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Overview of our people
At the end of December 2017, MTN
employed 15 901 permanent employees and
3 030 contractors. The number of people in the
business declined by 2,75% from 2016, mainly
due to ongoing initiatives to simplify MTN.
People by
location
●
MTN South Africa 24%
●
MTN Irancell
12%
●
MTN Nigeria
10%
●
MTN Yemen
5%
●
MTN Cameroon
5%
●
MTN Ivory Coast
5%
●
MTN Syria
5%
●
MTN Ghana
4%
●
Other operations
30%
Engagement and culture
Achieving high levels of employee engagement
and fostering the right culture is fundamental to
achieving our BRIGHT strategy. Every year we
invite staff toparticipate inourGlobal CultureAudit
survey to measure our employee engagement
and culture across 16 dimensions. In 2017, there
was a 93% participation rate for this survey,
which is the highest in 10 years.
Our mean score rose to 70% from 67% in 2016.
Our sustainable engagement score improved by
one percentage point to a score of 75%. This is
now just three percentage points behind the
global telecoms norm of 78%. The improvement
is the result of the combined efforts of staff and
management to prioritise the people agenda in
the challenging operating environment across
Africa and the Middle East. The WECA region
showed the greatest year-on-year improvement
in employee engagement, and the highest score
of all three regions. In our key markets of South
Africa and Nigeria, the sustainable engagement
score improved by more than three percentage
points year-on-year.
65
70
75
80
Sustainable employee engagement
8
75
70
65
2014
2015
2016
2017
(%)
70
72
74
75
We also recorded an improvement in our score
on awareness of MTN’s vital behaviours which
we are instilling through our ongoing culture
operating system programme. Vital behaviours
are the foundation of our social engine to ensure
that our people work in a collaborative way that
corresponds with the company’s values (see
page 2), while feeling safe to speak up.
One of the key measures of success of the
‘hearts and minds’ pillar of our strategy is to be
a leader in employee NPS. In 2017, we recorded
an improvement in thismeasure.The percentage
of our employees who were likely to recommend
MTN as a place to work (i.e. were ‘MTN
promoters’) increased to 45% from 43% in 2016.
Our employee voluntary turnover rate, which
measures the rate at which employees
voluntarily leave MTN, rose from 7,2% in 2016 to
7,9% in 2017, but remained below the telecoms
sector benchmark of 9,9%. Several operations
implemented skills refresh initiatives to better
align to the group strategy. Several other
operations based in areas of civil strife saw a
rise in the voluntary turnover of employees who
were seeking better economic and social
opportunities.
5
6
7
8
9
10
Voluntary turnover
1
8
7
6
5
2014
2015
2016
2017
8,3
7,8
7,2
7,9
(%)
We remained focused on retaining our top talent
in 2017 and kept the voluntary turnover rate of
highperformers below5%at4,9%.This compares
to the telecoms sector benchmark for high
performers of 7,3%.
A diverse company
Central to our customer-centricity approach is
ensuring that we have a diverse workforce that
understands thevaried needs of our subscribers.
We therefore aim to have a multi-cultural
workforce across the markets in which we
operate. At the end of December 2017, MTN
employed 63 different nationalities, of which 38
were from Africa and the Middle East. Gender
diversity is another important metric. In 2017,
Our people
continued
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MTN Group Limited
Integrated Report 2017