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Our key stakeholder themes
The key stakeholder themes in 2016 are derived from our interactions in the year and
describe those issues on which management engaged the most, and on which the
sustainability of the business relies. All are linked to the execution and delivery of our
strategy and are measured through KPIs (
30).
Key stakeholder themes
Our actions in 2016
Link to strategy
and material
issues
Heightened regulatory scrutiny
and uncertainty
The impact of the circumstances
that led to the Nigerian
Communications Commission
imposing a significant fine on MTN
Nigeria in late 2015 was felt across
MTN’s African footprint. This led to
increased vigilance, both by the
regulatory authorities and network
operators.
•
Enhanced our compliance structure and established an
operational risk and compliance committee to ensure all
licence requirements are adhered to, key among which
was proper registration of subscribers, failing which we
risked incurring more penalties.
•
Increased engagement with
regulators
and
customers
to minimise the business impact of subscriber
termination and new registrations across our markets.
•
Strengthened MTN’s regulatory function, with executive
oversight and support from the Group. Appointed an
executive for Group regulatory affairs and public policy.
•
Increased engagement with
regulators
to drive MTN’s
growth agenda, as well as to mitigate regulatory risks,
including non-compliance with licensing conditions.
3
Quality of service
MTN operates in dynamic markets
characterised by rapidly changing
customer
needs and growing
demand for world-class services.
The shift to data services has
increased network requirements
and customer expectations for
quality services. Often this leads to
network quality challenges, which
ultimately undermine MTN’s brand
promise.
•
Continued to roll out competitive value propositions to
customers as part of delivering a bold new Digital
World.
•
Continued to modernise and expand network
infrastructure.
•
Increased regulatory engagements on new spectrum
allocation across our markets.
•
Secured new spectrum in many markets.
•
Educated
customers
about use and pricing of digital
services through engagements and marketing
campaigns.
•
Implemented a “fair treatment” policy for digital services.
2
5
Corporate citizenship
Society’s expectation of business
continues to grow, so do MTN’s
corporate citizenship activities
evolve to drive socio-economic
development in our markets.
•
MTN remains one of the largest contributors to fiscal
revenues in the vast majority of our markets, enabling
governments to provide social services to citizens.
•
MTN Foundations continue to transform people’s lives in
the areas of education, health and enterprise
development.
•
The work of MTN Foundations creates enduring positive
perceptions of the MTN brand in our
communities
(see
(
18 – 19
)
.
1
3
The changes implemented in 2016 improved the upward flow of information and insights, as well as the quality
of stakeholder engagements and outcomes. They also led to better sharing within the Group: quarterly
stakeholder theme feedback to opcos at regional workshops builds a collective understanding of stakeholder
relations, and sharing of ideas, activities and approaches to stakeholder engagement. We will do more work
in 2017 to improve alignment and sharing of stakeholder approaches to enhance MTN’s reputation. Creating
and managing stakeholder value remains one of our strategic themes, essential for good business
management.
MTN Group Limited
Integrated Report 2016
21
HOWWE
CREATE VALUE