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Our strategic performance in 2016
Strategic
themes
Three to five-year
strategic objectives
2016 KPIs
2016 performance
Creating and
managing
stakeholder
value
• Sustainable
shareholder returns
• Dividend
• Repatriation of cash from Iran
• H2 16 dividend of 450 cents per share,
total FY16 dividend of 700 cents per share
• Repatriated R6,3 billion from Iran
• Responsible corporate
citizenship
• Corporate reputation and stakeholder
management – improve positive market
sentiments
• Improved stakeholder reputation sentiment
across all regions and improved stakeholder
engagement outcomes
• Creating a great place
to work
• Employee engagement through
productivity and reduced turnover –
increase year-on-year (YoY) Group
culture audit results
• Improved engagement score with
reduced staff turnover
• Instilling sound
governance and
values
• Risk and compliance – successful
closure of internal audit findings and
proactive compliance management
• Partial engagement and closure of
audit findings
Creating a
distinct
customer
experience
• Brand leadership
• Drive positioning of Company as the
leading customer operator by placing
emphasis on the following net promoter
score (NPS) dimensions:
• Customer
experience
• Overall NPS improvement
• Lower than expected performance of
relative score in comparison to the
main competitor
• Customer analytics
• Value (offerings) NPS
• Lower than expected performance of
relative score in comparison to the
main competitor
• Network quality and
coverage
• Network quality NPS
• Lower than expected performance of
relative score in comparison to the
main competitor
• Service and billing NPS
• Slight reduction in the relative score in
comparison to the main competitor
Driving
sustainable
growth
• MTN in the digital
space
• Digital revenue growth
• 44,2% YoY growth, exceeded target
• Adjacent sectors
• Mobile financial services revenue growth • 61% YoY growth but below target
• Voice and data
evolution
• Access data growth
• 5,2% YoY growth but below target
• Enterprise strategy
• EBU growth (with emphasis on ICT)
• 12,2% YoY growth but below target
• M&A and partnerships • Nigeria listing
• MTN Ghana localisation
• IHS/INT transaction
• MTN Nigeria hired advisors and is
pursuing listing subject to market
conditions and regulatory approvals.
• Preparation to offer up to 35% of
MTN Ghana to Ghanaians and
Ghanaian entities underway
• Exchanged stake in INT for additional
stake in IHS in January 2017
Transforming
our operating
model
• Asset optimisation
• Sustainable profitability – driving effective
return through efficient capitalisation
(ROACE)
• Below target
• Supply chain
management
• Cost control – focusing on zero-based
budgeting to increase efficiency
• Effective model to be built and used in
South Africa, Nigeria, Ghana and
Cameroon
Innovation and
best practice
• Best practice sharing
Key:
Good progress made
We are working on it
Requires attention
MTN’s strategy is built around five strategic themes:
creating and managing stakeholder
value
and
innovation and best practice
describe our approach to our work, people and
other stakeholders. Tangible priorities under
creating a distinct customer experience,
driving sustainable growth
and
transforming our operating model
define howwe strive
to secure a sustainable competitive advantage and deliver superior shareholder returns.
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MTN Group Limited
Integrated Report 2016
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