71 / 96
In the year, our sustainable engagement score
improved by two points from 2015 to a score of 74.
This is a result of the combined efforts of staff and
management to prioritise the people agenda in a
challenging operating environment. The SEA region
showed the greatest year-on-year improvement in
employee engagement, and the WECA region had
the highest score.
Employee engagement
2014 2015
2016
75
74
73
72
71
70
69
68
70
72
74
Our ongoing culture operating system programme to
instil MTN’s vital behaviours also increased in the
year. Our vital behaviours (
2) are the foundation of
our social engine in order to ensure that our people
work in a way that is in keeping with our values of
leadership, innovation, relationships, integrity and
“can do”.
Our employee voluntary turnover rate, which
measures the rate at which employees’ voluntarily
leave MTN, decreased to 7,2% in 2016 from 7,8% in
2015. We focused on retaining our top talent with
positive results; the voluntary turnover rate of high
performers dropped to 4,7% from 5,5%.
Voluntary turnover
%
2014 2015
2016
8,5
8,0
7,5
7,0
6,5
8,3
7,8
7,2
A diverse company
Key to our customer centricity approach is a diverse
employee base that understands the varied needs
of our many different subscribers. By the end of
2016, we had employees of over 60 different
nationalities, of which 40 were from countries in
Africa and the Middle East. Gender diversity is also
a key metric. By the end of December 2016, 37% of
staff were women and 63%were men. This remained
unchanged from the previous year.
Developing our talent
We place significant emphasis on continuously
evolving the skill sets of our talent base to ensure
that our staff are equipped to meet the needs of the
rapidly evolving ICT industry. Our digital e-learning
platform continued to be extremely popular, with
over 424 000 courses completed by 13 519 staff in
2016, an average of 30 online learning programmes
per individual. We evaluated the quality of the
course material throughout the year and achieved
a 98% positive response from staff in 2016.
The key learning and development focus areas in
the year were:
•
Managing customer expectations
•
Telco transformations
•
Enterprise ICT
•
Ethics at work
Through our strategic partnership with Swiss-based
business school IMD, in 2016 we launched a variety
of cloud-based programmes to deepen functional
leadership skills across our senior management in
the areas of innovation, commercial excellence
and execution.
To ensure that we have robust succession planning,
the MTN Global Talent standard serves as a robust
psychometric and career development assessment
methodology to evaluate and improve our future
pipeline.
Performance management
We successfully completed our 2016 integrated
performance management cycle ensuring that our
pay-for-performance framework was carried out
throughout the organisation. We further improved
our performance management framework to ensure
greater alignment to strategic imperatives to
increase our focus on customer experience and
financial performance.
Best practices
The Global Investor in People (IiP) standard is a
people management best practice accreditation
that defines what it takes to lead, support and
manage people well for sustainable results. As at
December 2016, a total of 16 MTN operating
companies had achieved varying levels of
accreditation, compared with 14 in 2015. It is
important to note that our head office and our
operations in Cameroon, Ghana, Nigeria and
Swaziland all have “gold” accreditation – the highest
level of accreditation available.
MTN Group Limited
Integrated Report 2016
69
GOVERNANCE,
PEOPLE AND
REMUNERATION