Creating and managing stakeholder value is one of MTN's strategic objectives, essential to the Group's sustainability.
By stakeholders we mean all those people with whom we engage, employ, do business, rely on for licences, funding and
finance and impact in so many different ways. To manage our risks, it is imperative that we consider and understand the
expectations as well as the concerns of our many stakeholders. To identify these, we need to engage with them regularly
and work continually at improving our communication.
Based on our interactions in the past year, this table shows the main stakeholder groups and our understanding of their
interests, gathered during our exchanges with them. It also shows the ways we engage, what we have achieved so far, and
where we need to work harder to understand their needs and concerns.
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Stakeholder category |
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Stakeholder group |
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Interest |
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Engagement types |
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Achievements |
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Challenges |
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Opportunities |
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Shareholders and investment analysts |
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| • |
Sustainable shareholder value through
consistent operational and financial
performance |
| • |
MTN's strategy, governance practices,
especially transparency, human rights, anticorruption
measures, etc |
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| • |
Annual integrated eport and sustainability report |
| • |
SENS announcements, news releases |
| • |
AGM |
| • |
Financial results presentations, regular investor days and analyst conference calls |
| • |
Chairman and lead independent director
meetings with large shareholders |
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| • |
100% adoption of AGM resolutions |
| • |
Constructive feedback on the integrated
report and other engagement mechanisms |
| • |
Adopted a new MTN vision and refined our
strategy |
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Competition |
| • |
Turkcell lawsuit |
| • |
Geo-political concerns in some markets,
including Iran, Syria and Sudan |
| • |
Cyber-security, social media and impact on
freedom of expression |
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| • |
Delivering on our strategic objectives |
| • |
Roll out of new MTN vision and strategy |
| • |
Review of code of ethics to improve
governance and ethical practices |
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Consumer and business market |
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| • |
Provision of leading network experience
(voice and data) and customer service |
| • |
Contribution to socio-economic objectives
through, inter alia, CSI initiatives |
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In store face-to-face engagements |
| • |
News releases and newsletters |
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Surveys and focus groups |
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Social media platforms |
| • |
CSI initiatives and advertising |
| • |
Corporate functions |
| • |
Call centres |
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Increasing usage of MTN products and
services |
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Market share gains |
| • |
Growing brand affinity |
| • |
Millward Brown's 2012 BrandZ Top 100 Most
Valuable Global Brands ranking |
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Network and service quality |
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Pricing |
| • |
Security of network infrastructure |
| • |
Ensuring a distinct MTN customer
experience |
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New MTN vision and strategy |
| • |
Customer experience initiative |
| • |
New value propositions |
| • |
Digital experience focus |
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Employees |
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| • |
Competitive pay and compensation benefits |
| • |
Development opportunities |
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Profitable business |
| • |
Investment in our communities |
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Recruitment |
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Satisfaction surveys |
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Performance management |
| • |
Face-to-face strategy engagement with
leadership, such as quarterly Group status
updates |
| • |
MTN Academy (training and development) |
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| • |
Roll out of The MTN Deal employee value
proposition |
| • |
Employer of Choice brand in many of our
markets |
| • |
MTN Connect - employee social media
platform |
| • |
Achieved 71% employee communication
satisfaction |
| • |
Effective management of the leadership
pipeline |
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Competition for skills |
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Employee safety in some volatile markets |
| • |
Best practice sharing and standardisation |
| • |
Inconsistent organisational culture |
| • |
Employee litigation |
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| • |
Roll out new culture operating system |
| • |
Skills for a bold new Digital World |
| • |
Employee operational efficiency initiative |
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Governmental authorities and regulators |
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| • |
Compliance with licence conditions |
| • |
Market oversight |
| • |
New regulations |
| • |
Agencies, departments and government
officials responsible for creating, interpreting,
implementing and enforcing government
policies and directives |
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| • |
Official meetings with heads of state,
relevant ministers and other government
departments to understand and engage on
policy direction |
| • |
Interface with regulators and ambassadors to
understand our business plan and challenges |
| • |
Engagement with law enforcement agencies
to protect MTN infrastructure |
| • |
Stakeholder presentations to share market
insights |
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Engagement with pressure groups to
understand their concerns |
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Limited negative legislative action in
majority of our markets |
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Improved appreciation of our business
challenges |
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Addressing quality of service issues with
regulators |
| • |
Growing MTN influence on key industry
issues |
| • |
Positive MTN brand perceptions across
various stakeholder groups |
| • |
MTN a "go to" company for doing business
in Africa |
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| • |
Aligning expectations with MTN policies |
| • |
Tendency to politicise strictly legal and
business issues |
| • |
Licence suspensions and moratoriums on
SIM card sales |
| • |
Network infrastructure destruction in some
markets |
| • |
Spectrum allocation |
| • |
Sanctions against Iran and Syria, and to
some extent Sudan |
| • |
Political unrest in Syria and regional conflict
in Darfur and South Sudan |
| • |
Turkcell lawsuit |
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| • |
Proactive engagement on LTE roll-out |
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Increased strategically informed
engagement with decision makers |
| • |
Engage security agencies on infrastructure
protection |
| • |
Minimise litigation by working with
regulators on quality of service challenges |
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Organised ICT groupings |
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ITU, GSMA, SAMENA, Com series (e.g.
Africacom conference) and local sector
groups to seek consensus on industry issues,
standards and practices, as well as drive a
common agenda on regulation through
lobbying and dialogue |
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Participate at various GSMA conferences to
explore new product areas such as
m-services |
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GSMA board membership |
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Speaker opportunities at industry events |
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Leveraging MTN's GSMA board membership
to share emerging market mobile insights |
| • |
Profiled MTN's market leadership and
competitive position at various conferences |
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Committed to key global protocols, inter
alia, Telecoms Sector Supplement and
OECD guidelines on doing business
responsibly |
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Compliance with a growing number of
protocols |
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Prioritising affiliation to numerous industry
bodies |
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Optimising membership to these
associations to achieve MTN's business
objectives |
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Media |
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Keep MTN stakeholders informed of Group developments |
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Press conferences, interviews with
MTN executives/spokespeople |
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MTN Media Day face-to-face engagement
and information sharing sessions |
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MTN media site visits |
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Balanced media coverage |
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Improved relationship with the media |
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Insufficient understanding of MTN's
challenges in some of our markets |
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Improving media's understanding of the
MTN business, products and services |
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Suppliers and business partners |
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| • |
Helping MTN do business |
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Formal and transparent sourcing process is
in place to choose partners with relevant and
value added solutions for our business |
| • |
Strategic senior relationships to better jointly
deliver services that meet our customers'
needs |
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Achieved savings across all operating units |
| • |
Established an integrated procurement and
pricing approach for the Group in common
spend categories |
| • |
Applying economies of scale in many areas
of the business |
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Purchasing strategies not based on an
understanding of supply and demand
dynamics power for all categories of spend |
| • |
Vendor relationships to be based on MTN
values, innovation and service culture |
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Ability to learn and leverage best practices
across the global telecommunications base |
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Trade unions |
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| • |
Drive fair labour relations practices |
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| • |
Engage labour with adherence to local
labour legislation and MTN operating
company policies |
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| • |
Constructive relationship with trade unions |
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Different labour jurisdictions require
different approaches across MTN markets |
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Local communities |
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| • |
Expect business to contribute to social upliftment |
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Staff volunteering
(21 Days of Y’ello Care) |
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Activities of MTN Foundations |
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Running a number of initiatives in
education, health and business |
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| • |
Growing needs of communities |
| • |
Streamlining the focus of MTN Foundations
to ensure a meaningful impact |
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| • |
Roll out education strategy to more
MTN markets |
| • |
Generate more media and stakeholder
exposure to MTN's CSI initiatives |
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