Our BRIGHT strategy

Our BRIGHT operational strategy is the compass for all MTNers: it clearly defines the six areas on which we need to focus to build our business sustainably. To ensure delivery of the strategy to the benefit of all our stakeholders, we have established clearly defined initiatives and KPIs for each of the six areas of 'BRIGHT'. We expect these initiatives, which are effective 2018, to support improved top-line growth, EBITDA margins and cash flow over the medium term.

Our BRIGHT strategy
                   
Our 2022 aspirations
  • Lead market in NPS.
  • Reduce monthly churn.
  • Achieve best brand in markets.
  
  • Improve ROIC.
  • Report top-quartile TSR.
  • Increase AFCF yield.
  • Improve EBITDA margin.
  • Grow subscribers to 300 million.
  • Grow market share.
  • Ensure stable voice revenue.
  • Grow enterprise and wholesale revenue.
  
  • Achieve 200 million data subscribers.
  • Achieve 100 million digital subscriptions, including 60 million for MTN Mobile Money.
  
  • Lead market in employee NPS.
  • Improve employee engagement.
  • Enhance reputation.
  • Ensure effective risk and compliance practices.
  
  • Lead market in network NPS.
  • Increase efficiency of customer-facing systems.
  • Increase population coverage.
  • Improve network quality.
How we will achieve these
  • Revamp the customer experience.
  • Refresh the brand.
  • Be on the customers' side.
  
  • Save to invest.
  • Leverage our scale.
  • Ensure return-based capital allocation.
  • Focus on cash flows.
  • Implement segmented propositions and go-to-market plans.
  • Enhance customer value management.
  • Grow enterprise products and channel.
  • Launch wholesale business unit.
  
  • Implement dual-data strategy.
  • Position MTN as media and entertainment gateway.
  • Scale up mobile financial services.
  
  • Develop high-performance culture and talent.
  • Step up risk management, governance, transparency.
  • Manage reputation proactively with a revised stakeholder-inclusive approach.
  
  • Ensure targeted network rollout.
  • Harmonise capex planning across functions.
  • Ensure digital transformation of IT systems.
  • mprove efficiency across all technology operations.
Primary executive responsibility
  • Jens Schulte-Bockum 
  
  • Ralph Mupita
  • Jens Schulte-Bockum
  
  • Stephen van Coller
  • Jens Schulte-Bockum
  
  • Paul Norman
  • Felleng Sekha
  • Ralph Mupita
  
  • Jens Schulte-Bockum
     
Here we show the executives with the primary responsibility for delivering on each of the six elements of BRIGHT. The operational execution is driven by the three regional vice-presidents and the CEOs of our operations in South Africa and Nigeria. The group president and CEO is responsible for delivery against all metrics across BRIGHT and the remuneration of all executives is dependent on their delivery, to differing degrees, on BRIGHT.