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57 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
We focus on ensuring sustainability
to empower people
and enrich communities
Sustainability
review
Contents
58 Focusing on sustainability
59 Our alignment to the SDGs
60 Data privacy and protection
62 Cybersecurity
63 Artificial intelligence and machine learning
65 Our people
69 The environment
70 Society
71 Investing in South Africa’s success
71 Naspers Labs
72 Naspers Foundry
73 Tax
58 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Focusing on sustainability In the About this report section on
page 5, we list the legislation and
frameworks that inform our reporting.
Operating responsibly
We are committed to operating responsibly
We recognise the importance of throughout the group. Our commitment starts at
At our core we strive to have a lasting positive impact on people’s the UN SDGs and the six capitals. the top with our board. We reinforce it through our
tried-and-tested strategy, our groupwide culture
lives around the world – empowering people and enriching their On pages 17 and 18, we articulate our
long-term value creation across the and the guiding principles and policies we share
communities long term. This has always been a fundamental part capitals, as well as our contribution to with our different businesses. We bring it to life
the SDGs. across a number of key areas.
of who we are and what we do and we continue to evolve and
Our framework Our key areas
strengthen the way we live up to our commitment to sustainability. Every year we review our sustainability
as part of our strategic planning. In the Data privacy and protection
past two years we have progressively We focus on ensuring data privacy and protection.
stepped up our planning in terms of See more on pages 60 and 61
Our commitment We take our responsibility seriously We recognise the importance of the sustainability and we are looking to
We are a responsible business and are fully committed to identifying six capitals and the United Nations’ continue with this in the years ahead. Cybersecurity
committed to creating sustainable and focusing on our goals under Sustainable Development Goals This builds on our long-term We are deeply committed to ensuring strong
value for all our stakeholders. our board-approved group (UN SDGs), which address global commitment as a group and also the cybersecurity.
sustainability plan. challenges and aim to achieve a different initiatives already under way See more on page 62
Our commitment to sustainability is set sustainable future for all.
out in our sustainable development The board oversees sustainability across our diverse range of Artificial intelligence and machine learning
policy on www.naspers.com. and the progress made against the As we continue to refine and evolve companies. We continue to build on our capacity to capitalise
Operating as a sustainable business sustainability plan. Our risk, and social, our sustainability strategy, we are Our ongoing journey on AI and ML.
presents both opportunities and risks. ethics and sustainability committees working to identify and focus on the To ensure we live up to our See more on pages 63 and 64
Critical global risks include those assist the board in this. SDGs where we can make the biggest sustainability commitment, we will
reported on in the annual World positive difference. Throughout this Our people
We measure and report on the continue to: We are dedicated to providing meaningful work
Economic Forum’s Global Risks Report. report we highlight examples of our
We recognise that our stakeholders sustainable value we create across the impact against these SDGs. • Align with the most appropriate and an opportunity to learn and grow to our people.
are taking a growing interest in six capitals set out in the International reporting frameworks to support how See more on pages 65 to 68
the long-term sustainability of Integrated Reporting Framework: we report.
our operations. financial, human, intellectual, The environment
• Engage with investors on We seek to minimise our impact on the environment
manufacturing, social and relationship, environmental, social and
and natural capital. and to play our part in addressing critical issues such
governance (ESG) matters. as climate change.
• Analyse the overlap between ESG See more on page 69
reporting requirements and other
reporting frameworks. Society
Stepping up our sustainability focus • Refine and evolve our sustainability We want to increase the positive impact we have on
approach through research, society so that people’s lives improve and communities
education and engagement. prosper in meaningful, sustainable ways.
Our
ongoing 2019 2020 Next • Report on progress to our risk, and See more on pages 70 to 72
journey steps social, ethics and sustainability
committees and board, and also in Governance
our integrated annual report. We underpin our sustainability across these key areas
In 2019, we began a programme In 2020, we identified key As we move forward we intend to articulate and
of gap analysis: sustainability themes for the group through good governance.
prioritise our group approach and strategy on
• We researched and analysed to focus on in the next three years topics that cut across the group and others that See more on pages 78 to 89
the most prominent environment, and what we need to do to develop are more business specific.
social and governance (ESG) detailed action plans. Identified The next step is to more clearly define our
requests received by the group, topics cover employee, customer, sustainability objectives, including formulating
as well as publicly available societal and environmental themes. business-specific strategy and actions. This will
sustainability information of other enable us to translate key themes into goals and
peer and non-peer companies. key performance indicators in the business plan,
• We conducted interviews with and to track, monitor and report on progress
key group stakeholders in the made over time.
various group functions. Our aim is to ensure our sustainability initiatives
• We engaged with the in-scope are incorporated into strategy, business plans
businesses in a number of ways, and day-to-day decisionmaking, and to develop
including face-to-face and online appropriate reporting.
workshops. We will focus on the material issues and SDGs on
which we can have the biggest positive impact.
59 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Our alignment to the SDGs Goal
Contribution at group level
Reference integrated
annual report
4: Quality education
By developing and investing in
online educational platforms, we
enhance access to education by
allowing the right skills to reach
Performance review:
• Food Delivery (iFood) – Helping
drivers learn and prosper
• Etail (eMAG) – Enhancing
learning and development;
As a global consumer internet group and technology investor, 5: Gender equality Sustainability review:
anyone in the world with an internet
connection, no matter the age,
and Encouraging educational
excellence
the group contributes to the UN SDGs on multiple levels and with Naspers strives to contribute to
global gender equality and
• Our people: Focusing on
gender diversity
gender, country, etc. We also allow
technical and technological skills
• Ventures – Focusing on
education
different intensities. Naspers contributes to the SDGs on a group inclusiveness through its
employment practices by creating
that are growing in importance in
today’s employment market to
• Media24: Investing for positive
social impact
level through its strategy, its groupwide policies and its inherent a diverse and inclusive work culture. reach larger audience. Sustainability review:
• Society – Naspers Labs:
investment activities. This results in a core focus on three main Pioneering transformative
learning
SDGs. Moreover, Naspers also contributes to the UN SDGs
through the strategies and the initiatives sustained by many 8: Decent work
and economic growth
Group overview:
• Our business model
12: Responsible
consumption and production
Performance review:
• Classifieds – Championing
of its businesses worldwide. By investing in innovative
businesses all around the
Performance review: We actively contribute to more
sustainable consumption practices
conscious consumption
• Food Delivery (iFood) –
• Introduction
world and actively promoting by promoting products’ circular Environmental initiatives
entrepreneurship, skills, journey and sustainable options • Etail (eMAG) – Managing waste
development, access to financial but also by initiating waste • Etail (Takealot) – Ongoing
services, Naspers is contributing to management and waste reduction environmental initiatives
provide decent work and economic strategies in our businesses. • Media24 – Environmental
growth worldwide. commitment
Sustainability review:
• The environment
13: Climate action Performance review:
9: Industry, innovation Group overview: We recognise the increasing • Classifieds – Championing
and infrastructure • Our business model climate risks and strive to minimise conscious consumption
Naspers supports businesses that Performance review: our impact on the environment and • Food Delivery (Swiggy)
develop financial and trade • Classifieds play our part in addressing climate – Green cloud kitchens
infrastructure worldwide. By • Payments and Fintech change. In order to understand our • Etail (eMAG) – Reducing
investing in payment businesses carbon footprint and how to better carbon emissions
• Food Delivery
and online marketplaces, reduce it, we currently measure our • Ventures (Dott, Quick Ride) –
Naspers contributes to the scope 1 and 2 emissions. Across Going green with Dott;
development of infrastructures the group we have various and Focusing on India
and innovation in development initiatives underway to minimise • Etail (Takealot) – Ongoing
of countries. our environmental impact. environmental initiatives
• Media24: Environmental
commitment
Sustainability review:
• The environment
Contribution at business level
17: Partnerships for goals Performance review:
In addition to our own initiatives, • Classifieds – Investing in
3: Good health and wellbeing Performance review: we support many organisations communities; and
Through our employee value • Food Delivery (iFood) – Making the most of sustainability
and partner at a local level to
proposition and employment Improving driver safety;
support the community around • Payments and Fintech – Acquiring
practices worldwide, we Promoting wellbeing; and
our businesses. Our partnerships Wibmo; and Contributing to
actively promote and encourage Helping drivers learn
focus on education, employment, communities
the wellbeing of our employees and prosper
safety and awareness, financial • Food Delivery – Training drivers
by implementing health insurance • Etail (eMAG): Promoting
inclusion, hunger, etc. in first aid; and Tackling hunger
coverage programs in our employee wellbeing
• Etail (Takealot) – Making it easy
businesses locally. Through Sustainability review: for people to donate
our various businesses, we also • Our people – Focusing on
contribute to improving health health, safety and wellbeing; Sustainability review:
and wellbeing of our delivery and Taking the lead (Swiggy • Artificial intelligence and machine
on welfare and training of learning – Looking ahead
partners and communities.
delivery partners) • Our people – Focusing on
gender diversity
• Society – Naspers Labs: Working
with group partners
60 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Data privacy Seven data-privacy principles
Each business is expected to respect
and implement seven core data-
Our seven data-privacy
principles:
“Consumer digital businesses
are all about providing
customers with something that
and protection
privacy principles. Widely recognised
internationally as fair information 1. Notice. We offer appropriate improves their lives, and doing
privacy principles, they are ethical notice about our data-privacy that in a trusted way. Our user
guidelines for the responsible use of practices. growth and retention are
data. Critically, they are both universal 2. Individual control. We honour predicated on this underlying
We are committed to ensuring data privacy and able to be applied to the different
businesses in the group – from
data subjects’ choices trust in good, responsible data
and protection. This is core to our business. established global players to start-ups
regarding their personal data. practices and that includes
in jurisdictions that may not yet have a 3. Respect for context. We data privacy.”
data-privacy law. recognise that data subjects’ Justin B Weiss
expectations about fair and Global head of data privacy
Our commitment Clear accountability This approach to data privacy aligns Data-privacy programme ethical use of their personal
We recognise that privacy is an The critical foundation is to give clear with our model of decentralised To help businesses put the principles data is informed by the context
important value and an essential accountability to individual businesses. governance and broader belief in into practice, we have a data-privacy in which their data was first
element of public trust. Each business is directly responsible encouraging great leaders and programme designed to scale to their collected.
for managing data privacy in its businesses to excel. We believe setting different needs and circumstances. Building trust
We strive to be a trusted company 4. L imited sharing. We limit We also focused on making sure
organisation. the right shared principles and giving This ensures that our core data-privacy unnecessary personal data
and we expect the same of all our businesses the direct responsibility to commitment and approach is followed users’ experiences are positive by
businesses. We expect each business This responsibility rests ultimately with sharing with third parties. honouring their expectations and
enact them is the best way to have a in ways that really work for our
to implement responsible data-privacy the CEOs of each business – they lead greater long-term positive impact. businesses. The programme has seven 5. Retention. We retain personal avoiding unwelcome surprises.
practices in a way that is adapted to in implementing the group’s policy and More broadly, we are fostering a key elements: ensuring executive data only for as long as we Looking after and using data
its own circumstances, which considers are directly accountable for the culture of data privacy and looking to buy-in; knowing your data; setting need it. responsibly to deliver on our promises
its business model, the cultures of the data-protection programmes and businesses to ensure privacy by policies; training employees; to users builds trust – the key currency
countries in which it operates, its privacy standards in their 6. Security. We ensure of our consumer internet business.
design, where privacy becomes part managing vendors and third parties; appropriate security.
compliance obligations, and its human organisations. of the fabric of day-to-day work rather legal compliance; and reporting.
and financial resources. 7. Governments. We engage Increasing regulation
than an add-on.
We are investigating the performance with governments responsibly. The proliferation of regulation around
For many years we have viewed data indicators that are most relevant for the world beyond the EU’s General
privacy as critical for the group, not our operations to report on to our Data Protection Regulation (GDPR)
only in terms of good governance and stakeholders. was another key area for us. Important
risk management, but also to do the Our progress this year strategic markets where we operate,
right thing and build trust with our key Supporting and monitoring Artificial intelligence and such as China, Russia, Central and
stakeholders. Accordingly, we have a The group’s data-privacy office machine learning Eastern Europe, North America, Latin
comprehensive data-privacy supports and monitors the Throughout the year we focused on America, India, Southeast Asia, Africa,
governance policy and a privacy businesses. Help ranges from making sure we are using AI and ML and the Middle East have advanced
programme designed to ensure the guidance on implementing the in a responsible way for consumers. It the cause of privacy and in many
vast amount of data across the data-privacy programme, a is one of the key issues in our business cases have introduced new legislation,
different businesses within the group is secondment programme that and we work closely with the AI group which brings additional focus on
protected and managed. develops and trains future privacy team to align AI and ML with data regulatory compliance.
leaders nominated by companies privacy and protection. This includes
Our approach within the group, and advice on any providing training and setting up In the US, letgo focused on making
A groupwide policy data-privacy implications of mergers guidelines for the AI teams and product and procedure changes to
Our policy on data-privacy governance and acquisitions. data-privacy leads across the group. comply with the California Consumer
sets out the responsibilities, principles The aim is to make sure we are Privacy Act (CCPA), which came into
and programmes for ensuring data Businesses provide regular privacy handling data in the right way across force in January 2020.
privacy across the group. and security reports to group the different businesses both in terms
executives as an integral part of of global policy and ethics, and local In Brazil, iFood and other companies
It is designed to define and document ongoing business reviews. The board’s regulatory requirements and customer inside the Movile group stepped up
how data privacy is managed in the risk committee reviews the data- expectations. See pages 63 and 64 and formalised their programmes to
group; to promote best practice; to privacy policy and its implementation for more information. ensure they are ready to comply with
accommodate the different business annually as part of its oversight and the LGPD, Brazil’s General Data
models, resources, culture and legal governance responsibilities.
requirements across the group; and to
support trust in our businesses’
products and services.
61 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Data privacy and protection continued Data privacy and security
by design Camila’s story
We have also been investing more
time and effort in reinforcing our iFood Data Protection Officer (DPO)
Protection Law, which comes into force Raising awareness and capabilities to address data-privacy Camila Nagano shares her story of
in the summer of 2020. understanding and security issues at the design stage championing data privacy and
Throughout the year, we significantly of new products and services and protection in iFood and Brazil.
In India, we expect comprehensive increased levels of awareness and changes to operations. Building data
data-protection legislation to come understanding around data security privacy and protection in as early as “Since college, I really liked the
into force soon. We have been and privacy. This included board-level possible is a key part of our subject – I did my thesis on the right
working hard to make sure our Indian engagement as well as developing commitment as a responsible to be forgotten. My first contact with
investments have a strong awareness and empowering data-privacy leaders consumer internet company and we real privacy in practice was when
of the requirements and how they can across the segment. will be increasing our focus on this in Justin came to iFood and he gave a
leverage the group privacy model the coming year. We are working class on privacy 101 and I was
and expertise. Our secondment programme has closely with the AI team on data amazed, I loved it. Justin proposed a
been a highly effective way to grow privacy and security by design and secondment and the legal general
South Africa’s data-protection law, the our groupwide network of data-privacy we aim to do more, at scale, in the counsel, Lucas, appointed me.
Protection of Personal Information leaders, and fortnightly calls are an coming year.
(PoPI) Act, is getting closer to coming invaluable opportunity for the network So, I went to Hong Kong on
into force and our South African to share knowledge and discuss We have been broadening the scale secondment in 2017 – it was a total
businesses, including Media24, issues. In addition, we have been of our capacity as a group and as a life-changing experience. Besides
Takealot, Naspers Labs and Naspers raising awareness among all collective of individual internet experts getting to know the culture of a
Foundry are building their compliance group employees. to do privacy assessments that completely different country in Asia
in preparation. anticipate customers’ expectations at and meeting people from around
an early stage of product the group, I learnt everything about
development. privacy – not only how to Here in Brazil, people don’t have the The thing I like the most is that it is
understand privacy and prepare same privacy culture as in Europe. It’s never-ending work. Because it’s not
To do this effectively, we aim to amplify myself for the International very new, so it is much more than a only about making sure we are
our central data-privacy expertise and Association of Privacy Professionals legal role – it’s an engagement role, a compliant with LGPD – it’s about the
best practice with a growing army of (IAPP) exam but also how to present policy role and a tech role. I spend culture, policy-making and being the
data-privacy champions in the at executive meetings. This was for much more of my time talking with best we can, to keep building users’
businesses themselves. We are me a turning point in what I really technology people than with lawyers, trust and bring much more value.
empowering people around the world wanted to do. and that’s very interesting for me. The There are always going to be new
to understand the privacy issues and best thing is that I can use all the products, new technology and new
focus on local consumer-centric I took and passed the IAPP exam in experience I have learnt from GDPR regulation to discuss and to learn
expectations and solutions in the most Europe. When I came back to Brazil, and the Brazilian law and combine all and new cases to think about. So,
effective ways. the Brazilian General Data the best practice. we can always keep improving
Protection Law (LGPD) was due to privacy inside the company and
To this end we are keen to pursue a be implemented the following year One thing that also really helps is across the country.
privacy engineering certification and it was interesting to be part of having biweekly calls with the group
programme which will allow people the preparations. Then the law was DPO network where we can all share I’ve been invited to a lot of events to
across the different businesses to approved and everything started for experiences and insights. speak in the name of iFood. I am
become qualified in privacy-by-design real. That’s when I stopped doing also part of a network of privacy
analysis. We are looking to cultivate technology contracts and other roles We got a lot of attention from outside, professionals in Brazil, trying to plant
this capability in the businesses across and I started to be dedicated because we are one of the few 100% the privacy seed around the country.
the group. It is an initiative in line with fulltime for privacy in iFood. I Brazilian technology companies
our broader groupwide decentralised became one of the first Data developing from scratch the means to For me the main opportunity in
approach which will help scale and Protection Officers (DPOs) in Brazil. be compliant with the privacy laws. Brazil is to be part of this
accelerate our privacy by design. We We are pioneering a made-in-Brazil educational moment, where we can
aim to empower the businesses with data-privacy solution. I’m really proud teach people what privacy means,
the skills and resources to forge ahead of it because we are building our why it’s important, how it’s a
in building privacy into their products privacy protection from zero. We want differential in iFood’s products and
and services at the earliest the best privacy standards for our how we are building that to ensure
opportunity. users, for our drivers and our we deliver data privacy and
employees. protection. The future is just starting.
It’s exciting!”
62 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Cybersecurity
As part of its advisory brief, the team Every six weeks the security leads from Looking ahead
coordinates a high level of active the different businesses get together on As the group grows, we will continue to
testing, including hiring teams of a call hosted by the central team lead. ensure that cybersecurity remains a key
ethical hackers as well as using the It is a great way for everyone to discuss focus across all our businesses. We are
responsible disclosure platform to hot topics and share updates on key looking to broaden and deepen our
From senior leadership to our central team to the wider stress test defences. events and risks. culture of cybersecurity and also to
community across our businesses – we are deeply committed The aim is to keep testing and This coming September the first of
extend our capabilities. On this front,
we will be exploring the creation of
to ensuring strong cybersecurity. strengthening the security and an annual series of cyber-retreats is cyber-internships, working with a local
resilience of the individual businesses planned where the security leads can university in the Netherlands to develop a
and group as a whole. align on strategy and focus on the joint six-month master’s programme. It is
year ahead. one of the ways we are investing in the
Leading from the top The team provides a range of other next wave of cybersecurity talent to
The board sets our groupwide advisory help and support, from For the wider cyber-community across ensure we keep growing and succeeding
cybersecurity policy. It has four key assessing the cybersecurity risks and the group, an online workspace has safely and securely.
parts: good governance, good strengths of a business as part of a proven to be a very popular and
protection, good detection, and good mergers and acquisition (M&A) project effective way for all the security
response. This forms the backbone of through to specific issues around a professionals to stay in touch, discuss Bringing everyone together
our robust approach. We cascade the particular platform upgrade or change. the latest security trends and risks, and
The emphasis is not just on providing also come together to coordinate “We travel a lot and we see
policy through the segments to the
businesses, giving the businesses security advice around the technology responses to incidents. all the security people from
ultimate responsibility for making sure but also in terms of helping the around the group. Our job is
they implement strong cybersecurity in businesses meet their challenges, make Cultivating our cybersecurity culture to cross-pollinate knowledge
line with their own operations and the most of their opportunities and In November 2019 we held our first and bring best practices to
challenges. For example, we expect achieve their ambitions. The ultimate Cyber Forward Conference, in the businesses. No matter
each business to have the right level of aim is to help our businesses grow and Amsterdam. Building on the success of
incident management and crisis succeed in a safe and secure way. this two-day event, the plan for 2020 is how much we share, we
management to ensure a good to hold three Cyber Labs, in Latin cannot share too much.”
response to any security incidents. Building a strong cyber-community America, Europe and India. This will Trajce Dimkov
We also cultivate a strong enable us to take the event around Group cyber coach
Central expertise cyber-community across the group. By the world and introduce more
Our central cybersecurity team provides connecting everyone they can quickly experimentation and interactions
expert help and support to the and easily exchange updates and around building the security and
segments and businesses. As part of know-how. It’s also a great way to build resilience of the businesses.
our internal audit and risk function, the The team undertakes about The reports for the risk committee give a shared sense of belonging to
team’s approach is to help the 70 advisory and assurance projects a comprehensive overview, including something bigger and playing an
development of a competent, agile a year to help ensure cybersecurity is the key risks, the biggest challenges important part in the success of the
community of cyber and risk implemented well around the world by and any major incidents. Formal audit group as a whole.
professionals. To this end, the team has the different businesses, in line with our reports are provided for the audit
three guiding principles: groupwide policy. committee. This regular reporting
enables senior leadership and key
1. Cyber is an enabler, not a blocker Major focus areas include business governance committees to stay in touch
2. Help manage risk, not spread resilience, the security of the platforms and on top of cybersecurity.
fear, uncertainty and doubt (FUD) at the heart of the businesses and, in Our services at a glance
3. Every employee is a cyber warrior turn, the security embedded in the In addition, every three months the
software development life cycle. team leader meets with the head of
internal audit and the group CFO to Risk-driven process reviews Data-driven deep dives Security testing Resilience exercises
Regular reporting discuss the most important — IT risk assessment — Cloud X-ray — Ethical hack — Crisis simulation
The team reports to the risk and audit cybersecurity issues and where to focus — Business resilience assessment — Data X-ray — Cloud ethical hack — War gaming
— SDLC assessment — Process X-ray — APT simulation
committees four times a year. On two in the months ahead. — Application security assessment
occasions, it presents an extended — IT general controls assessment
report on how well the businesses are Focused help and support
doing against the policy – where they The team’s audit work ranges from
are now, where they were six months regular informal discussions with
ago and where they are expected to security leaders across the group
Managed services
be in six months’ time. through to formal audits of businesses — Security posture evaluation
as and when required. — Crowd-sourced vulnerability programmes
63 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Artificial intelligence
and machine learning
We continue to build on our capacity to capitalise on artificial
intelligence (AI) and machine learning (ML) across the group.
Critical importance Implementing more models
We have reached the point at which Our central AI and ML Fuelled by the increase in capabilities,
AI and ML are powerful and mature team focuses on three the number and depth of ML models
enough to make a critical difference to going into production have almost
value creation. Increasingly, AI and ML key tasks: doubled in a year. We now have many
are part and parcel of how we grow 1. To accelerate – help all different targeted models touching
and succeed in improving people’s organisations in the portfolio every aspect of the platforms.
lives around the world. It is a activate the tools and
mission-critical enabler for us. opportunities necessary to get Leveraging learning
the value of ML realised as fast We are looking to take full advantage
From image-recognition to the ability to as possible. of our platform businesses across
interpret text, AI and ML technology has Classifieds, Payments and Fintech, and
advanced rapidly in recent years. As a 2. To scale – ensure we use ML Food Delivery. For example, by
data-rich business, we have the efficiently throughout the entire applying best practice from the centre
fundamental asset – the essential organisation, to serve and leveraging learning in one
ingredient – to really make the most of customers better and improve segment across all segments. This is
this technology’s strengths and our operational performance one of the key ways we ensure we
potential. and efficiency. make the most of the opportunities to Training leaders We are looking to go further with our
3. To embed AI and ML as build better recommendations engines, This year we continued and leadership training through the
Importantly, a natural positive cycle a super-utility across the enhance search and manage data accelerated our AI and ML training development of an additional
accelerates value creation – the more organisation – a horizontal more effectively – so we can ultimately for senior leaders from across the programme, AI In Depth. Planned for
quality data you can flow into ML, the layer of competence and provide ever-better services and different businesses. We offer all the coming financial year, this
better your algorithms will be. Better technology that everyone uses, experiences for our users. leaders in the group the opportunity programme will dig deeper into key
algorithms make better tools which much as we use electricity to attend AI For Growth, a three-day areas such as AI by design.
create better services that, in turn, today. This naturally leads to a Creating a network of collaboration residential programme focused-
attract and keep more customers, new and exciting era of AI and We are boosting collaboration across designed by Prosus. It focuses on Training engineers
creating yet more good data to flow ML by design. the group through shared technologies. building shared understanding, a Across the industry, demand for data
back into your ML. It is a quality and We leverage the ecosystem of ML common language and insights into scientists remains higher than supply.
quantity game – one where we have experts across the group to share how to apply and make the most of One of the ways we are tackling this is
a distinct advantage in our markets: Extending our capabilities knowledge, practices and ML models. AI and ML in their businesses. By by upskilling our own people,
strong local businesses generating Building on the foundation we This enables local teams to jump-start demystifying the subject, putting the particularly our engineers and others
volumes of valuable data for ML. So, for established in the last financial year, developments, accelerate learning and emphasis on practical use cases, and who have a good base knowledge.
example, when we train open-source we have significantly extended our bring models into production faster so by identifying the key elements of The training programme lasts about six
image-recognition tools on our capabilities in AI and ML across the that different businesses can develop successful AI strategies, the months and participants can gain a
proprietary data sets for classifieds, we group. The teams have grown as has new ML models, for example, for programme gives leaders the tools to recognised qualification in ML. So far,
obtain much more accurate models the capacity to execute across our three recommendation or dynamic pricing, make decisions on AI and ML for more than 80 people from across the
than otherwise possible. These models, core segments: Classifieds, Payments quicker and more efficiently. positive business impact. The group have gained this qualification.
in turn, serve to deliver a more and Fintech, and Food Delivery. programme runs approximately every
personalised buyer experience and eight weeks. To date, more than
a more streamlined seller experience. 100 leaders from across the group
have been trained on the programme.
It has helped activate a number of AI
and ML initiatives in businesses around
the world.
64 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Artificial intelligence and machine learning continued Looking ahead
We have started to support a
“As well as sharing
technologies, we are also
programme of education called Data
Science For Social Good. It began last
making sure people have
year and we plan to continue and access to all the AI and ML
increase our involvement, for example skills, knowledge and
by some of our people mentoring on competence from across the
the programme. This is part of our group. This network of
wider commitment to support the collaboration enables people
responsible use of AI for good.
in the different businesses to
We continue to focus on increasing the advance with a jump, rather
scale and speed of our AI and ML than a small step – to go
implementation through the adoption of further, faster. We want to
specific platforms that streamline ML at remove any bottlenecks from
scale. The aim is to embed ML the idea to the moment when
throughout our operations and
businesses and to compress the time it we can create value. So we
takes for a good idea to get into the can really increase the speed
hands of the customer where it actually and positive impact of AI and
makes a difference and adds value. ML on our business.”
Aligned to this, we will still further our Euro Beinat
Global head for data science and
focus on AI by design, or the practice of artificial intelligence
designing new products and services
so that they can automatically learn
from data and user interactions. Our
goal is that AI by design becomes a
mindset and a capability shared across
the organisation.
We are bringing all this together into
an exciting initiative that we are taking
forward into next year. A team drawn
from the AI and ML experts at Prosus,
Training product managers So far, more than 4 000 people around In Payments and Fintech, AI and ML are together with product and domain
As our AI and ML teams develop the world have undertaken this training. supporting advances in fraud detection. experts from the segment, is focusing
more and more models, our product It is a critical part of our ongoing aim We are also offering ground-breaking on developing in a short period of time
managers need to be able to take to embed AI and ML throughout the new credit services to underbanked innovative product concepts that can
these models, put them into production, group so that it becomes key to our people in India, based on ML be tested, with the best ones being
manage, maintain and upgrade them. thinking, our everyday work, our algorithms for credit risk management. taken further. We are focusing here on
We have introduced Machine Learning innovative, entrepreneurial, always- making big advances, rather than
for Product Managers, a training learning and advancing culture. In Food Delivery, we are using AI and incremental innovation. It reflects how
programme designed to ensure ML to manage the mass of data and we are intensifying commitment to
product managers have the tools and Building across the segments many different elements that go into scale and speed up how we turn AI
knowledge to make the most of the In Classifieds, we continue to apply AI delivering the right food to the right and ML to the advantage of our
many models we develop. and ML to make every step of the value place as quickly as possible and companies, our customers, and all our
chain better, faster, and cheaper – from critically, on time. iFood for example is stakeholders.
Training everyone onboarding customers to listing, using ML to predict how long it takes to
Last but not least, we have also verifying, selling, searching for and prepare a specific dish at a particular For more information on how AI and
introduced AI For Everyone. As the buying items. It plays a key part in time, so that the driver arrives just in ML are being applied across the
name suggests, this introductory improving the experience for both time to collect the food for delivery. group in various businesses, see the
training programme aims to give buyers and sellers – making it quicker, iFood also leverages ML to optimise performance review on pages 28 to 49.
everyone across the group a solid easier, safer, more effective and in turn delivery, for instance by batching orders.
grounding in AI and ML. increasing trading activity and customer These applications of ML orders drive
retention. down the total cost of operation as
well as increasing customer
satisfaction and retention.
65 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Our people We employ smart people –
we find them all around the
world. We offer them
interesting, relevant and
Making a wide range of learning
accessible for everyone
MyAcademy, our group online learning
hub, connects our people, wherever
HEADCOUNT BY REGION (%)
they are located, to learning materials.
Our people are at the heart of our business – they make all meaningful work to do. We We have curated the very best
the difference to our success. We are dedicated to helping our reward and recognise them learning experiences from providers
for that work in a fair and around the world, including our own
people be the best they can be by creating a diverse, inclusive market-competitive way. And education partners (Udemy,
Codecademy and Brainly) as well as
learning organisation. we want them to be part of other leading global providers such as
an engaging and positive Big Think, Harvard Business School,
culture in which the leadership Ready, Vado and Rosetta Stone, and
• recognises excellent work with fair Investing in learning
standards, our ethics, and our own, home-grown content.
Attracting, developing and
rewarding our great people and competitive rewards and and development our commitment to doing
the right thing is evidenced Growing rapidly
We face the challenge of the global enables us to compete for talent with With the pace of change happening in MyAcademy has 30 000 users who Europe, Middle East and Africa 65
shortage of digital talent every day – global and regional/local consumer our industry, we need to continuously all around, and in which have spent more than 240 000 hours LatAm 18
digital talent is scarce in all our internet players invest in learning resources so our people know they are valued learning online over the past year. Asia Pacific 14
markets. The best people have real • offers meaningful jobs with a sense people can acquire the new skills as the enablers of our We have seen that number grow America 3
choices about how and where they of purpose, in a company committed needed to build strong and scalable
to deploying technology to address technology products and services. Our
business success. rapidly over the past three years,
work, and who they work for – and our to an average of 12 000 monthly
employee value proposition therefore big societal needs and to enriching approach is to prepare our people for active users. HEADCOUNT BY SEGMENT FOR
remains critical in enabling the the communities in which we upcoming job challenges by giving them EMPLOYEES (%)
continued growth and success of operate, and access to the best learning resources. PERMANENT EMPLOYEES MyAcademy allows us to reach out
25 527
our business. • puts positive, engaging and inclusive quickly to our people all over the
culture and leadership at the heart of world in order to expose them to key
To this end, we focus on creating everything we do, in an environment topics and trends. This year
an experience which: where many different types of people MyAcademy has been a critical
• delivers career-enhancing feel happy and are able to do their people employed by the group, element in our ML and AI
professional development, and best work. compared to 20 196 in 2019 transformation plan. We used
ongoing opportunities to network, MyAcademy to train thousands of our
learn and collaborate internally non-engineering people in ML and AI,
and externally through our AI For Everyone course.
Etail 27
Our employee value proposition Classifieds 33
Media 13
To compete for and win Ventures 0*
the very best global talent, nal Me
an Payments and Fintech 11
sio nt
we need a compelling fes pme i
job ng Food Delivery 10
o lo
value proposition for our e
ful
de r
P
Group functions 6
v
people. Our people seek
meaningful jobs with line * Denotes figures of less than 1%.
of sight to business Our employee
outcomes and the value proposition
pay
opportunity to learn and is central to FEMALE VERSUS MALE EMPLOYEE
Culture ship
pon nd
HEADCOUNT (%)
leader
grow professionally, in a our success
sible
res Fair a
purpose-driven environment
and
that they enjoy; where they Female 43
are recognised for a job Male 57
well done and are paid
fairly in line with personal Employee
and company performance. recognition
66 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Our people continued Our live education programmes focus
on leadership, management, business
• We perform. We push for
performance in everything we do,
development, ML and AI. These and we link achievements and
sessions bring people together from rewards. We agree on clear and
across the group, giving them the ambitious goals, have continuous
MYACADEMY opportunity to learn from each other, conversations about achieving even
240 000
share best practices and interact more and reward our people for
with the best trainers and facilitators what they deliver and how they
in their field. deliver it. We encourage innovation
from all our people.
hours of learning over the past year, We will continue to introduce our
compared to 180 000 hours in 2019 leaders to the latest innovations so To attract and retain the skills on
30 000
they can translate them into practical which our sustainability depends, and
business initiatives. For example, our to reward superior performance, we
AI For Growth programme equips offer share options/share
business leaders with the skills and appreciation rights and/or restricted
unique active users per month knowledge they need to build share units to our eligible employees
12 000
AI-centric businesses. through long-term incentive plans.
• We matter. We matter to the
Cultivating a strong communities we serve and, wherever
groupwide culture we operate, we hold ourselves to
We are a diverse group of global high standards. Our code of business
monthly active users companies, but some things are ethics and conduct defines our This is influenced by factors such as We continue to measure employee Reflecting the diversity
consistent for our people regardless of commitment to conducting business what the business is aiming to achieve, engagement across the group and of our consumers
where in the world we operate: fairly, ethically and with integrity. This the maturity level of the business, the ask our people for feedback on their People who understand the local
code and related policies are opportunities and challenges it is experience of working at our various markets we operate in are a key
• We empower. We back local teams
communicated to all employees and tackling, its competitive landscape, group companies. Engagement survey strength and asset for us in building
We also provided ML and AI training and learn from each other. We
are available on www.naspers.com. and the demographic nuances of the participation rates and engagement products that consumers love. Like
for senior leaders, gave our engineers encourage diversity in our teams and
region or countries where it operates. scores are in line with external many other consumer internet
the opportunity to upskill through in our thinking. Our people are
We deliver positive impact benchmarks and we continue to focus companies, we pay specific attention
access to nanodegrees in ML, AI, and empowered to be responsible and We base our people-development
Many of our companies invest in on positive employee engagement to gender diversity to address the
data science, and introduced ML make decisions because we trust focus on three key areas:
corporate social responsibility across the group. under-representation of women in the
programmes for product managers. them to do an outstanding job. We
programmes and we encourage our technology sector.
See pages 63 and 64 for more believe in them and we want them to • Reinforcing the leadership pipeline Building a diverse and inclusive
information on AI and ML. share their talent and expertise people to support these by investing
their time. Wherever we operate we and accelerating the growth of top workplace We think about diversity and inclusion
across the group. Each year we talent. Building a diverse and inclusive
employ local people and we create broadly and respect the dignity and
Training on machine learning, organise internal networking and • Driving a performance culture. workplace is a key element of our human rights of individuals and
artificial intelligence and learning events to bring together supportive, flexible and pleasant
environments to help them perform at • Supporting the ongoing development future business growth and success. communities wherever we operate in
much more teams and communities of expertise, and growth of our businesses by Throughout the year, we placed a big the world. Building an inclusive
Technology is in high demand and often from across the group, to share their best while developing their skills.
We focus on the ongoing development equipping our people with core focus on diversity and inclusion (D&I) workplace where everyone feels
is a significant proportion of the total ideas and learn from internal and consumer internet and digital media and we give an example in the
of our managers, as creating an welcome and can thrive regardless of
hours consumed online, but we also external experts. skills such as new programming performance review on pages 28 to
environment where our people feel their gender, gender identity, gender
use MyAcademy to accelerate and languages, cybersecurity, machine 49 of specific initiatives undertaken by expression, transgender status, sexual
strengthen our workforce capabilities cared for, heard and supported in
their ambitions, is ultimately in their learning/data science, commercial/ one of the segments. orientation, class, race, religion, creed,
on other topics critical to our “Our talent is a competitive hands. Together we are all responsible sales and business skills (eg finance). colour, marital or family status, age,
future growth, from leadership advantage – it defines the for the positive impact we have on Given the scarcity of talent in the nationality, political association, or
and management skills to experience we give to our We encourage positive consumer internet industry and our disability is critical for us. All our
personal development and our stakeholders.
customers, the value we engagement focus on emerging markets, we face people are on this journey with us and
cross-cultural training. We believe happy and engaged the ongoing challenge of attracting we have provided access to education
deliver to our shareholders, We learn
employees create satisfying customer
Developing our talent is a critical and retaining talented and qualified and content, so that they understand
the success of our business. experiences and in a competitive candidates. We are proactively the important role they play and the
enabler of present and future success
We aim to attract, motivate as well as playing a role in the global talent market, it is important addressing that challenge with talent positive impact they can have.
and retain the best people motivation and retention of our people. that we provide our people with a sourcing and acquisition strategies
to enhance this advantage Most of our businesses around the compelling place to work. Our designed to attract a diverse range of
businesses actively encourage people who in turn represent the full
and create sustainable world have a learning and
participation, address issues raised
shareholder value.” development agenda focused on their diversity of our customer base.
own specific needs. and share best practices.
Aileen O’Toole
Chief people officer67 Naspers integrated annual report 2020 Group overview Performance review Sustainability review Governance Financial statements Further information
Our people continued we care about gender diversity and we
act on it). Monitoring the results enables
Focusing on South Africa
We aim to make a positive and
us to understand if we are making the enduring contribution to the social and
positive impact we want, and the economic development of South
Focusing on gender diversity results this year show great progress. Africa, and recognise the role we can
While our commitment to create an We are further reinforcing the building play by leveraging our resources and
inclusive workplace attractive to many of an inclusive workplace by including the goodwill of our employees.
kinds of people is broad, we face the the topic in our leadership development Naspers has maintained a level 4
same specific challenge as our programmes. We are committed to BBBEE status and remains committed
consumer internet competitors in creating working environments that are to managing our transformation efforts
attracting and retaining female talent, free from harassment of any kind and in South Africa.
especially into product and technology have provided training and education
to all our employees on our zero- Helping learners with disabilities
roles. Our efforts to address diversity to increase their skills
in general and gender diversity tolerance approach to harassment, as
well as guidance about how to raise We want everyone to learn and
specifically, span the whole employee develop their skills as much as
life cycle. Our drive for diversity is led any concerns.
possible. This year, for example,
and championed by our chief we had 36 learners with disabilities
executive, Bob van Dijk, who is a Championing diversity beyond
our business graduating in formal learnership
member of the Male Champions of programmes – of the 36 learners,
Change global technology group This year, we have also hosted
external events focused on diversity 32 learners have successfully
https://malechampionsofchange.com/ completed the learnership and
globaltech/. and inclusion in selected countries
where we operate. In India, we hosted obtained their National Diploma
100 senior female leaders from in Customer Management.
Involving our employees
We are assessing our progress in consumer internet companies in a
series of events offering opportunities The majority of these learners are
building an inclusive workplace by now studying for the next qualification:
asking all our employees for their to network, join focus groups and Focusing on health, safety Ensuring a safe working Promoting wellbeing
share good practice. a National Diploma in Generic and wellbeing environment We promote and encourage
feedback as part of our annual Management Learnership. All in all
engagement survey (at my company The health, safety and wellness of our We regularly perform health and wellbeing, and our local businesses
we have 36 learners studying for people is critical, given that our growth safety risk assessments to ensure that offer varying benefits and
this qualification, over a period of depends on their skills. Employee all our offices are safe working programmes, including health
12 months. They are due to graduate wellness is key to organisational environments for all employees. In insurance and employee assistance
in April 2021. The total cost for this sustainability. Accordingly, we care larger locations we have trained programmes. Some of our larger
intake, including programme costs for our employees through various safety officers who know what actions offices also offer onsite employee
and stipends, is R7m. initiatives, recognising that a healthy to take to ensure employee safety and services, for example fitness facilities.
and resilient workforce is essential wellbeing in an emergency. This year, we launched an employee
to support the changes our business assistance programme (EAP) in
Naspers: Broad-based black economic empowerment (BBBEE) generic scorecard(1) is navigating. Focusing on safety for 36 countries, allowing our people to
business travellers access confidential counselling and
Bonus Bonus Managing risks We are committed to ensuring the advice in their own language.
Target points points Actual score Health and safety risks are assessed safety of employees who travel for
Element score available achieved achieved 2020 as part of our risk management business purposes. All employees who Enabling flexible working
framework. Our group goal is to travel are registered with International As well as ensuring our offices are
Equity ownership 25 20
ensure the health and safety of our SOS, which provides real-time news modern, pleasant and safe working
Management control 9 2.61 employees. Businesses are required and updates on global and local environments, we also enable flexible
to report on any health and travel risks and issues, and guidance working arrangements to help our
Employment equity 10 4.26
safety-related incidents. Any reported on health and safety matters when people find good work-life balance
Skills development 20 5 0.32 13.78 (includes the 0.32 bonus points) matter gets reviewed by the group’s travelling. All our employees are wherever possible.
governance committee that meets covered by business travel insurance.
Preferential procurement 27 2 2 17.75 (includes the 2 bonus points)
quarterly. In 2020, no reports of serious We actively support our employees to
Enterprise and supplier development 15 2 2 17 (includes the 2 bonus points) injuries sustained by employees while We actively monitor travel risks and work remotely. This includes providing
on duty were reported. issues on an ongoing basis and take online collaboration tools and
Socio-economic development 5 5
precautionary measures where video-conferencing facilities to
Total score 111 9 4.32 80.40 (includes the total 4.32 bonus points) needed. Due to the Covid-19 encourage and increase employee
pandemic, we suspended business community and collaboration, and
Performance (%) 72.43%
travel throughout the group at an promote improved wellness through
BBBEE-rating Level 4 early stage. better work-life balance.
Priority elements achieved Yes
(1)
BBBEE is a form of economic empowerment
legislated in South Africa.You can also read
