Our stakeholders and their expectations

Creating and managing stakeholder value is one of MTN’s strategic themes, essential to the Group’s sustainability. MTN has developed a stakeholder framework that provides a practical engagement plan to help us understand and address our stakeholder requirements. Based on engagements in the past year, this table provides a brief overview of the main stakeholder groups, our understanding of their interests and concerns and our approach to addressing these. For more detail on the way we engage, what we have achieved so far and the value we have created, see .

	Stakeholder		Requirements		Issues and concerns		Management approach
	Investment community		• Sustainable shareholder returns • Consistent disclosure of operational and financial performance • Clarity on MTN’s strategy • Sound governance practices		• Governance and ethics • Capital allocation and shareholder returns • Medium- to long-term growth strategy • Improved performance in South Africa • Regulations (termination rates, spectrum) • Repatriation of cash from operations • Sanctions		• Improve investor knowledge of the Group • Maintain sustainable shareholder returns • Support access to the board and management • Ensure transparent reporting
	Customers		• Provision of relevant voice, data and ICT services • Contribution to socio-economic environment • Good customer service • Value for money		• Network capacity and quality • Service quality • Affordability • Competitive offerings • Innovative and relevant digital solutions		• Continuous improvement in service delivery which includes simplification of processes and training • Increase self-service options, which improve ease of accessibility • Enhanced CRM systems • Focus on digital and ICT services • Market segmentation • Relevant and competitive offerings
	Our people and trade unions		• Competitive pay and compensation benefits • Development opportunities • Working for a market leader • Investment in communities • Fair labour practices		• Aligning skills to the evolving business model • Remuneration • Skills shortages • Best practice sharing and standardisation • A consistent organisational culture • Employee safety in volatile markets • Group reputation • Retrenchment and cost optimisation • Complexity of different labour jurisdictions across MTN’s markets • Engaging organised labour on change and transformation		• Training, skills development and talent management • Investment in graduate programmes • Ongoing alignment of skills to operational structures • Internal communication forums • Regular engagement to understand issues and concerns and explain MTN’s approach to achieving a sustainable market place • Managing expectations through regular internal updates on key projects • Constructive relationships with trade unions
	Governments and regulators		• Compliance with licence conditions • Managing market dynamics • Engaging with agencies, departments and government officials responsible for creating and enforcing government policy and directives • Universal service obligations • Good corporate citizenship		• Cost to communicate • Frequency availability • Spectrum allocation • Rural population coverage • Market dominance • National priorities • Local ownership • Quality of service • Infrastructure sharing • Environment and communities		• Aligning expectations to MTN’s sustainable business model • Increased engagement with decision makers • Minimise litigation • Improved internal regular coordination across the Group • Infrastructure sharing
	Industry bodies		• Seek consensus and input on industry issues, standards and practices • Best practice sharing • Drive a common agenda through dialogue		• Ensuring the appropriate level of representation and active participation • Compliance with a growing number of protocols • Prioritising affiliation to numerous industry bodies		• Aligning the scope of membership to our evolving business model • Structured approach, through analysis and mapping to MTN’s needs • Senior management plays a central role
	Media		• Keeping stakeholders informed of MTN’s strategy, performance and developments • Transparency		• Lack of wide media understanding of MTN and ICT industry • Access to management and strategic information • Coordination between Group and operations		• Improving media’s understanding of MTN’s business and operating environment through workshops, site visits and management engagement • Increased engagement with MTN’s leaders
	Suppliers and business partners		• Helping to facilitate MTN’s ability to do business • Transparent procurement process and procedures • Participating in evolving ICT offerings		• Complex supply and demand requirements across MTN’s business • Payment terms • Deadlines • Appropriate revenue share		• Centralisation of procurement • Leveraging best practice across the Group • Ensuring strategic and constructive relationships • Partnership approach • Aligning supplier relationships to MTN’s values and service culture
	Local communities		• Sustainable market place • Social upliftment • Closing the digital divide		• Growing needs of communities • Good corporate citizenship • Giving back • Employment		• Focus on CSI • Roll out education initiatives to more MTN markets • Focus on relationships with NGOs and service providers • Generate more media and stakeholder exposure to MTN’s CSI initiatives • Integration of projects across the Group • Ensure scalability of projects • Relevant sponsorships