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Our people and their remuneration
continued
Our remuneration philosophy
MTN’s remuneration philosophy is part of an interlinked, holistic and people-oriented talent approach, aiming
to support current and evolving business priorities. The philosophy aims to attract, motivate, retain and engage
the desired talent to execute business strategy in a sustainable manner over the longer term. The competitive
talent landscape demands a differentiated reward system, capable of competitively matching pay for results,
delivered fairly without bias, and flexible yet compliant across all markets.
In our efforts to achieve our talent objectives, we apply various approaches, including the following:
For competitiveness and affordability
•
Regular market benchmarking of reward components.
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Linking short and long-term incentives to various performance indicators.
For differentiation and flexibility
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Establishing performance as the basis for employee reward.
•
The ability to customise reward, taking into account the varied needs and lifestyles of employees.
For compliance and sustainability
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Continuously striving to apply full regulatory and legislative compliance in our markets.
•
Regularly auditing and assessing risks, benefits and compliance of reward.
Our various remuneration policies endorsed by management and governed by our remuneration committee
guide the decision-making processes and operationalisation of all reward matters. It is our intent to deliver
a legislatively compliant system aligned with the future strategic objectives of the Company.
Our reward principles
In delivering on our remuneration policy, we apply the following principles:
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Fair pay based on the value of the job relative to other jobs of similar worth i.e. internal equity.
•
Performance-based culture for both short and long-term incentives.
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Transparent and simplified communication across all levels including external stakeholders.
•
Consistency across all our operating units, however, acknowledging differentiation and customisation.
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Empowerment of line managers to deliver effective pay decisions.
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Flexibility, taking into account the diversity of our employees across all our operating companies.
•
Company affordability so as to support the performance expectations of our shareholders.
•
Optimal pay structure between fixed and variable remuneration so as to drive the right focus both in the long
and short term.
•
Values-based and output-driven recognition of actions aligned to our vital behaviours.
•
Recognising entrepreneurship and innovativeness.
We continuously benchmark our reward offerings to remain externally competitive. Likewise, we structure our
rewards under our comprehensive value proposition ensuring that we meet the existing governance structures
such as the King Code principles summarised alongside.
Remuneration report
MTN Group Limited
Integrated Report 2016
70