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•
Accessed the domestic markets for funding; raised
R5,3 billion through the Domestic Medium Term
Programme.
•
Continued to maintain and improve on our group liquidity
levels.
•
Concluded local currency funding in some key markets
including 510 million cedi facility for MTN Ghana.
•
Repatriated R6,5 billion in cash from our Iran operation.
•
Declared total dividend of 700 cents per share.
•
Refreshed our brand.
•
Hired specialist skills in customer value management
(CVM).
•
Partnering with experts in various fields, such as
technology and management consultancy.
•
Creating and maintaining joint ventures and partnerships
to expand new revenue streams.
In the short term, our investment in
intellectual capital
reduces our stocks of
financial capital
while boosting in
the longer term the stocks of
human, financial
and
social
and relationship capital
.
•
Secured spectrum in Sudan and Syria in 2017.
•
Ensured resilience to change in climate or increase in
extreme weather events on critical infrastructure through
business continuity processes.
•
Continued to invest in efficiencies to ensure our technical
infrastructure supports service delivery using the least
possible amount of energy.
The short-term input to securing sufficient spectrum is
financial capital
. By establishing and maintaining an
extensive high-quality network and increasingly rolling out
4G sites, our energy consumption for broadband and data
services continues to grow. By remaining largely reliant on
non-renewable resources, we negatively impact
natural
capital
. However, through infrastructure sharing, the
commitment of our tower management partners to
prioritise energy efficiency, along with our own efforts and
investments in low-carbon power, we are working to
mitigate the overall impact on this stock of capital.
•
Enhanced management structure to support regulatory
compliance and revised key ethics structures and policies.
•
Monitored staff morale through annual culture survey.
•
Extended MTN Mobile Money services to more people.
•
Increased number of certified ethics officers to 27.
•
Elevated regulatory function to executive committee.
•
MTN South Africa made notable improvements in
transformation drive.
•
Progressed plans for MTN Nigeria and MTN Ghana listings.
•
Reduced effective data rates by 31% and voice rates by 20%.
Investment in social and relationship capital reduces our
financial capital
in the short term. However, by helping to
close the digital divide and transform society through our
various skills and enterprise development, preferential
procurement and localisation initiatives we ultimately
build the stocks of
social, human, intellectual and
financial capital
.
By expanding our networks, we increase the stock of
manufactured capital
and reduce our stock of
financial
capital
in the short term. However, ultimately this
investment should boost our business and therefore our
stock of
financial capital
in the longer term. By advancing
manufactured capital,
we negatively impact
natural
capital
. However, by sharing infrastructure and increasing
the efficiency of existing infrastructure we are able to
mitigate our impact on the stock of
natural capital
.
Employees in 15 of our 22 operating companies and in
Manco received bonuses for 2017 as these operations met
their financial targets. This positively affected
human
capital
. By outsourcing some functions MTN reduced its
stock of
human capital
to the benefit of
intellectual
and
financial capital
.
•
Refreshed our management team.
•
Invested in targeted training and development.
•
Adjusted regional responsibilities.
•
Encouraged diversity, so workforce understands the
needs of our subscribers.
•
Focused our capital investment on rolling out new 3G
and 4G base stations, data and switching centres and
dedicated fibre.
How we achieved these
The trade-offs
By applying
financial capital,
we are able to grow our
business, positively impacting
manufactured, human
and
intellectual capital,
as well as
social and relationship
capital
. However, through our use of
financial capital
to
build new telecoms infrastructure we may negatively
impact the stocks of
natural capital
.
◊
Higher scope 3 emissions due to more outsourced sites accounted for by MTN than by tower companies.
• 2016 number revised upwards after reconciliation of alternative energy investments.
Δ
Although actual NPS is lower than prior year, NPS improved relative to nearest competitor.
‡
Updated with Botswana number and apportionment of Swaziland numbers.
MTN Group Limited
Integrated Report 2017
15
How we create value