 related to Malawi operations (refer to note 11.)

Opening balance

403

476

Opening hyperinflationary adjustment1

–

(17)

Tax credit recognised in statement of profit and loss

(123)

(36)

Tax credit recognised in other comprehensive loss

0

1

Foreign currency translation differences

12

(21)

Closing balance

292

403

As of

31 March 2026

  $m

31 March 2025

$m

Expiring within 5 years

393

280

Expiring beyond 5 years

0

–

Unlimited

713

660

1,106

940

As of

31 March 2026

$m

31 March 2025

$m

Expiring within 5 years

–

133

Expiring beyond 5 years

–

–

Unlimited

1,334

1,482

1,334

1,615

14. Earnings per share (EPS)

For the year ended

31 March 2026

31 March 2025

Profit for the year attributable to owners of the company ($m)

679

220

Weighted average ordinary shares outstanding for basic EPS (number of shares)

3,650,256,377

3,703,072,464

Basic earning per share (cents)

18.6

6.0

For the year ended

31 March 2026

31 March 2025

1 The difference between the basic and diluted number of shares at the end of March 2026 being 7,144,336 shares (31 March 2025: 4,717,031 shares) relates to awards committed but not yet issued under the Group’s share-based payment schemes.

Profit for the year attributable to owners of the company ($m)

679

220

Weighted average ordinary shares outstanding for diluted EPS1 (number of shares)

3,657,400,713

3,707,789,495

Diluted earning per share (cents)

18.6

6.0

15. Property, plant and equipment (PPE)

Leasehold improvements

$m

Building

$m

Land

$m

Plant and equipment1

$m

Furniture

and fixture

$m

Vehicles

$m

Office equipment

$m

Computer

$m

Total

$m

Capital

work in

progress2

$m

1 Includes PPE secured against the Group’s borrowings outstanding of $291m and $292m as at 31 March 2026 and 31 March 2025 respectively. For details of the security, refer to note 23.2.

2 The carrying value of capital work-in-progress as of 31 March 2026 and 31 March 2025 mainly pertains to plant and equipment.

3 Opening hyperinflationary adjustment as at 1 April 2024 related to Malawi operations (refer to note 11).

4 Related to the reversal of gross carrying value and accumulated depreciation on retirement/disposal of PPE and reclassification from one category of asset to another. During the year ended 31 March 2026, the Group has reclassified assets amounting to $59m (gross carrying value: $86m, and accumulated amortisation: $27m) from property, plant and equipment to other intangible assets.

Gross carrying value

Balance as of 1 April 2024

44

33

24

2,382

61

21

57

593

3,215

232

Opening hyperinflationary adjustment3

1

13

0

204

4

1

4

46

273

0

Additions/capitalisation

0

–

0

576

6

1

20

72

675

651

Disposals/adjustments4

(0)

–

–

(4)

(0)

(0)

(1)

(2)

(7)

(675)

Foreign currency translation impact

(0)

(1)

(0)

(135)

(2)

(0)

(1)

(15)

(154)

(14)

Hyperinflationary impact for the period

1

6

0

115

3

0

3

25

153

–

Balance as of 31 March 2025

46

51

24

3,138

72

23

82

719

4,155

194

Balance as of 1 April 2025

46

51

24

3,138

72

23

82

719

4,155

194

Additions/capitalisation

1

0

0

666

8

3

17

26

721

785

Disposals/adjustments4

(0)

(1)

–

(54)

(0)

(0)

(0)

(400)

(455)

(730)

Foreign currency translation impact

2

3

1

285

5

1

6

39

342

16

Hyperinflationary impact for the year

0

5

0

100

3

0

3

11

122

0

Balance as of 31 March 2026

49

58

25

4,135

88

27

108

395

4,885

265

Accumulated Depreciation

Balance as of 1 April 2024

38

16

–

704

29

20

43

539

1,388

–

Opening hyperinflationary adjustment3

1

8

–

175

3

1

4

46

238

–

Charge

1

3

–

341

13

0

16

38

412

–

Disposals/adjustments4

(0)

–

–

(3)

(0)

(0)

(1)

(2)

(6)

–

Foreign currency translation impact

(0)

(1)

–

(70)

(1)

(0)

(1)

(12)

(85)

–

Hyperinflationary impact for the period

1

4

–

89

2

1

2

22

121

–

Balance as of 31 March 2025

41

30

–

1,236

46

22

63

631

2,069

–

Balance as of 1 April 2025

41

30

–

1,236

46

22

63

631

2,069

–

Charge

1

3

–

415

12

1

17

17

466

–

Disposals/adjustments4

(0)

(1)

–

(47)

(0)

(0)

(0)

(341)

(389)

–

Foreign currency translation impact

2

2

–

169

5

0

6

33

217

–

Hyperinflationary impact for the year

0

3

–

79

2

0

2

11

97

–

Balance as of 31 March 2026

44

37

–

1,852

65

23

88

351

2,460

–

  

Net carrying value

As of 1 April 2024

6

17

24

1,679

31

1

15

54

1,827

232

As of 31 March 2025

5

21

24

1,902

26

1

19

88

2,086

194

As of 31 March 2026

5

21

25

2,283

23

4

20

44

2,425

265

16. Intangible assets

Goodwill

$m

Other intangible assets

Intangible assets under

development

$m

Software

$m

Licences

(including

spectrum)1

$m

Others

$m

Total

$m

1 The Group capitalises deferred spectrum licence payments, for which the Group is under an obligation for payment till the expiry of the licence period. Consequently, intangible assets are recognised at the present value of such payments with a corresponding liability.

2 Opening hyperinflationary adjustment as at 1 April 2024 related to Malawi operations (refer to note 11).

3 Mainly consists of reversal of gross carrying value and accumulated depreciation on retirement of intangibles and reclassification from one category of asset to another. Also includes movement from intangible asset under development on capitalisation. During the year ended 31 March 2026, the Group has reclassified assets amounting to $59m (gross carrying value: $86m, and accumulated amortisation: $27m) from property, plant and equipment to other intangible assets.

Gross carrying value

Balance as of 1 April 2024

2,569

8

956

47

1,011

4

Opening hyperinflationary adjustment2

270

–

1

–

1

–

Additions/capitalisation

–

3

206

12

221

225

Disposals/adjustments3

–

(1)

(29)

1

(29)

(221)

Foreign currency translation impact

(24)

(0)

(55)

(1)

(56)

(0)

Hyperinflationary impact for the period

193

–

3

–

3

–

Balance as of 31 March 2025

3,008

10

1,082

59

1,151

8

Additions/capitalisation

–

72

44

7

123

139

Disposals/adjustments3

–

129

(8)

(43)

78

(123)

Foreign currency translation impact

71

0

81

(1)

80

1

Hyperinflationary impact for the year

159

2

3

–

5

0

Balance as of 31 March 2026

3,238

213

1,202

22

1,437

25

Accumulated amortisation

Balance as of 1 April 2024

–

5

248

33

286

–

Opening hyperinflationary adjustment2

–

–

0

–

0

–

Charge

–

2

97

10

109

–

Disposals/adjustments3

–

–

(29)

0

(29)

–

Foreign currency translation impact

–

(0)

(25)

(0)

(25)

–

Hyperinflationary impact for the period

–

–

0

–

0

–

Balance as of 31 March 2025

–

7

291

43

341

–

Charge

–

41

114

7

162

–

Disposals/adjustments3

–

54

(8)

(26)

20

–

Foreign currency translation impact

–

(2)

45

(2)

41

–

Hyperinflationary impact for the year

–

1

1

–

2

–

Balance as of 31 March 2026

–

101

443

22

566

–

  

Net carrying value

As of 1 April 2024

2,569

3

708

14

725

4

As of 31 March 2025

3,008

3

791

16

810

8

As of 31 March 2026

3,238

112

759

–

871

25

As of

31 March 2026

$m

31 March 2025

$m

1 The increase of $230m in carrying amount of goodwill during the year is due to hyperinflationary adjustment related to Malawi operations ($159m) and foreign currency translation differences.

Nigeria mobile services

299

269

East Africa mobile services

1,160

1,086

Francophone Africa mobile services

508

497

Mobile money services

1,271

1,156

3,2381

3,008

Assumptions

Nigeria
mobile services

East Africa

mobile services

Francophone Africa
mobile services

Mobile

money services

Pre-tax discount rate

25.02%

20.36%

19.71%

21.54%

Average capital expenditure (as a percentage of revenue)

12.85%

17.00%

15.86%

2.91%

Long-term growth rate

13.00%

10.32%

7.27%

8.59%

Assumptions

Basis of assumptions

Discount rate

Nominal discount rate reflects the market assessment of the risks specific to the group of CGUs and are estimated based on the weighted average cost of capital for respective CGUs.

Capital expenditure

The cash flow forecasts of capital and spectrum licences expenditure are based on experience after considering the expenditure required to meet coverage, licence and capacity requirements relating to voice, data and mobile money services.

Long-term growth rates

The growth rates into perpetuity used are in line with the nominal long-term average growth rates of the respective industry and country in which the entity operates and are consistent with the internal/external sources of information.

Nigeria
mobile services

East Africa

mobile services

Francophone Africa

mobile services

Mobile

money services

Pre-tax discount rate

42.75%

32.82%

26.53%

83.18%

Assumptions

Nigeria
mobile services

East Africa

mobile services

Francophone Africa
mobile services

Mobile

money services

Pre-tax discount rate

30.88%

20.86%

21.65%

22.53%

Average capital expenditure (as a percentage of revenue)

9.68%

12.94%

11.85%

2.95%

Long-term growth rate

13.30%

8.94%

6.69%

8.49%

Assumptions

Basis of assumptions

Discount rate

Nominal discount rate reflects the market assessment of the risks specific to the group of CGUs and are estimated based on the weighted average cost of capital for respective CGUs.

Capital expenditure

The cash flow forecasts of capital and spectrum licences expenditure are based on experience after considering the expenditure required to meet coverage, licence and capacity requirements relating to voice, data and mobile money services.

Long-term growth rates

The growth rates into perpetuity used are in line with the nominal long-term average growth rates of the respective industry and country in which the entity operates and are consistent with the internal / external sources of information.

Nigeria
mobile services

East Africa

mobile services

Francophone Africa

mobile services

Mobile

money services

Pre-tax discount rate

37.03%

31.66%

30.37%

75.18%

17. Derivative financial instruments

As of

31 March 2026

$m

31 March 2025

$m

Assets

Currency swaps, forward and option contracts

1

1

Interest swaps

0

0

1

1

Liabilities

Currency swaps, forward and option contracts

7

10

Embedded derivatives

0

0

7

10

  

Non-current derivative financial assets

0

0

Current derivative financial assets

1

1

Current derivative financial liabilities

(7)

(10)

(6)

(9)

For the year ended

31 March 2026

$m

31 March 2025

$m

Opening balance

–

6

Less: Aggregate difference recognised in profit and loss

–

(6)

Closing balance

–

–

18. Other non-financial assets

As of

31 March 2026

$m

31 March 2025

$m

1 Prepayments mainly include advance payments in respect of capacity indefeasible right to use (IRUs) and lease contracts for which leases are yet to commence.

2 Advances (net) mainly includes payments made to various government authorities under protest, for tax, legal and regulatory sub-judice matters and are net of allowance recognised as part of the Group’s recoverability assessment of $31m and $14m as of 31 March 2026 and 31 March 2025 respectively.

Prepayments1

124

109

Advances (net)2

38

40

Cost to obtain or fulfil a contract with a customer

44

45

Others

0

1

206

195

As of

31 March 2026

$m

31 March 2025

$m

1 Prepayments mainly include advance payment in respect of capacity indefeasible right to use (IRU), network costs and advance payments for lease contracts for which leases are yet to commence.

2 Taxes recoverable include customs duty, sales tax and value added tax.

3 Advance to suppliers (net) are disclosed net of provision of $7m and $6m as of 31 March 2026 and 31 March 2025 respectively.

4 Others mainly includes claims receivable from vendors based on contractual arrangements and employee advances net of related provision of $6m and $6m as of 31 March 2026 and 31 March 2025 respectively.

Cost to obtain or fulfil a contract with a customer

131

111

Prepayments1

84

78

Taxes recoverable2

90

65

Advances to suppliers (net)3

16

24

Others4

20

8

341

286

19. Trade receivables

As of

31 March 2026

$m

31 March 2025

$m

1 Refer to note 34 for credit risk.

Trade receivable1

385

379

Less: allowance for impairment of trade receivables

(192)

(176)

193

203

For the year ended

31 March 2026

$m

31 March 2025

$m

Opening balance

176

173

Addition during the year

20

12

Reversal during the year

(10)

(7)

Foreign currency translation impact

6

(2)

Closing balance

192

176

20. Cash and bank balances

As of

31 March 2026

$m

31 March 2025

$m

Balances with banks

– On current accounts

201

269

– Bank deposits with original maturity of three months or less

188

116

– On settlement account

25

8

Balance held in wallets

218

156

Remittance in transit

13

2

Cash on hand

1

1

646

552

As of

31 March 2026

$m

31 March 2025

$m

1 Margin money deposits represent amounts given as collateral for legal cases and/or bank guarantees for disputed matters.

Term deposits with banks with original maturity of more than three months but less than 12 months

189

76

Margin money deposits1

7

5

Restricted balance in escrow account

1

0

Unpaid dividend

0

0

197

81

As of

31 March 2026

$m

31 March 2025

$m

Cash and cash equivalents as per statement of financial position

646

552

Balance held under mobile money trust (with trust accounts)

1,394

952

Bank overdraft

(255)

(444)

1,785

1,060

21. Balance held under mobile money trust

As of

31 March 2026

$m

31 March 2025

$m

Balances with banks

– on trust accounts

1,394

952

1,394

952

Balances with original maturity period more than 3 months but less that 12 months

– Investment in specified securities

1

–

1

–

1,395

952

22. Financial assets – others

As of

31 March 2026

$m

31 March 2025

$m

1 This primarily includes receivables under the Group’s tower sale agreements.

Unbilled revenue

46

32

Claims recoverable1

14

14

Interest accrued on investments/deposits

7

5

Others

23

16

90

67

23. Borrowings

As of

31 March 2026

$m

31 March 2025

$m

Secured

Term loans1

194

237

194

237

  

Unsecured

Term loans1

975

989

975

989

  

1,169

1,226

As of

31 March 2026

$m

31 March 2025

$m

1 Includes debt origination costs.

Secured

Term loans1

98

55

98

55

  

Unsecured

Term loans1

666

596

Bank overdraft

255

444

921

1,040

  

1,019

1,095

As of

31 March 2026

$m

31 March 2025

$m

Within one year

1,022

1,095

Between one and two years

591

416

Between two and five years

497

709

Over five years

86

110

2,196

2,330

Total

borrowings

$m

Floating rate

borrowings

$m

Fixed rate

borrowings

$m

USD

681

556

125

Euro

74

74

–

UGX

149

139

10

KES

385

362

23

XAF

199

–

199

XOF

56

–

56

NGN

301

0

301

TZS

71

71

–

ZMW

155

145

10

RWF

104

–

104

Others

21

–

21

31 March 2026

2,196

1,347

849

  

USD

755

688

67

Euro

70

70

–

UGX

158

77

81

KES

409

409

–

XAF

236

–

236

XOF

43

–

43

NGN

396

13

383

TZS

74

74

–

ZMW

73

44

29

RWF

94

–

94

Others

22

–

22

31 March 2025

2,330

1,375

955

Entity

Relation

Outstanding borrowing amount

Security details

31 March 2026

$m

31 March 2025

$m

Airtel Networks Limited

Subsidiary

226

230

Pledge of all fixed and floating assets.

Airtel Tanzania plc

Subsidiary

61

62

First Pari-Passu security in form of fixed and floating charge over all assets, with certain agreed exclusions, for the outstanding amount with a maximum amount of up to 125% of the facility.

Nxtra Africa Data (Nigeria) Limited

Subsidiary

4

–

Debt of Nxtra is guaranteed by Airtel Networks Limited which further has recourse to all fixed and floating, current and future assets of Airtel Nigeria.

As of

31 March 2026

$m

31 March 2025

$m

1 Excluding non-fund based facilities such as bank guarantees.

Undrawn credit facilities

607

423

24. Financial liabilities – others

As of

31 March 2026

$m

31 March 2025

$m

Deferred payment liability

199

210

Security deposits

0

3

Others

2

3

201

216

As of

31 March 2026

$m

31 March 2025

$m

1 This pertains to deposits received from customers/channel partners, which are repayable on demand after adjusting the outstanding from such customers/channel partners.

2 This mainly relates to liabilities (mainly mobile money liabilities) where cash payments have been initiated against those liabilities, but settlement has not yet occurred of $42m (31 March 2025: Nil), Unallocated credits of $29m (31 March 2025: $5m), interest received of $26m (31 March 2025: $20m) on trust bank accounts and amount payable of Nil (31 March 2025: $21m) in respect of the ordinary shares buy-back programme.

Payable against capital expenditure

252

214

Interest accrued but not due

38

42

Security deposits1

12

9

Deferred payment liability

43

32

Dividend payable to NCI

4

9

Others2

137

77

486

383

25. Other non-financial liabilities

As of

31 March 2026

$m

31 March 2025

$m

Others

4

3

4

3

As of

31 March 2026

$m

31 March 2025

$m

1 Taxes payable includes value added tax, excise, withholding taxes and other taxes payable.

Taxes payable1

264

226

Others

4

7

268

233

26. Employee benefit obligations

As of

31 March 2026

$m

31 March 2025

$m

Provision for defined benefit obligations

21

14

Provision for other long-term employee benefits

12

9

Total

33

23

As of

31 March 2026

$m

31 March 2025

$m

Provision for short-term employee benefits

54

48

Provision for defined benefit obligations

5

13

Provision for other long-term employee benefits

5

5

Total

64

66

27. Provisions

As of

31 March 2026

$m

31 March 2025

$m

Asset retirement obligations1

2

2

Total

2

2

As of

31 March 2026

$m

31 March 2025

$m

Provision for sub-judice matters

35

45

Total

35

45

For the year ended 31 March 2026

Indirect
tax cases

$m

Legal and

regulatory cases

$m

Total

$m

Opening balance

13

32

45

Additions during the year

5

18

23

Reversal during the year

–

(1)

(1)

Utilised/settled during the year

(1)

(31)

(32)

Closing balance

17

18

35

For the year ended 31 March 2025

Indirect
tax cases

$m

Legal and

regulatory cases

$m

Total

$m

Opening balance

7

12

19

Additions during the year

7

21

28

Reversal during the year

(0)

(0)

(0)

Utilised/settled during the year

(1)

(1)

(2)

Closing balance

13

32

45

28. Share capital

As of

31 March 2026

$m

31 March 2025

$m

Issued, subscribed and fully paid-up shares (refer to note 5(b))

3,654,881,028 Ordinary shares of $0.50 each (March 2025: 3,670,529,876)

1,827

1,835

1,827

1,835

For the year ended

31 March 2026

31 March 2025

Number

of shares

Amount

$m

Number

of shares

Amount

$m

Opening balance

2,181,370

3

7,088,488

11

Purchased during the year1

10,536,678

29

3,023,896

5

Exercised during the year

(5,888,563)

(11)

(7,931,014)

(13)

Closing balance

6,829,485

21

2,181,370

3

29. Other equity

Foreign

currency

translation

reserve

$m

Hyperinflation adjustment reserve

$m

Share

stabilisation

reserve

$m

Share-based

payment

reserve

$m

Capital

redemption

reserve1

$m

Cash flow hedge reserve

$m

Treasury

shares
and other

reserves2

$m

Total

$m

1 Capital redemption reserve of $52m as at 31 March 2026 (March 2025: $44m) is created on account of cancellation of ordinary shares bought back. Refer to note 5(b).

2 Treasury shares and other reserves includes:

  • Treasury shares amounting to $1m as at 31 March 2026 (31 March 2025: $3m) held by EBT on behalf of the Group, and $20m as at 31 March 2026 (31 March 2025: Nil) bought pursuant to the buy-back scheme. Refer to note 28.1, and
  • Other reserves amounting to Nil as at 31 March 2026 (31 March 2025: $21m) related to reserve created on account of launch of buy-back scheme

3 Opening hyperinflationary adjustment as at 1 April 2024 related to Malawi operations (refer to note 11).

As of 1 April 2024

(3,894)

–

7

3

4

–

(53)

(3,933)

Opening reserve adjustment for hyperinflation3

–

246

–

–

–

–

–

246

Net losses due to foreign currency translation differences

178

–

–

–

–

–

–

178

Net losses on cash flow hedge

–

–

–

–

–

(0)

–

(0)

(Purchase)/issue of treasury shares (net)

–

–

–

–

–

–

8

8

Ordinary shares buy-back programme

–

–

–

–

40

–

20

60

Employee share-based payment reserve

–

–

–

(1)

–

–

–

(1)

As of 31 March 2025

(3,716)

246

7

2

44

(0)

(24)

(3,442)

  

As of 1 April 2025

(3,716)

246

7

2

44

(0)

(24)

(3,442)

Net losses due to foreign currency translation differences

237

–

–

–

–

–

237

Net losses on cash flow hedge

–

–

–

–

–

(0)

–

(0)

(Purchase)/issue of treasury shares (net)

–

–

–

–

–

–

12

12

Ordinary shares buy-back programme (refer to note 5(b))

–

–

–

–

8

–

(9)

(1)

Employee share-based payment reserve

–

–

–

2

–

–

–

2

As of 31 March 2026

(3,479)

246

7

4

52

–

(21)

(3,192)

For the year ended

31 March 2026

31 March 2025

Distributions to equity holders in the year:

  

Final dividend for the year ended 31 March 2025 of 3.90 cents (March 2024: 3.57 cents) per share ($m)

143

133

Interim dividend for the year ended 31 March 2026 of 2.84 cents (March 2025: 2.60 cents) per share ($m)

103

96

246

229

  

Proposed dividend for the year ended 31 March – US cents per share

4.26

3.90

Proposed dividend for the year ended 31 March ($m)

155

143

30. Investments in subsidiaries

As of

31 March 2026

$m

31 March 2025

$m

Assets

Non-current assets

662

578

Current assets

63

59

Liabilities

Non-current liabilities

302

290

Current liabilities

257

196

Equity

166

151

% of ownership interest held by NCI

49%

49%

Accumulated NCI (including goodwill)

100

92

For the year ended

31 March 2026

$m

31 March 2025

$m

Revenue

389

322

Net profit

15

14

Other comprehensive income/(loss)

3

(4)

Total comprehensive income

18

9

Net profit allocated to NCI

7

7

For the year ended

31 March 2026

$m

31 March 2025

$m

Net cash inflow from operating activities

130

136

Net cash outflow from investing activities

(64)

(90)

Net cash outflow from financing activities

(67)

(49)

Net cash outflow

(1)

(3)

  

Dividend paid to NCI during the year (included in cash flow from financing activities)

2

4

As of

31 March 2026

$m

31 March 2025

$m

Assets

Non-current assets

272

204

Current assets

65

71

Liabilities

Non-current liabilities

118

88

Current liabilities

128

110

Equity

91

77

% of ownership interest held by NCI

20%

20%

Accumulated NCI (including goodwill)

130

128

For the year ended

31 March 2026

$m

31 March 2025

$m

Revenue

226

172

Net profit

14

33

Other comprehensive income

24

49

Total comprehensive income

37

82

Net profit allocated to NCI

3

7

For the year ended

31 March 2026

$m

31 March 2025

$m

Net cash inflow from operating activities

64

65

Net cash outflow from investing activities

(44)

(14)

Net cash outflow from financing activities

(47)

(22)

Net cash (outflow)/inflow

(27)

29

  

Dividend paid to NCI during the year (included in cash flow from financing activities)

3

0

As of

31 March 2026

$m

31 March 2025

$m

1 The NCI in AMCBV of 22.15% (March 2025: 22.11%) excludes the NCI of $9m (March 2025: $6m) in the subsidiaries within the AMCBV group (i.e. Tanzania, Niger and the Republic of the Congo).

Assets

Non-current assets

107

80

Current assets

2,093

1,434

Liabilities

Non-current liabilities

36

31

Current liabilities

1,622

1,092

Equity

542

391

% of effective ownership interest held by NCI1

22.15%

22.11%

Accumulated NCI

118

85

For the year ended

31 March 2026

$m

31 March 2025

$m

Revenue

1,346

990

Net profit

373

305

Other comprehensive income

28

13

Total comprehensive income

401

318

Net profit allocated to NCI1

77

66

For the year ended

31 March 2026

$m

31 March 2025

$m

Net cash inflow from operating activities

799

596

Net cash outflow from investing activities

(125)

(49)

Net cash outflow from financing activities

(292)

(195)

Net cash inflow

382

352

  

Dividend paid to NCI during the year (included in cash flow from financing activities)

80

56

31. Contingent liabilities and commitments

As of

31 March 2026

$m

31 March 2025

$m

(a) Taxes, duties and other demands (under adjudication/appeal/dispute)

– Income tax

50

24

– Value added tax

33

25

– Customs duty and excise duty

8

8

– Other miscellaneous demands

12

10

(b) Claims under legal and regulatory cases including arbitration matters

118

81

  

221

148

32. Leases

Plant and equipment

$m

Others

$m

Total

$m

1 Opening hyperinflationary adjustment as of 1 April 2024 related to Malawi operations (refer to note 11).

Balance as of 1 April 2024

1,389

94

1,483

Opening hyperinflationary adjustment1

14

–

14

Additions

1,861

6

1,867

Depreciation charge for the year

(294)

(16)

(310)

Foreign currency translation impact

(44)

1

(43)

Hyperinflationary impact for the year

18

–

18

Balance as of 31 March 2025

2,944

85

3,029

Balance as of 1 April 2025

2,944

85

3,029

Additions

676

21

697

Depreciation charge for the year

(401)

(18)

(419)

Foreign currency translation impact

244

6

250

Hyperinflationary impact for the year

12

–

12

Balance as of 31 March 2026

3,475

94

3,569

As of

31 March 2026

$m

31 March 2025

$m

Maturity analysis:

Less than one year

837

670

Later than one year but not later than two years

742

601

Later than two years but not later than five years

2,390

1,941

Later than five years but not later than nine years

2,430

2,173

Later than nine years

1,461

1,334

Total undiscounted lease liabilities

7,860

6,719

  

Current lease liabilities

329

231

Non-current lease liabilities

3,895

3,430

Total lease liabilities included in the statement of financial position

4,224

3,661

For the year ended

31 March 2026

$m

31 March 2025

$m

Interest on lease liabilities

467

319

33. Related party disclosure

Relationship

For the year ended

31 March 2026

31 March 2025

Parent

company

$m

Intermediate

parent entities

$m

Fellow

subsidiaries

$m

Associates

$m

Parent company

$m

Intermediate

parent entities

$m

Fellow

subsidiaries

$m

Associates

$m

Sale/rendering of services

–

1

56

–

–

4

70

–

Purchase/receiving of services

–

18

50

0

–

15

46

0

Rent and other charges

–

–

–

–

–

0

–

–

Guarantee and collateral fee paid

–

–

–

–

–

0

–

–

Purchase of assets

–

–

–

–

–

1

4

–

Dividend paid

154

–

–

–

130

–

–

–

Relationship

Intermediate

parent entities

$m

Fellow

subsidiaries

$m

As of 31 March 2026

Trade payables

12

58

Trade receivables

3

77

As of 31 March 2025

Trade payables

12

45

Trade receivables

5

76

For the year ended

31 March 2026

$m

31 March 2025

$m

Short-term employee benefits

10

11

Performance linked incentive

3

4

Share-based payment

3

5

Other long-term benefits

2

2

Other benefits

1

1

19

23

34. Financial risk management

Change in currency exchange rate1

Effect
on profit/(loss)
before tax

$m

Effect
on equity
(OCI)2

$m

1 ‘+’ represents appreciation and ‘-’ represents depreciation in USD against respective functional currencies of subsidiaries.

2 Represents losses/(gains) before tax arising from conversion/translation.

For the year ended 31 March 2026

US dollars

+5%

157

33

  

-5%

(157)

(33)

For the year ended 31 March 2025

US dollars

+5%

151

27

–5%

(151)

(27)

Interest rate sensitivity

Increase ‘+’ / decrease ‘-’
in basis points

Effect
on profit
before tax1

$m

1 Represents losses/(gains) arising from increase/decrease of interest rates.

For the year ended 31 March 2026

  

US dollar – Borrowings

+100

6

  

-100

(6)

  

Other currency – Borrowings

+100

8

  

-100

(8)

For the year ended 31 March 2025

  

US dollar – Borrowings

+100

7

-100

(7)

  

Other currency – Borrowings

+100

7

-100

(7)

Not past due

$m

Past due

Total

$m

Less than
30 days

$m

31 to 60

days

$m

61 to

90 days

$m

91 to

270 days

$m

Above
270 days

$m

31 March 2026

Gross trade receivables

13

36

2

11

8

315

385

Less: allowance for impairment of trade receivables

–

–

–

–

(5)

(187)

(192)

Net trade receivables

13

36

2

11

3

128

193

31 March 2025

Gross trade receivables

11

43

16

9

13

287

379

Less: allowance for impairment of trade receivables

–

–

–

–

(8)

(168)

(176)

Net trade receivables

11

43

16

9

5

119

203

As of 31 March 2026

Carrying amount

$m

On demand

$m

Less than
6 months

$m

6 to
12 months

$m

1 to 2 years

$m

> 2 years

$m

Total

$m

Interest bearing borrowings1

2,226

286

570

371

690

683

2,600

Lease liabilities2

4,224

–

476

362

742

6,280

7,860

Mobile money wallet balance

1,310

1,310

–

–

–

–

1,310

Put option liability

515

–

517

–

–

–

517

Trade payables

612

–

612

–

–

–

612

Other financial liabilities

649

–

427

40

49

231

747

Gross settled derivatives

– Outflow

2

–

80

–

–

–

80

– Inflow

–

–

(77)

–

–

–

(77)

  

9,538

1,596

2,605

773

1,481

7,194

13,649

As of 31 March 2025

Carrying amount

$m

On demand

$m

Less than
6 months

$m

6 to
12 months

$m

1 to 2 years

$m

> 2 years

$m

Total

$m

Interest bearing borrowings1

2,363

444

562

327

555

975

2,863

Lease liabilities2

3,661

–

357

313

601

5,448

6,719

Mobile money wallet balance

928

928

–

–

–

–

928

Put option liability

542

–

544

–

–

–

544

Trade payables

485

–

485

–

–

–

485

Other financial liabilities

557

–

320

32

43

271

666

Gross settled derivatives

– Outflow

4

–

202

–

–

–

202

– Inflow

–

–

(196)

–

–

–

(196)

8,540

1,372

2,274

672

1,199

6,694

12,211

Statement of cash flow line items

1 April 2025

$m

Cash
flow

$m

Non-cash movements

Interest and other finance charges

$m

Foreign exchange loss/(gain)

$m

Dividend declared during the year

$m

Additions

$m

Fair value changes

$m

Foreign currency translation reserve

$m

Others

$m

31 March 2026

$m

1 Does not include overdraft.

Borrowings1

Proceeds/repayment of borrowings

1,877

(31)

–

(5)

–

–

–

92

–

1,933

Lease liability

Repayment of lease liability

3,661

(643)

467

(185)

–

627

–

297

–

4,224

Derivative liabilities net

Outflow on maturity of derivatives (net)

9

(61)

–

–

–

–

55

2

–

6

Interest accrued but not due

Interest and other finance charges paid

42

(384)

382

–

–

–

–

(2)

–

38

Dividend payable

Dividend paid to owners of equity and non controlling interests

9

(351)

–

–

346

–

–

(0)

–

4

Deferred payment liability

Payment of deferred spectrum liability

243

(47)

19

3

–

20

–

4

–

242

Other financial liability Purchase of shares under buy-back programme

21

(74)

–

–

–

50

–

0

3

–

Statement of cash flow line items

1 April 2024

$m

Cash
flow

$m

Non-cash movements

Interest and other finance charges

$m

Foreign exchange loss/(gain)

$m

Dividend declared during the year

$m

Additions

$m

Fair value changes

$m

Foreign currency translation reserve

$m

Others

$m

31 March 2025

$m

1 Does not include overdraft.

Borrowings1

Proceeds/repayment of borrowings

1,916

(17)

–

–

–

–

(1)

(20)

(1)

1,877

Lease liability

Repayment of lease liability

2,089

(547)

319

–

–

1,857

–

(57)

–

3,661

Derivative liabilities net

Outflow on maturity of derivatives (net)

167

(194)

–

–

–

–

54

(18)

–

9

Interest accrued but not due

Interest and other finance charges paid

46

(341)

331

–

–

–

–

6

–

42

Dividend payable

Dividend paid to owners of equity and non controlling interests

19

(301)

–

–

291

–

–

(0)

–

9

Deferred payment liability

Payment of deferred spectrum liability

167

(33)

13

–

–

101

–

(5)

–

243

Other financial liability

Purchase of shares under buy-back programme

41

(120)

–

–

–

100

–

0

–

21

For the year ended

31 March 2026

$m

31 March 2025

$m

Long term borrowings

1,169

1,226

Short-term borrowings

1,019

1,095

Lease liabilities

4,224

3,661

Adjusted for:

Cash and cash equivalents

(646)

(552)

Term deposits with bank

(189)

(76)

Current investments

(20)

–

Deposit from customers in payment service bank operations

25

–

Processing costs related to borrowings

8

9

Net debt

5,590

5,363

Less: Lease liabilities

(4,224)

(3,661)

Lease-adjusted net debt

1,366

1,702

  

Underlying EBITDA

3,162

2,304

Less: Interest on lease liabilities

(467)

(319)

Less: Repayment of lease liabilities

(195)

(219)

Lease-adjusted EBITDA

2,500

1,766

  

Leverage ratio

1.8

2.3

Lease-adjusted leverage ratio

0.5

1.0

35. Fair value of financial assets and liabilities

Carrying value as of

Fair value as of

31 March 2026

$m

31 March 2025

$m

31 March 2026

$m

31 March 2025

$m

Financial assets

FVTPL

Derivatives

– Forward and option contracts

Level 2

1

1

1

1

Investments

Level 2

0

0

0

0

    

Amortised cost

Investments

20

–

20

–

Trade receivables

193

203

193

203

Cash and cash equivalents

646

552

646

552

Other bank balances

197

81

197

81

Balance held under mobile money trust

1,395

952

1,395

952

Other financial assets

107

77

107

77

2,559

1,866

2,559

1,866

Financial liabilities

FVTPL

Derivatives

– Forward and option contracts

Level 2

7

10

7

10

– Embedded derivatives

Level 2

0

0

0

0

    

Amortised cost

Long term borrowings – fixed rate

Level 2

597

592

589

588

Long term borrowings – floating rate

572

634

572

634

Short term borrowings – floating rate

1,019

1,095

1,019

1,095

Put option liability

Level 3

515

542

517

544

Trade payables

612

485

612

485

Mobile money wallet balance

1,310

928

1,310

928

Other financial liabilities

687

599

687

599

5,319

4,885

5,313

4,883

Financial assets/liabilities

Inputs used

– Currency swaps, forward and option contracts, and other bank balances

Forward foreign currency exchange rates, interest rates

– Interest rate swaps

Prevailing/forward interest rates in market, interest rates

– Embedded derivatives

Prevailing interest rates in market, inflation rates

– Other financial assets/fixed rate borrowings/other financial liabilities

Prevailing interest rates in market, future payouts, interest rates

For the year ended

31 March 2026

$m

31 March 2025

$m

Opening balance

–

(155)

Recognised in finance costs in profit and loss

–

(32)

Payment of Interest

–

5

Payment on maturity

–

161

Foreign currency translation impact

–

21

Closing balance

–

–

For the year ended

31 March 2026

$m

31 March 2025

$m

1 Put option liability was reduced by $27m (March 2025: $15m) for dividend distribution to put option NCI holders. Any dividend paid to put option NCI holders is adjustable against the put option liability based on put option arrangements.

Opening balance

(542)

(552)

Remeasurement of liability (refer to note 5(c))

6

–

Liability derecognised by crediting transaction with NCI reserve

27

15

Recognised in finance costs in profit and loss (unrealised)

(6)

(5)

Closing balance

(515)

(542)

36. Companies in the Group, associate and joint venture

S.no

Name of subsidiary

Principal place of business and registered office address

Principal activities

Country

Percentage of shareholding1

% As of

31 March 2026

31 March 2025

1

Airtel Tchad S.A.

Rue du Commandant Galyam Négal, Immeuble du Cinéma Etoile, B.P. 5665, N’Djaména, Tchad

Telecommunication services

Chad

100

100

2

Airtel Mobile Commerce Tchad S.A.

Avenue Charles de Gaulle, Immeuble Pierre Brock, B.P. 5665, N’Djaména, Tchad

Mobile commerce services

Chad

77.85

77.89

3

Indian Ocean Telecom Limited

28 Esplanade, St. Helier, Jersey JE2 3QA, Channel Islands

Investment company

Channel Islands

100

100

4

Airtel Congo S.A.

2ème Etage de L’Immeuble SCI Monte Cristo, Rond-Point de la Gare, Croisement de l’Avenue Orsy et de Boulevard Denis Sassou Nguesso, Centre Ville, B.P. 1038, Brazzaville, Congo

Telecommunication services

Congo B

90.00

90.00

5

Mobile Commerce Congo S.A.(7)

3ème Etage de L’Immeuble SCI Monte Cristo, Rond-Point de la Gare, Croisement de l’Avenue Orsy et de Boulevard Denis Sassou Nguesso, Centre – Ville, B.P. 1038, Brazzaville, Congo

Mobile commerce services

Congo B

70.07

70.10

6

Airtel Congo RDC S.A.

42-43, Avenue Tabora, Gombe, B.P. 1201, Kinshasa 1, République Démocratique du Congo

Telecommunication services

Democratic Republic of the Congo

98.50

98.50

7

Airtel Congo RDC Telesonic S.A.U.

3ème étage, 130 b, Avenue Kwango, Gombe, B.P. 1201, Kinshasa 1, République Démocratique du Congo

Telecommunication services

Democratic Republic of the Congo

100

100

8

Nxtra Africa Data RDC S.A.

1 Croisement Des AV Tchad ET Bas Congo, C/Gombe, V/Kinshasa, P/ Kinshasa République Démocratique du Congo.

Telecommunication services

Democratic Republic of the Congo

100

100

9

Airtel Money RDC S.A.

6ième étage, 130 b, Avenue Kwango, Gombe, B.P. 1201, Kinshasa 1, République Démocratique du Congo

Mobile commerce services

Democratic Republic of the Congo

77.85

77.89

10

Congo RDC Towers S.A.

3ème étage, 130 b, Avenue Kwango, Gombe, B.P. 1201, Kinshasa 1, République Démocratique du Congo

Infrastructure sharing services

Democratic Republic of the Congo

100

100

11

Partnership Investments Sarlu

130 b, Avenue Kwango, Gombe, B.P. 1201, Kinshasa 1, République Démocratique du Congo

Investment company

Democratic Republic of the Congo

100

100

12

Airtel Gabon S.A.

Immeuble Libreville, Business Square, Rue Pecqueur, Centre-Ville, B.P. 9259 Libreville, Gabon

Telecommunication services

Gabon

100

100

13

Airtel Gabon Telesonic S.A.

Immeuble Libreville, Business Square, Rue Pecqueur, Centre-Ville, B.P. 9259, Libreville, Gabon

Telecommunication services

Gabon

100

100

14

Airtel Money S.A.

Immeuble Odyssée, Boulevard de la Nation, B.P. 23 899, Libreville, Gabon

Mobile commerce services

Gabon

77.85

77.89

15

Gabon Towers S.A.(2)

124 Avenue Bouët, B.P. 9259, Libreville, Gabon

Infrastructure sharing services

Gabon

100

100

16

Airtel International LLP(4)

Worldmark Tower -2, 6th and 7th Floor, Maidawas Road, Sector 65, Gurugram, Haryana- 122001, India

Support services

India

100

100

17

Airtel Networks Kenya Limited

LR 209/11880, 7th Floor, Parkside Towers, Mombasa Road, P.O. Box 73146-00200, Nairobi, Kenya

Telecommunication services

Kenya

100

100

18

Airtel Kenya Telesonic Limited

LR 209/11880, 7th Floor, Parkside Towers, Mombasa Road, P.O. Box 73146-00200, Nairobi, Kenya

Telecommunication services

Kenya

100

100

19

Nxtra Africa Data (Kenya) Limited

Parkside Towers, Mombasa Road, P.O. Box 73146, City Square, Nairobi, Kenya

Telecommunication services

Kenya

100

100

20

Nxtra Africa Data (Kenya) SEZ Limited

Parkside Towers, Mombasa Road, P.O. Box 73146, City Square, Nairobi, Kenya

Telecommunication services

Kenya

100

100

21

Airtel Mobile Commerce (Kenya) Limited

LR 209/11880, 7th Floor, Parkside Towers, Mombasa Road, P.O. Box 73146-00200, Nairobi, Kenya

Mobile commerce services

Kenya

77.85

77.89

22

Airtel Money Kenya Limited

LR 209/11880, 7th Floor, Parkside Towers, Mombasa Road, P.O. Box 73146-00200, Nairobi, Kenya

Mobile commerce services

Kenya

77.85

77.89

23

Airtel Money Transfer Limited

LR 209/11880, 7th Floor, Parkside Towers, Mombasa Road, P.O. Box 73146-00200, Nairobi, Kenya

Mobile commerce services

Kenya

77.85

77.89

24

Airtel Mobile Commerce Services Limited

LR 209/11880, 4th Floor, Parkside Towers, Mombasa Road, P.O. Box 962-00100, Nairobi, Kenya

Support services

Kenya

77.85

77.89

25

Airtel Madagascar S.A.

Immeuble S, lot II J 1 AA, Morarano Alarobia – 101 Antananarivo – Madagascar

Telecommunication services

Madagascar

100

100

26

Airtel Mobile Commerce Madagascar S.A.

Immeuble S, lot II J 1 AA, Morarano Alarobia – 101 Antananarivo – Madagascar

Mobile commerce services

Madagascar

77.85

77.89

27

Airtel Malawi Public Limited Company

Airtel Complex, Off Convention Drive, City Centre, P.O. Box 57, Lilongwe, Malawi

Telecommunication services

Malawi

79.95

79.95

28

Airtel (M) Telesonic Limited

Airtel Complex, Off Convention Drive, City Centre, P.O. Box 57, Lilongwe, Malawi

Telecommunication services

Malawi

100

100

29

Airtel Mobile Commerce Limited

MERA Complex, Along Convention Drive, City Centre, P.O. Box 126, Lilongwe, Malawi

Mobile commerce services

Malawi

77.85

77.89

30

Bharti Airtel Rwanda Holdings Limited

Ocorian Tower, Nexera, Lot 7, Cote d’Or Technopole, Minissy, Moka, Republic of Mauritius

Investment company

Mauritius

100

100

31

Celtel (Mauritius) Holdings Limited

Ocorian Tower, Nexera, Lot 7, Cote d’Or Technopole, Minissy, Moka, Republic of Mauritius

Investment company

Mauritius

100

100

32

Channel Sea Management Company (Mauritius) Limited(3)

Ocorian Tower, Nexera, Lot 7, Cote d’Or Technopole, Minissy, Moka, Republic of Mauritius

Investment company

Mauritius

100

100

33

Montana International(3)

Ocorian Tower, Nexera, Lot 7, Cote d’Or Technopole, Minissy, Moka, Republic of Mauritius

Investment company

Mauritius

100

100

34

Bharti Airtel International (Netherlands) B.V.(4)(5)

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

35

Bharti Airtel Africa B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

36

Bharti Airtel Chad Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

37

Bharti Airtel Congo Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

38

Bharti Airtel RDC Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

39

Bharti Airtel Gabon Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

40

Bharti Airtel Kenya B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

41

Bharti Airtel Madagascar Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

42

Bharti Airtel Malawi Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

43

Bharti Airtel Mali Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

44

Bharti Airtel Nigeria B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

45

Bharti Airtel Niger Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

46

Bharti Airtel Services B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

47

Bharti Airtel Tanzania B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

48

Bharti Airtel Uganda Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

49

Bharti Airtel Zambia Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

100

100

50

Airtel Mobile Commerce B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

51

Airtel Mobile Commerce Holdings B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

52

Airtel Mobile Commerce Tchad B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

53

Airtel Mobile Commerce Congo B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

54

Airtel Mobile Commerce DRC B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

55

Airtel Mobile Commerce Gabon B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

56

Airtel Mobile Commerce Kenya B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

57

Airtel Mobile Commerce Madagascar B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

58

Airtel Mobile Commerce Malawi B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

59

Airtel Mobile Commerce Niger B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

60

Airtel Mobile Commerce Nigeria B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

61

Airtel Mobile Commerce Rwanda B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

62

Airtel Mobile Commerce (Seychelles) B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

63

Airtel Mobile Commerce Tanzania B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

64

Airtel Mobile Commerce Uganda B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

65

Airtel Mobile Commerce Zambia B.V.

Weesperstraat 107, 1018 VN Amsterdam, The Netherlands

Investment company

Netherlands

77.85

77.89

66

Celtel Niger S.A.

3039 Boulevard du 15 avril (Talladjé),B.P. 11 922, Niamey, Niger

Telecommunication services

Niger

90.00

90.00

67

Airtel Money Niger S.A.

3039 Boulevard du 15 avril (Talladjé),B.P. 11 922, Niamey, Niger

Mobile commerce services

Niger

70.09

70.10

68

Airtel Networks Limited

Plot L2, 401 Close, Banana Island, Ikoyi, Lagos, Nigeria

Telecommunication services

Nigeria

99.96

99.96

69

Airtel Nigeria Telesonic Limited

Plot L2, 401 Close, Banana Island, Ikoyi, Lagos, Nigeria

Telecommunication services

Nigeria

100

100

70

Nxtra Africa Data (Nigeria) Limited

Plot L2, 401 Close, Banana Island, Ikoyi, Lagos, Nigeria

Telecommunication services

Nigeria

100

100

71

Nxtra Africa Data (Nigeria) FZE

Plot AV-A-34-35 Eko Atlantic City, Lagos, Nigeria

Telecommunication services

Nigeria

100

100

72

Smartcash Payment Service Bank Limited

Plot 1698a Oyinjolayemi Street, Victoria Island, Lagos, Nigeria

Mobile commerce services

Nigeria

99.96

94.44

73

Airtel Mobile Commerce Nigeria Limited

Plot L2, 401 Close, Banana Island, Ikoyi, Lagos, Nigeria

Mobile commerce services

Nigeria

99.96

99.96

74

Airtel Rwanda Limited

Remera, Gasabo, Umujyi wa Kigali, Rwanda

Telecommunication services

Rwanda

100

100

75

Airtel Rwanda Telesonic Limited

Remera, Gasabo, Umujyi wa Kigali, Rwanda

Telecommunication services

Rwanda

100

100

76

Airtel Mobile Commerce Rwanda Ltd

Kinyinya, Gasabo, Umujyi wa Kigali, Rwanda

Mobile commerce services

Rwanda

77.85

77.89

77

Airtel (Seychelles) Limited

Airtel House, Josephine Cafrine Road, Perseverance, P.O. Box 1358, Victoria, Mahe, Seychelles

Telecommunication services

Seychelles

100

100

78

Airtel (Seychelles) Telesonic Limited

Airtel House, Josephine Cafrine Road, Perseverance, P.O. Box 1358, Victoria, Mahe, Seychelles

Telecommunication services

Seychelles

100

100

79

Airtel Mobile Commerce (Seychelles) Limited

Airtel House, Josephine Cafrine Road, Perseverance, P.O. Box 1358, Victoria, Mahe, Seychelles

Mobile commerce services

Seychelles

77.85

77.89

80

Airtel Tanzania Public Limited Company

Airtel House, Block 41, Corner of Ali Hassan Mwinyi Road and Kawawa Road, Kinondoni District, P.O. Box 9623, Dar es Salaam, Tanzania

Telecommunication services

Tanzania

51.00

51.00

81

Airtel Money Tanzania Limited

Airtel House, Block 41, Corner of Ali Hassan Mwinyi Road and Kawawa Road, Kinondoni District, P.O. Box 9623, Dar es Salaam, Tanzania

Mobile commerce services

Tanzania

39.73

39.75

82

Airtel Mobile Commerce (Tanzania) Limited

Airtel House, Block 41, Corner of Ali Hassan Mwinyi Road and Kawawa Road, Kinondoni District, P.O. Box 9623, Dar es Salaam, Tanzania

Mobile commerce services

Tanzania

77.85

77.89

83

The Registered Trustees of Airtel Money Trust Fund

Airtel House, Block 41, Corner of Ali Hassan Mwinyi Road and Kawawa Road, Kinondoni District, P.O. Box 9623, Dar es Salaam, Tanzania

Mobile commerce services

Tanzania

39.73

39.75

84

Airtel Uganda Limited

Airtel Towers, Plot 16 –A, Clement Hill Road, Nakasero, P.O. Box 6771, Kampala, Uganda

Telecommunication services

Uganda

89.11

89.11

85

Airtel Telesonic Uganda Limited

Airtel Towers, Plot 16-A, Clement Hill Road, Nakasero, P.O. Box 6771, Kampala, Uganda

Telecommunication services

Uganda

100

100

86

Airtel Mobile Commerce Uganda Limited

Airtel Towers, Plot 16-A, Clement Hill Road, Nakasero, P.O. Box 6771, Kampala, Uganda

Mobile commerce services

Uganda

77.85

77.89

87

Airtel Money Trust Fund

Airtel Towers, Plot 16-A, Clement Hill Road, Nakasero, P.O. Box 6771, Kampala, Uganda

Mobile commerce services

Uganda

77.85

77.89

88

Airtel Mobile Management Services FZ-LLC

107, First Floor, 26 Dubai Internet City, Dubai, United Arab Emirates

Support services

United Arab Emirates

77.85

77.89

89

Airtel Africa Telesonic Limited (6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Telecommunication services

United Kingdom

100

100

90

Airtel Africa Telesonic Holdings Limited(4)(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

91

Airtel Tchad Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

92

Airtel Congo Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

93

Airtel DRC Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

94

Airtel Gabon Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

95

Airtel Kenya Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

96

Airtel Madagascar Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

97

Airtel (M) Telesonic Holdings (UK) Limited (6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

98

Airtel Niger Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

99

Airtel Nigeria Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

100

Airtel Rwanda Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

101

Airtel Seychelles Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

102

Airtel Tanzania Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

103

Airtel Uganda Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

104

Airtel Zambia Telesonic Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

105

Nxtra Africa Data Holdings Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

106

Nxtra Congo Data Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

107

Nxtra DRC Data Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

108

Nxtra Gabon Data Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

109

Nxtra Kenya Data Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

110

Nxtra Nigeria Data Holdings (UK) Limited(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Investment company

United Kingdom

100

100

111

Airtel Africa Services (UK) Limited(4)(6)

First Floor, 15 Davies Street, London W1K 3DE, United Kingdom

Support services

United Kingdom

100

100

112

Airtel Networks Zambia plc

Airtel House, Stand 2375, Addis Ababa Drive, Lusaka, Zambia

Telecommunication services

Zambia

90.00

90.00

113

Airtel Zambia Telesonic Limited

P.O Box 320001, Showgrounds, Lusaka, Lusaka Province, Zambia

Telecommunication services

Zambia

100

100

114

Airtel Mobile Commerce Zambia Limited

Airtel House, Stand 2375, Addis Ababa Drive, Lusaka, Zambia

Mobile commerce services

Zambia

77.85

77.89

115

Bharti Airtel Developers Forum Limited

Stand No. 2375, Corner of Great East/ Addis Ababa Road, Lusaka, Zambia

Investment company

Zambia

90.00

90.00

S.no

Name of associate

Principal place of business and registered office address

Principal activities

Country

Percentage of shareholding1

% As of

31 March 2026

31 March 2025

1

Seychelles Cable Systems Company Limited

Caravelle House, 3rd Floor, Victoria, Mahe, Seychelles

Submarine cable system

Seychelles

26.00

26.00

S.no

Name of Joint Venture

Principal place of business and registered office address

Principal activities

Country

Percentage of shareholding1

% As of

31 March 2026

31 March 2025

1

Mawezi RDC S.A.

Avenue des Huileries no 7, Commune of Lingwala, Ville de Kinshasa, République Démocratique du Congo

Telecommunication services

Democratic Republic of the Congo

49.25

49.25

37. Subsidiaries exempt from audit

Name of subsidiary

Company number

Airtel Africa Telesonic Holdings Limited

13664497

Airtel Congo Telesonic Holdings (UK) Limited

14039687

Airtel DRC Telesonic Holdings (UK) Limited

14039692

Airtel Gabon Telesonic Holdings (UK) Limited

14039699

Airtel Kenya Telesonic Holdings (UK) Limited

14039702

Airtel Madagascar Telesonic Holdings (UK) Limited

14039757

Airtel (M) Telesonic Holdings (UK) Limited

14039733

Airtel Niger Telesonic Holdings (UK) Limited

14039767

Airtel Nigeria Telesonic Holdings (UK) Limited

14039772

Airtel Rwanda Telesonic Holdings (UK) Limited

14039787

Airtel Seychelles Telesonic Holdings (UK) Limited

14039796

Airtel Tanzania Telesonic Holdings (UK) Limited

14039808

Airtel Uganda Telesonic Holdings (UK) Limited

14039800

Airtel Zambia Telesonic Holdings (UK) Limited

14039797

Airtel Tchad Telesonic Holdings (UK) Limited

14039681

Nxtra Africa Data Holdings Limited

14504059

Nxtra Nigeria Data Holdings (UK) Limited

14508721

Nxtra Kenya Data Holdings (UK) Limited

14508724

Nxtra DRC Data Holdings (UK) Limited

14508743

Nxtra Gabon Data Holdings (UK) Limited

14508746

Nxtra Congo Data Holdings (UK) Limited

14508775

38. Events after the balance sheet date

Company only statement of financial position

Note

As of

31 March 2026

$m

31 March 2025

$m

1 The profit for the financial year dealt with in the financial statements of the company is $330m (March 2025: profit of $201m).

Assets

Non-current assets

Property, plant and equipment

0

0

Right-of-use assets

1

1

Investment in subsidiary undertakings

4

3,533

3,533

Financial assets

– Investment

0

0

– Loan receivables

5

–

304

– Others

0

0

Income tax recoverable

0

–

Other non-current assets

–

0

3,534

3,838

Current assets

Financial assets

– Cash and cash equivalents

6

1

45

– Loan receivables

5

357

–

– Other bank balances

6

10

65

– Others

34

20

Other current assets

57

1

459

131

Total assets

3,993

3,969

Liabilities

Current liabilities

Financial liabilities

– Lease liabilities

0

0

– Trade and other payables

7

7

28

Current tax liabilities

–

0

7

28

Net current assets

452

103

Non-current liabilities

Financial liabilities

– Lease liabilities

0

1

0

1

Total liabilities

7

29

Net assets

3,986

3,940

Equity

– Share capital

8

1,827

1,835

– Reserves and surplus1

2,159

2,105

Total equity

3,986

3,940

Company only statements of changes in equity

Share capital

Reserves and surplus

Total equity

$m

Number of shares

Amount

$m

Retained earnings

$m

Shared-based payment reserve

$m

Capital redemption reserve

$m

Others3

$m

Total

$m

1 Refer to note 5(b) of consolidated financial statements.

2 Refer to note 5(a) of consolidated financial statements.

3 Includes share stabilisation reserve, treasury shares and other reserves.

As of 1 April 2024

3,750,761,649

1,875

2,227

4

4

(45)

2,190

4,065

Profit for the year

–

–

201

–

–

–

201

201

Total comprehensive income

–

–

201

–

–

–

201

201

Employee share-based payment reserve

–

–

(4)

(1)

–

–

(5)

(5)

Purchase of own shares (net)

–

–

–

–

–

8

8

8

Ordinary shares buy-back programme1

(80,231,773)

(40)

(120)

–

40

20

(60)

(100)

Dividend to owners to the company2

–

–

(229)

–

–

–

(229)

(229)

As of 31 March 2025

3,670,529,876

1,835

2,075

3

44

(17)

2,105

3,940

Profit for the year

–

–

330

–

–

–

330

330

Total comprehensive income

–

–

330

–

–

–

330

330

Employee share-based payment reserve

–

–

1

2

–

–

3

3

Purchase of own shares (net)

–

–

–

–

–

12

12

12

Ordinary shares buy-back programme1

(15,648,848)

(8)

(44)

–

8

(9)

(45)

(53)

Dividend to owners to the company2

–

–

(246)

–

–

–

(246)

(246)

As of 31 March 2026

3,654,881,028

1,827

2,116

5

52

(14)

2,159

3,986

1. Summary of significant accounting policies

2. Critical accounting judgements and key sources of estimation uncertainty

3. Employee expenses

For the year ended

31 March 2026

$m

31 March 2025

$m

Salaries

0

1

Bonuses

–

0

Others

0

0

0

1

4. Investment in subsidiary undertakings

As of

31 March 2026

$m

31 March 2025

$m

Cost

Opening balance

3,533

3,533

Additions

–

–

Carrying cost at 31 March

3,533

3,533

Bharti Airtel International (Netherlands) B.V.

3,533

3,533

Airtel International LLP

0

0

Airtel Africa Services (UK) Limited

0

0

Airtel Africa Telesonic Holdings Limited

0

0

Nxtra Africa Data Holdings Limited

0

0

5. Loans receivables

As of

31 March 2026

$m

31 March 2025

$m

1 The loan is unsecured, bears interest at the rate of three months SOFR+ 2.25% per annum with a maturity date of 25 March 2027. The credit facility is denominated in US$.

2 The loan is unsecured, bears interest at the rate of three months SOFR+ 2% per annum with a maturity date of 31 December 2026. The credit facility is denominated in US$.

3 The loan is unsecured, bears interest at the rate of three months SOFR+ 2% per annum with a maturity date of 31 December 2026. The credit facility is denominated in US$.

4 The loan is unsecured, bears interest at the rate of three months SOFR+ 2% per annum with a maturity date of 31 December 2026. The credit facility is denominated in US$.

Opening balance

304

126

Additions

203

565

Repayment

(150)

(387)

Balance at 31 March

357

304

Non-current

–

304

Current

357

–

Bharti Airtel International (Netherlands) B.V.1

115

114

Airtel Africa Services (UK) Limited2

225

165

Airtel Africa Telesonic Holdings Limited3

17

25

Nxtra Africa Data Holdings Limited4

0

0

6. Cash and bank balances

As of

31 March 2026

$m

31 March 2025

$m

Cash at bank in current accounts

1

45

1

45

As of

31 March 2026

$m

31 March 2025

$m

Term deposits with banks with original maturity of more than three months but less than twelve months

10

65

10

65

7. Trade and other payables

As of

31 March 2026

$m

31 March 2025

$m

Legal and professional expenses payable

1

2

Employees bonuses payable

0

0

Dividend payable

0

0

1

2

As of

31 March 2026

$m

31 March 2025

$m

1 Refer to note 5(b) of consolidated financial statements.

Ordinary shares buy-back programme1

–

21

Administrative and other payables

6

5

6

26

7

28

8. Share capital

9. Related party disclosure

10. Guarantees

11. Events after the balance sheet date

Alternative performance measures (APMs)

APM

Closest equivalent IFRS measure

Adjustments to reconcile

to IFRS measure

Definition and purpose

1 Underlying EBITDA was disclosed in prior reporting year (FY25) instead of EBITDA given that there were exceptional items impacting operating profit. During the year ended 31 March 2026, while there are no exceptional items impacting operating profit, there were exceptional items impacting operating profit in prior reporting year. Therefore, we have used underlying EBITDA instead of EBITDA, which is not a new APM.

Underlying EBITDA1 and margin

Operating profit

  • Depreciation and amortisation
  • Exceptional items impacting operating profit/(loss), if any

The Group defines underlying EBITDA as operating profit/(loss) for the period before depreciation and amortisation and adjusted for exceptional items impacting operating profit/(loss), if any.

The Group defines underlying EBITDA margin as underlying EBITDA divided by revenue.

Underlying EBITDA and margin are measures used by the directors to assess the trading performance of the business and are ‘therefore’ the measure of segment profit that the Group presents under IFRS. Underlying EBITDA and margin are also presented on a consolidated basis because the directors believe it is important to consider profitability on a basis consistent with that of the Group’s operating segments. When presented on a consolidated basis, underlying EBITDA and margin are APMs.

Depreciation and amortisation is a non-cash item which fluctuates depending on the timing of capital investment and useful economic life. Directors believe that a measure which removes this volatility improves comparability of the Group’s results period-on-period and hence is adjusted to arrive at underlying EBITDA and margin.

Exceptional items are additional specific items that, because of their size, nature or incidence in the results, are considered to hinder comparison of the Group’s performance on a period-to-period basis and could distort the understanding of our performance for the period and the comparability between reporting periods and hence are adjusted to arrive at underlying EBITDA and margin.

Underlying profit/(loss) before tax

Profit/(loss) before tax

  • Exceptional items

The Group defines underlying profit/(loss) before tax as profit/(loss) before tax adjusted for exceptional items.

The directors view underlying profit/(loss) before tax to be a meaningful measure to analyse the Group’s profitability.

Effective tax rate

Reported tax rate

  • Exceptional items
  • Foreign exchange rate movements
  • One-off tax impact of prior period, tax litigation settlement, impact of hyperinflationary accounting and impact of tax on permanent differences

The Group defines effective tax rate as reported tax rate (reported tax charge divided by reported profit before tax) adjusted for exceptional items, foreign exchange rate movements and one-off tax items of prior period adjustment, tax settlements, impact of hyperinflationary accounting and impact of permanent differences on tax.

This provides an indication of the current on-going tax rate across the Group.

Foreign exchange rate movements are specific items that are non-tax deductible in a few of the entities which are loss making and/or where Deferred Tax Asset (DTA) is not yet triggered and hence are considered to hinder comparison of the Group’s effective tax rate on a period-to-period basis and ‘therefore’ excluded to arrive at effective tax rate.

One-off tax impact on account of prior period adjustment, any tax litigation settlement, impact of hyperinflationary accounting and tax impact on permanent differences are additional specific items that because of their size and frequency in the results, are considered to hinder comparison of the Group’s effective tax rate on a period-to-period basis.

Underlying profit/(loss) after tax

Profit/(loss) for the period

  • Exceptional items

The Group defines underlying profit/(loss) after tax as profit/(loss) for the period adjusted for exceptional items.

The directors view underlying profit/(loss) after tax to be a meaningful measure to analyse the Group’s profitability.

Earnings per share before exceptional items

EPS

  • Exceptional items

The Group defines earnings per share before exceptional items as profit/(loss) for the period before exceptional items attributable to owners of the company divided by the weighted average number of ordinary shares in issue during the financial period.

This measure reflects the earnings per share before exceptional items for each share unit of the company.

Earnings per share before exceptional items and derivative and foreign exchange (gains)/losses

EPS

  • Exceptional items
  • Derivative and foreign exchange (gains)/losses

The Group defines earnings per share before exceptional items and derivative and foreign exchange (gains)/losses as profit/(loss) for the period before exceptional items and derivative and foreign exchange (gains)/losses (net of tax) attributable to owners of the company divided by the weighted average number of ordinary shares in issue during the financial period.

This measure reflects the earnings per share before exceptional items and derivative and foreign exchange (gains)/losses for each share unit of the company.

Derivative and foreign exchange (gains)/losses are due to revaluation of US dollar balance sheet liabilities and derivatives as a result of currency movement.

Operating free cash flow

Cash generated from operating activities

  • Income tax paid
  • Changes in working capital
  • Other non-cash items
  • Non-operating income
  • Exceptional items
  • Capital expenditures

The Group defines operating free cash flow as net cash generated from operating activities before income tax paid, changes in working capital, other non-cash items, non-operating income, exceptional items and after capital expenditures. The Group views operating free cash flow as a key liquidity measure as it indicates the cash available to pay dividends, repay debt or make further investments in the Group.

Net debt and leverage ratio

  • Borrowings
  • Operating profit
  • Lease liabilities
  • Cash and cash equivalent
  • Term deposits with banks
  • Current investments
  • Deposits from customers in payment service bank operations
  • Deposits given against borrowings/ non-derivative financial instruments
  • Fair value hedges

The Group defines net debt as borrowings, including lease liabilities less cash and cash equivalents, term deposits with banks, current investments, deposits from customers in payment service bank operations, deposits given against borrowings/non-derivative financial instruments, processing costs related to borrowings and fair value hedge adjustments.

The Group defines leverage ratio as net debt divided by underlying EBITDA for the preceding 12 months.

The directors view net debt and the leverage ratio to be meaningful measures to monitor the Group’s ability to cover its debt through its earnings.

Lease- adjusted leverage

  • Borrowings
  • Operating profit
  • Cash and cash equivalent
  • Term deposits with banks
  • Current investments
  • Deposits from customers in payment service bank operations
  • Deposits given against borrowings/ non-derivative financial instruments
  • Fair value hedges
  • Depreciation and amortisation
  • Principal repayments due on right-of-use assets
  • Interest on lease liabilities

The Group defines lease-adjusted leverage ratio as lease-adjusted net debt divided by Lease-adjusted underlying EBITDA (EBITDAaL) for the preceding 12 months, where:

  • Lease-adjusted net debt is defined as borrowings excluding lease liabilities less cash and cash equivalents, term deposits with banks, current investments, deposits from customers in payment service bank operations, deposits given against borrowings/non-derivative financial instruments, processing costs related to borrowings and fair value hedge adjustments.
  • Lease-adjusted underlying EBITDA is defined as operating profit/(loss) for the period before depreciation and amortisation less principal repayments due on right-of-use assets during the period and interest on lease liabilities.

Lease-adjusted leverage is a prominent metric used by debt rating agencies and the capital markets. This APM reduces the volatility in the leverage ratio associated with lease accounting under IFRS16, improves comparability between periods and reflects the Group’s financial market debt position.

Accordingly, the Directors view lease adjusted leverage as a meaningful measure to analyse the Group’s performance.

Return on capital employed

No direct equivalent

  • Exceptional items to arrive at EBIT

The Group defines return on capital employed (‘ROCE’) as EBIT for the preceding 12 months divided by average capital employed.

The directors view ROCE as a financial ratio that measures the Group’s profitability and the efficiency with which its capital is being utilised.

The Group defines EBIT as operating profit/(loss) for the period.

Capital employed is defined as sum of equity attributable to owners of the company (grossed up for put option provided to minority shareholders to provide them liquidity as part of the sale agreements executed with them during year ended 31 March 2022), non-controlling interests and net debt. Average capital employed is average of capital employed at the closing and beginning of the relevant period.

For quarterly computations, ROCE is calculated by dividing EBIT for the preceding 12 months by the average capital employed (being the average of the capital employed averages for the preceding four quarters).

Description

Unit of measure

Year ended

March 2026

March 2025

Operating profit

$m

2,115

1,457

Add:

Depreciation and amortisation

$m

1,047

831

Operating exceptional items

$m

–

16

Underlying EBITDA

$m

3,162

2,304

Revenue

$m

6,415

4,955

Underlying EBITDA margin (%)

%

49.3%

46.5%

Description

Unit of measure

Year ended

March 2026

March 2025

Profit before tax

$m

1,419

661

Exceptional items

$m

–

103

Underlying profit before tax

$m

1,419

764

Description

Unit of measure

Year ended

March 2026

March 2025

Profit before taxation

Income tax

expense

Tax rate

%

Profit before taxation

Income tax

expense

Tax rate

%

a $16m exceptional items related to provision for settlement of a legal dispute in a former Group subsidiary.

Reported effective tax rate (after EI)

$m

1,419

606

42.7%

661

333

50.3%

Exceptional items (provided below)

$m

–

–

103

30

Reported effective tax rate (before EI)

$m

1,419

606

42.7%

764

363

47.5%

Adjusted for:

Foreign exchange rate movement for loss making entity and/or non-DTA operating companies & holding companies

$m

11

–

35

–

One-off adjustment and tax on permanent differences

$m

5

(30)

(8)

(39)

Effective tax rate

$m

1,435

576

40.1%

791

324

41.0%

Exceptional items

1. Derivative and foreign exchange losses

$m

–

–

87

30

2. Provision for expected settlement of a contractual dispute

$m

–

–

16a

–

Total

$m

–

–

103

30

Description

Unit of measure

Year ended

March 2026

March 2025

Profit after tax

$m

813

328

Operating exceptional items

$m

–

16

Finance cost – exceptional items

$m

–

87

Tax exceptional items

$m

–

(30)

Underlying profit after tax

$m

813

401

Description

Unit of measure

Year ended

March 2026

March 2025

Profit for the period attributable to owners of the company

$m

679

220

Operating exceptional items

$m

–

16

Finance cost – exceptional items

$m

–

87

Tax exceptional items

$m

–

(30)

Non-controlling interest exceptional items

$m

–

9

Profit for the period attributable to owners of the company – before exceptional items

$m

679

302

Weighted average ordinary shares outstanding

million

3,650

3,703

Earnings per share before exceptional items

cents

18.6

8.2

Description

Unit of measure

Year ended

March 2026

March 2025

Profit for the period attributable to owners of the company

$m

679

220

Operating exceptional items

–

16

Finance cost – exceptional items

$m

–

87

Tax exceptional items

$m

–

(30)

Non-controlling interest exceptional items

$m

–

9

Profit for the period attributable to owners of the company – before exceptional items

$m

679

302

Derivative and foreign exchange (gains)/losses (excluding exceptional items)

$m

(127)

92

Tax on derivative and foreign exchange (gains)/losses (excluding exceptional items)

$m

45

(18)

Non-controlling interest on derivative and foreign exchange (gains)/losses (excluding exceptional items) – net of tax

$m

(4)

(15)

Profit for the period attributable to owners of the company – before exceptional items and derivative and foreign exchange (gains)/losses

$m

593

361

Weighted average ordinary shares outstanding

million

3,650

3,703

Earnings per share before exceptional items and derivative and foreign exchange (gains)/losses

cents

16.2

9.8

Description

Unit of measure

Year ended

March 2026

March 2025

Net cash generated from operating activities

$m

3,195

2,266

Add: Income tax paid

$m

395

323

Net cash generation from operation before tax

$m

3,590

2,589

Less: Changes in working capital

(Decrease)/increase in trade receivables

$m

(16)

30

Increase/(decrease) in inventories

$m

2

(1)

(Increase) in trade payables

$m

(67)

(69)

(Increase) in mobile money wallet balance

$m

(279)

(218)

Decrease/(increase) in provisions and employee benefit obligations

$m

4

(38)

(Increase) in deferred revenue

$m

(70)

(15)

(Increase) in other financial and non-financial liabilities

$m

(90)

(27)

Increase in other financial and non-financial assets

$m

115

51

Operating cash flow before changes in working capital

$m

3,189

2,302

Other non-cash adjustments

$m

(27)

(14)

Operating exceptional items

$m

–

16

Underlying EBITDA

$m

3,162

2,304

Less: Capital expenditure

$m

(884)

(670)

Operating free cash flow

$m

2,278

1,634

Description

Unit of measure

As at

March 2026

As at

March 2025

Non-current borrowing

$m

1,169

1,226

Current borrowing

$m

1,019

1,095

Add: Processing costs related to borrowings

$m

8

9

Less: Cash and cash equivalents

$m

(646)

(552)

Less: Term deposits with banks

$m

(189)

(76)

Less: Current investments

$m

(20)

–

Add: Deposit from customers in payment service bank operations

$m

25

–

Add: Lease liabilities

$m

4,224

3,661

Net debt

$m

5,590

5,363

Underlying EBITDA

$m

3,162

2,304

Leverage

times

1.8x

2.3x

Description

Unit of measure

As at

March 2026

As at

March 2025

Non-current borrowing

$m

1,169

1,226

Current borrowing

$m

1,019

1,095

Add: Processing costs related to borrowings

$m

8

9

Less: Cash and cash equivalents

$m

(646)

(552)

Less: Term deposits with banks

$m

(189)

(76)

Less: Current investments

$m

(20)

–

Add: Deposit from customers in payment service bank operations

$m

25

–

Add: Lease liabilities

$m

4,224

3,661

Net debt

$m

5,590

5,363

Less: Lease liabilities

$m

4,224

3,661

Lease adjusted net debt

$m

1,366

1,702

Description

Unit of measure

Year ended

March 2026

March 2025

* Repayment of lease liabilities in the above table is inclusive of net lease payables movement of ($9m) in the current period and ($3m) in the prior period.

Operating profit

$m

2,115

1,457

Add:

Depreciation and amortisation

$m

1,047

831

Operating exceptional items

$m

–

16

Underlying EBITDA

$m

3,162

2,304

Less: Interest on lease liabilities

$m

467

319

Less: Repayment of lease liabilities*

$m

195

219

Total lease repayments

$m

662

538

Lease-adjusted underlying EBITDA (EBITDAaL)

$m

2,500

1,766

Description

Unit of measure

As at

March 2026

As at

March 2025

Lease adjusted underlying EBITDA (EBITDAaL)

$m

2,500

1,766

Lease adjusted Leverage

times

0.5x

1.0x

Description

Unit of measure

Year ended

March 2026

March 2025

1 Average capital employed is calculated as average of capital employed at closing and opening of relevant period.

Operating profit

$m

2,115

1,457

Add:

Operating exceptional items

$m

–

16

Underlying operating profit

$m

2,115

1,473

Equity attributable to owners of the company

$m

3,148

2,486

Add: Put option given to minority shareholders

$m

515

542

Gross equity attributable to owners of the company

$m

3,663

3,028

Non-controlling interests (NCI)

$m

340

289

Net debt (refer Table H1)

$m

5,590

5,363

Capital employed

$m

9,593

8,680

Average capital employed 1

$m

9,136

7,518

Return on capital employed

%

23.1%

19.6%

Forward-looking statements

Glossary and technical and industry terms

Company-related

4G data customer

A customer having a 4G handset and who has used at least 1 MB on any of the Group’s GPRS, 3G and 4G network in the last 30 days.

Airtel Money (mobile money)

Airtel Money is the brand name for Airtel Africa’s mobile money products and services. The term is used interchangeably with ‘mobile money’ when referring to our mobile money business, finance, operations and activities.

Airtel Money app customers

Total number of customers that have accessed mobile money segment of MyAirtel app in past 30 days

Airtel Money app transacting customers

Total number of customers that have accessed mobile money segment of MyAirtel app and have done any revenue generating event in past 30 days

Airtel Money ARPU

Mobile money average revenue per user per month. This is derived by dividing total mobile money revenue during the relevant period by the average number of active mobile money customers and dividing the result by the number of months in the relevant period.

Airtel Money customer base

Total number of active subscribers who have enacted any mobile money usage event in last 30 days.

Airtel Money customer penetration

The proportion of total Airtel Africa’s active mobile customers who use mobile money services. Calculated by dividing the mobile money customer base by the Group’s total customer base.

Airtel Money total processed value (TPV)

Value of any financial transaction performed on Airtel Africa’s mobile money platform.

Airtel Money TPV per customer per month

Calculated by dividing the total mobile money transaction value on the Group’s mobile money platform during the relevant period by the average number of active mobile money customers and dividing the result by the number of months in the relevant period.

Airtime credit service

A value-added service where the customers can take an airtime credit and continue to use our voice and data services, with the credit recovered through subsequent customer recharge. This is classified as a mobile services product (not a mobile money product).

ARPU

Average revenue per user per month. This is derived by dividing total revenue during the relevant period by the average number of customers during the period and dividing the result by the number of months in the relevant period.

Capital expenditure

An alternative performance measure (non-GAAP). Defined as investment in gross fixed assets (both tangible and intangible but excluding spectrum and licences) plus capital work in progress (CWIP), excluding provisions on CWIP for the period.

Constant currency

The Group has presented certain financial information that is calculated by translating the results at a fixed ‘constant currency’ exchange rate, which is done to measure the organic performance of the Group and represents the performance of the business in a better way. Constant currency amounts and growth rates are calculated using closing exchange rates as of 31 March 2025 for all reporting regions and service segments.

Customer

Defined as a unique active subscriber with a unique mobile telephone number who has used any of Airtel Africa’s services in the last 30 days.

Customer base

The total number of active subscribers that have used any of our services (voice calls, SMS, data usage or mobile money transaction) in the last 30 days.

Data ARPU

Data average revenue per user per month. Data ARPU is derived by dividing total data revenue during the relevant period by the average number of data customers and dividing the result by the number of months in the relevant period.

Data customer base

The total number of subscribers who have consumed at least 1 MB on the Group’s GPRS, 3G or 4G network in the last 30 days.

Data customer penetration

The proportion of customers using data services. Calculated by dividing the data customer base by the total customer base.

Data Usage

Includes total data consumed (uploaded and downloaded) on the network during the relevant period.

Data usage per customer per month

Calculated by dividing the total data consumed on the Group’s network during the relevant period by the average data customer base over the same period and dividing the result by the number of months in the relevant period.

Digitalisation

We use the term digitalisation in its broadest sense to encompass both digitisation actions and processes that convert analogue information into a digital form and thereby bring customers into the digital environment and the broader digitalisation processes of controlling, connecting and planning processes digitally. The processes that effect digital transformation of our business and of industry, economics and society as a whole through bringing about new business models, socio-economic structures and organisational patterns.

Diluted earnings per share

Diluted EPS is calculated by adjusting the profit for the period attributable to the shareholders and the weighted average number of shares considered for deriving basic EPS, for the effects of all the shares that could have been issued upon conversion of all dilutive potential shares. The dilutive potential shares are adjusted for the proceeds receivable had the shares actually been issued at fair value. Furthermore, the dilutive potential shares are deemed converted as of beginning of the period, unless issued at a later date during the period.

Earnings per share (EPS)

EPS is calculated by dividing the profit for the period attributable to the owners of the company by the weighted average number of ordinary shares outstanding during the period.

EBIT

Defined as operating profit/(loss) for the period adjusted for exceptional items.

Foreign exchange rate movements for non-DTA operating companies and holding companies

Foreign exchange rate movements are specific items that are non-tax deductible in a few of our operating entities, hence these hinder a like-for-like comparison of the Group’s effective tax rate on a period-to-period basis and are ‘therefore’ excluded when calculating the effective tax rate.

Indefeasible Rights of Use (IRU)

A standard long-term leasehold contractual agreement that confers upon the holder the exclusive right to use a portion of the capacity of a fibre route for a stated period.

Information and communication technologies (ICT)

ICT refers to all communication technologies, including the internet, wireless networks, cell phones, computers, software, middleware, video conferencing, social networking and other media applications and services.

Interconnect usage charges (IUC)

Interconnect usage charges are the charges paid to the telecom operator on whose network a call is terminated.

Lease adjusted leverage (LTM)

An alternative performance measure (non-GAAP) Calculated by dividing lease-adjusted net debt as at the end of the relevant period by lease-adjusted underlying EBITDA (EBITDAaL) for the preceding 12 months (from the end of the relevant period).

Lease liability

Lease liability represents the present value of future lease payment obligations.

Lease-adjusted net debt

An alternative performance measure (non-GAAP). The Group defines lease-adjusted net debt as borrowings excluding lease liabilities less cash and cash equivalents, term deposits with banks, current investments, deposits from customers in payment service bank operations, deposits given against borrowings/non-derivative financial instruments, processing costs related to borrowings and fair value hedge adjustments.

Lease-adjusted underlying EBITDA (EBITDAaL)

An alternative performance measure (non-GAAP). Defined as operating profit before depreciation, amortisation and exceptional items, interest on lease liabilities and repayment of lease liabilities due during the relevant period.

Market debt

Market debt is defined as borrowings from banks or financial institutions and debt capital market issuances in the form of bonds.

Minutes of usage

Minutes of usage refer to the duration in minutes for which customers use the Group’s network for making and receiving voice calls. It includes all incoming and outgoing call minutes, including roaming calls.

Mobile money – financial services

This includes bank-to-wallet (B2W) and wallet-to-bank (W2B) transfers, lending, insurance, wealth management and savings products for mobile money customers.

Mobile money – others revenue

This relates to retention revenue received from mobile services.

Mobile money – payments and transfers

This includes P2P money transfers, airtime and bundle recharges, utility bills and merchant payments, cash collection, corporate bulk payments and international money transfers.

Mobile money – wallet services

This includes cash-in (deposits)/cash-out (withdrawals) services for mobile money customers.

Mobile services

Mobile services are our core telecom services, mainly voice and data services, but also including revenue from tower operation services provided by the Group and excluding mobile money services.

MyAirtel app customers

Total number of customers that have accessed MyAirtel app in last 30 days.

MyAirtel app total processed value (TPV)

Value of any financial transaction performed on Airtel Africa’s MyAirtel app.

Net debt

An alternative performance measure (non-GAAP). The Group defines net debt as borrowings, including lease liabilities less cash and cash equivalents, term deposits with banks, current investments, deposits from customers in payment service bank operations, deposits given against borrowings/non-derivative financial instruments, processing costs related to borrowings and fair value hedge adjustments.

Net debt to underlying EBITDA (LTM)

An alternative performance measure (non-GAAP) Calculated by dividing net debt as at the end of the relevant period by underlying EBITDA for the preceding 12 months (from the end of the relevant period). This is also referred to as the leverage ratio.

Net monetary gain relating to hyperinflationary accounting

Net monetary gain relating to hyperinflationary accounting is computed as difference resulting from the restatement of non-monetary net assets, equity and items in the statement of comprehensive income due to application of IAS 29 hyperinflationary accounting.

Network towers or ‘sites’

Physical network infrastructure comprising a base transmission system (BTS) which holds the radio transceivers (TRXs) that define a cell and coordinates the radio link protocols with the mobile device. It includes all ground-based, roof top and in-building solutions.

Operating company (OpCo)

Operating company (or ‘OpCo’) is a defined corporate business unit, providing telecoms services and mobile money services in the Group’s footprint.

Operating free cash flow

An alternative performance measure (non-GAAP). Calculated by subtracting capital expenditure from underlying EBITDA.

Operating profit

Operating profit is a GAAP measure of profitability. Calculated as revenue less operating expenditure (including depreciation and amortisation and operating exceptional items).

Other revenue

Other revenue includes revenues from messaging, value added services (VAS), enterprise, site sharing and handset sale revenue.

Reported currency

Our reported currency is US dollars. Accordingly, actual periodic exchange rates are used to translate the local currency financial statements of OpCos into US dollars. Under reported currency, the assets and liabilities are translated into US dollars at the exchange rates prevailing at the reporting date whereas the statements of profit and loss are translated into US dollars at monthly average exchange rates.

Smartphone

A smartphone is defined as a mobile phone with an interactive touch screen that allows users to access the internet and additional data applications, providing additional functionality to that of a basic feature phone which is used only for making voice calls and sending and receiving text messages.

Smartphone penetration

Calculated by dividing the number of smartphone devices in use by the total number of customers. For data and mobile money services smartphone penetration, it is computed by dividing the smartphone devices using these services to customers using these services.

Underlying EBITDA

An alternative performance measure (non-GAAP). Defined as operating profit before depreciation, amortisation and exceptional items.

Underlying EBITDA margin

An alternative performance measure (non-GAAP). Calculated by dividing underlying EBITDA for the relevant period by revenue for the relevant period.

Unstructured supplementary service data (USSD)

Unstructured supplementary service data (USSD), also known as ‘quick codes’ or ‘feature codes’, is a communications protocol for GSM mobile operators, similar to SMS messaging. It has a variety of uses, such as WAP browsing, prepaid callback services, mobile-money services, location-based content services, menu-based information services and for configuring phones on the network.

Voice minutes of usage per customer per month

Calculated by dividing the total number of voice minutes of usage on the Group’s network during the relevant period by the average number of customers and dividing the result by the number of months in the relevant period.

Weighted average number of shares

The weighted average number of shares is calculated by multiplying the number of outstanding shares by the portion of the reporting period those shares covered, doing this for each portion and then summing up the total.

2G

Second-generation mobile technology

3G

Third-generation mobile technology

4G

4G (fourth generation) is a high-speed mobile telecommunications standard that enables fast internet browsing, HD streaming and improved capacity over 3G

5G

5G is the fifth-generation global wireless standard for mobile networks, succeeding 4G LTE to provide significantly faster data speeds (up to 20x faster), ultra-low latency, increased reliability and massive network capacity

AOP

Annual operating plan

ARPU

Average revenue per user

B2B

Business-to-business

bn

Billion

bps

Basis points

CAGR

Compound annual growth rate

Capex

Capital expenditure

CBN

Central Bank of Nigeria

CPE

A customer-premises equipment or customer-provided equipment (CPE) is any terminal and associated equipment located at a subscriber’s premises

CSR

Corporate social responsibility

CVM

Customer value management (CVM) is a strategic business approach focused on analysing, measuring and maximising the value delivered to customers throughout their lifecycle to drive loyalty and profitability

DRC

Democratic Republic of the Congo

DSTV

DSTV (digital satellite television) is a major sub-Saharan African direct broadcast satellite service owned by MultiChoice Group

DTA

Deferred tax asset

EBIT

Earnings before interest and tax

EBITDA

Earnings before interest, tax, depreciation and amortisation

EBITDAaL

Earnings before interest, tax, depreciation and amortisation after lease payments

EPS

Earnings per share

FPPP

Financial position and prospects procedures

FTTH

FTTH (fibre-to-the-Home) is a high-speed internet technology that delivers data directly to individual homes, apartments or businesses using fibre-optic cables, completely replacing traditional copper infrastructure. It offers superior bandwidth, faster speeds and high reliability for data, voice and video services

FWA

fixed wireless access, a technology providing high-speed internet to homes or businesses via cellular networks (4G/5G) instead of cables

GAAP

Generally accepted accounting principles

GB

Gigabyte

GSM

GSM stands for global system for mobile communications, a standardised, second-generation (2G) digital technology developed in the 1980s for cellular networks

HBB

Home broadband

HoldCo

Holding company

IAS

International accounting standards

ICT

Information and communication technologies

ICT (Hub)

Information communication technology (Hub)

ID

Identification

IFRS

International financial reporting standards

IMF

International monetary fund

IPO

Initial public offering

KPIs

Key performance indicators

KYC

Know your customer

LTE

Long-term evolution (4G technology)

LTM

Last 12 months

m

Million

MB

Megabyte

MI

Minority interest (non-controlling interest)

NGO

Non-governmental organisation

NPS

Net promoter score (NPS) is a widely used customer experience metric that measures customer loyalty, satisfaction and the likelihood of recommending a company’s products or services. It’s calculated based on a single survey question “on a scale from 0 to 10, how likely are you to recommend our company?”

ODU

An outdoor unit (ODU) in home broadband is a ruggedised, weather-resistant device installed outside (e.g., roof or wall) to receive 4G/5G or satellite signals

OEM

original equipment manufacturer. It refers to a company that produces parts, components or products used by another company in their own final, branded products

OpCo

Operating company

OTT

‘over-the-top’ refers to technology (OTT services or platforms) that deliver streamed content via internet-connected devices

P2P

Person to person

PAYG

Pay-as-you-go

QoS

Quality of service

RAN

Radio access network

SIM

Subscriber identification module

Single RAN

Single radio access network

SLA

Service level agreement

SME

Small- and medium-size enterprise

SMS

Short messaging service

TB

Terabyte

Telecoms

Telecommunications

UNICEF

United Nations Children’s Fund, a UN agency created in 1946 to provide emergency food, healthcare, and humanitarian aid to children and mothers. Operating in over 190 countries, it protects children’s rights, focusing on health, nutrition, education, and protection from violence, particularly in developing nations

UoM

Unit of measure

USSD

Unstructured supplementary service data

VoLTE

Voice over long-term evolution (acronym VoLTE) is an LTE high-speed wireless communication standard for voice calls and SMS

VSAT

A very small aperture terminal (VSAT) is a two-way satellite ground station with a dish antenna typically smaller than three metres (usually 75 cm to 1.2 m) used for reliable data, voice and video communication. It connects remote sites to a central hub via geostationary satellites, making it ideal for rural areas, maritime and disaster recovery

Wi-fi

wireless fidelity, a system used for connecting computers and other electronic equipment to the internet without using wires

General shareholders’ information

Annual General Meeting

Date

9 July 2026

Day

Thursday

Time

11am BST

Venue

Airtel Africa, First Floor, 15 Davies Street, London, W1K 3DE

Shareholders as at 31 March 2026

Ex-dividend date for final dividend (NGX)

18 June 2026

Ex-dividend date for final dividend (LSE)

18 June 2026

Record date for final dividend (NGX settlement date)

19 June 2026

AGM

9 July 2026

Final dividend payment

24 July 2026

Number of ordinary shares held

Number of accounts

Number of shares

% of total issued shares

1-1,000

46

23,092 0.001

1,001-5,000

95 256,095 0.007

5,001-50,000

282 6,031,977 0.16

50,001-100,000

91 6,336,421 0.17

100,001-500,000

158 40,099,020 1.08

More than 500,000

173 3,602,134,423 98.58

Totals

845 3,654,881,028 100

Contact

Email

Address

For corporate governance and other secretarial matters

Simon O’Hara

Group company secretary

companysecretary@africa.airtel.com

Airtel Africa, First Floor, 15 Davies Street, London W1K 3DE, UK Tel: +44 (0)207 493 9315

For queries relating to financial statements and corporate communications

Alastair Jones

Head of investor relations

investor.relations@africa.airtel.com

Airtel Africa, First Floor, 15 Davies Street, London W1K 3DE, UK Tel: +44 (0)207 493 9315

Registrar and transfer agents

Computershare Investor Services PLC

webqueries@computershare.co.uk

The Pavilions, Bridgwater Road, Bristol BS99 6ZY, UK

Coronation Registrars Limited

customercare@coronationregistrars.com

9 Amodu Ojikutu Street, Victoria Island, Lagos, Nigeria Tel: +234 2012 272570

Auditor’s ESEF assurance statement

Digital-first reporting