| |
Our sustainability performance at a glance
Progress against targets
Economic and governance structures
|
| What we said we will do |
|
What we have achieved |
|
What we still need
to improve |
|
| Conduct an annual reputation
review that addresses our
expanding Group and
harnesses the value of local
initiatives and stakeholder
engagement processes. |
|
No progress achieved. New
operations to be engaged on
reputation management and
associated tools.
Suitable interventions and tools
for reputation management will
be confirmed in 2008. |
|
Embedding reputation
management across all
operations. |
|
| Expand the use of whistleblowing
in the Group. |
|
There has been limited
progress in rolling out to all
operations. Group business
risk management undertook
leading practice research
to confirm best strategy for
Group-wide implementation of
a whistle-blowing programme.
A Group forensic manager
has been appointed and will
drive implementation of the
programme across all operations. |
|
Confirm best tools for
receiving, recording
and reporting
whistle-blowing for all
21 operations. |
|
| MTN South Africa will focus
increasingly on enterprise development by fostering a culture of black business support, with specific emphasis on companies
owned by black women. |
|
MTN South Africa exceeded
its BEE target of R1,5 billion
expenditure in 2007 by
achieving R2,08 billion.
The available base of
entrepreneurial businesses
owned by black women has
not increased significantly.
Accordingly, MTN has been
unable to increase its support
of these businesses materially
during the year. |
|
Continue to pursue
increased expenditure
with companies owned
and managed by black
women. |
|
|
| What we said we will do |
|
What we have achieved |
|
What we still need
to improve |
|
| Cement the sustainability
management framework;
confirm performance
indicators and lines of
responsibility for operational
sustainability reporting and
management. Conduct
reviews of sustainability
framework compliance and
performance data gathering. |
|
Group business risk and
corporate affairs have
investigated international
leading practice on
sustainability management and
will table recommendations
to the executive and risk and
compliance committees in
2008. |
|
Ensure thorough
Group-wide
understanding of
the sustainability
policy, management
framework. Improve sustainability
reporting. |
|
| MTN Group will use electronic
sustainability data collection
tools to improve the quality
of data collected and achieve
greater and more tangible
assurance on sustainability
performance. |
|
Data collection tools have not
yet had the desired impact
due to the lack of progress in
identifying dedicated resources
to manage and report on
sustainability performance at
operational levels. |
|
Secure professional
secondments to
meet sustainability
performance
requirements. Customise data-gathering
tools to ensure
easy use by our French
and Arabic-speaking
operations. |
|
| Further embed the culture
of risk management across
operations and refine risk
reporting. |
|
Extensive progress has been
realised. Group business risk
has completed risk assessments
of all operating companies.
Business risk management
units, generating monthly and
quarterly reports, have been
established. |
|
Further refine and
cement the culture of
risk management and
reporting. |
|
Social performance
|
| What we said we will do |
|
What we have achieved |
|
What we still need
to improve |
|
| To support the company’s
customer-centric focus,
MTN South Africa will roll
out a diversity management
programme to inform its
customer-facing activities. |
|
The diversity management
training forms part of our more
targeted customer-service
approach. Improved training
has resulted in improvements
across the entire operation.
This was ratified by our ranking
in the Ask Africa Orange
Index Survey which named
MTN South Africa as the leading
customer-service provider in the
telecommunications industry. |
|
Continue with diversity
management initiatives
to ensure good
customer service. |
|
| Confirm academy’s roll out in
all other operations, including
newly acquired Africa and
Middle East operations. |
|
Informed by the widely
dispersed, highly fragmented
and decentralised training
across Group companies, in
2007. We commissioned a feasibility
study in 2007 to look into the
establishment of a corporate
learning centre. The outputs of
this will inform our way forward. |
|
Interpret study
results and, where
possible, implement
recommendations. |
|
| Extend government relations
framework to all operations
and generate quarterly status
reports. |
|
Operating companies
have been engaged on
the government relations
framework and how this can be
reconciled with their strategies. |
|
Assisting operations
with limited capacity
to implement the
framework. |
|
| In line with the Group’s
customer-centric focus,
continue improving call
centre response rates across
all operations. |
|
Call centre service interventions
have resulted in MTN South Africa
achieving a positive improvement
in its customer service levels
from about 36% (prepaid: 43%)
in December 2006 to over 82%
(prepaid: 73%) in December 2007. |
|
Ensure that customer
centricity remains
a focus across all
operations. |
|
| What we said we will do |
|
What we have achieved |
|
What we still need
to improve |
|
| A group corporate social
responsibility (CSR) policy will
be adopted in 2007. |
|
Undertook a comparative multinational
company research
to confirm best structure for
Group-wide CSR management
and content of the policy.
Policy in draft phase and
targeted for adoption and
implementation in 2008. |
|
Finalise policy and
secure adoption and
implementation in 2008. |
|
Further align CSR activities
and projects with the CSR
framework.
Support newly acquired
operations in establishing
CSR management functions
and preparing foundation
launches (where appropriate). |
|
CSR framework has been
implemented Group-wide
and informs the majority of
CSR projects. |
|
In 2007, nine operations
(42%) had established
MTN foundations, up
from four (19%) at end
2006.
Operations that
launched foundations
in 2007 are Yemen,
Uganda, Ghana, Guinea
Bissau and Congo-
Brazzaville. Benin
launched in February
2008. |
|
| Our staff turnover rate target
for 2007 is between 5% and
7%. |
|
Staff turnover exceeds the set
target, reaching 9,9%. |
|
Ensure that MTN retains
scarce skills despite
the industry-wide staff
turnover trends. |
|
Environmental performance
|
| What we said we will do |
|
What we have achieved |
|
What we still need
to improve |
|
| Expand the implementation
of Cura risk management
system across MTN South
Africa to track and manage
environmental risks and
incidents. |
|
Cura risk management system
expanded and used to track
safety and health incidents. System generates statistics and
graphs that detail percentage of
safety and health incidents. |
|
Increase Cura risk
management system to
track hours of disability
as a consequence of
injuries. |
|
Obtain approval to increase
environmental management
resource capacity Group-wide.
Improve co-ordination of this
requirement for the Group. Expand the implementation
of the Cura environmental risk
management system. |
|
Capacity restrictions have
limited any measurable
progress including the
extension of the Cura
environmental management
system. |
|
Ensure there is Group-level
capacity to
embed environmental
management and
support operations. |
|
| Work with business units
and other stakeholders to
develop a more intensive
programme to increase
customer awareness of
handset recycling and the use
of biodegradable cards. |
|
The MTN South Africa
environmental management
unit routinely sends emails and
reminders to staff and clients on
handset recycling. |
|
Extend and recruit
other MTN operations
to establish similar
recycling initiatives. |
|
Obtain approval to increase
environmental management
resource capacity. Improve co-ordination of this
requirement across the Group. |
|
Capacity restrictions have
limited any measurable
progress. |
|
Establish Group-level
capacity to
assist and advise
operating companies
in environmental
management. |
|
| EMF health and safety level
site agreement to be fully
implemented. |
|
Agreement is fully implemented
and managed in South Africa
and has resulted in a reduction
of queries received. |
|
Ensure the agreement
is implemented across
the Group. |
|
|
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