MTN Group Limited
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In 2023, we accelerated the execution of our Ambition 2025 strategy to shape the MTN of tomorrow.
Our KPIs are used to measure our performance aligned to our four strategic priorities. Although our strategic priority targets are for 2025, executive remuneration is dependent on delivery every year against annual goals towards achieving these 2025 KPIs. For more information, see the Remuneration Report.
| Strategic priority | Objectives |
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How we measure success – Ambition 2025 |
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Performance 2022 |
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Performance 2023 |
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Build the largest and most valuable platforms |
 Material matters impacting value creation |
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| Pivot from ‘product’ to ‘platform’ play | 300m subscribers | 290m | 295m | ||||||||
| 200m data users | 137m | 150m | |||||||||
| 100m MoMo users | 69.1m | 72.5m | |||||||||
| 100m ayoba users | 21.7m | 35.8m | |||||||||
| High 20% to low 30% growth in fintech service revenue | 8.9% | 10.0% | |||||||||
| NaaS – secure more roaming deals | Roaming deals – Cameroon, Ghana | Roaming deals in eight countries | |||||||||
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Drive industry-leading connectivity operations |
 Our strategic performance |
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| Doubling of consumer mobile data | 200m active data users | 137m | 150m | ||||||||
| Own the Home (OTH) | 10m homes | 2.4m | 3.8m | ||||||||
| Leading FibreCo in Africa | Fibre footprint >135 000km | ~105 000km | 114 000km | ||||||||
| Digital transformation | Step change in efficiencies and service levels | >R5bn of expense savings off 2020 base | R2.7bn of savings in 2022, R6.4bn since 2020 | R2.6bn (vs R1.5bn target for FY 2023) | ||||||||
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Create shared value |
Our strategic performance |
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| Step change in ESG positioning of the Group | Top quartile ESG ratings | Improving | Improving, refer to Our strategic performance | ||||||||
| Broad-based ownership and inclusion across markets | Localisations: | ||||||||||
| – MTN Nigeria (localise 35%) | – | – | |||||||||
| – MTN Ghana (localise 30%) | 1.2% sold | – | |||||||||
| – MTN Uganda (localise 20%) | – | – | |||||||||
| – MTN Rwanda | – | – | |||||||||
| aYo partnership | 50% sold | – | |||||||||
| Sentiment shift through stakeholder management efforts | MTN reputation >75% | 79.6 % | 79.5% | ||||||||
| Continuous growth in contribution to society | Continue to contribute to society | ~R149bn | R159bn | ||||||||
| GHG emissions | ~50% average reduction target by 2030 and Net Zero emissions by 2040 | ~13.9%^ | ~13.1%† | ||||||||
| Broadband coverage | 95% broadband coverage by 2025 | 88% | 89.2% | ||||||||
| Diversity and inclusion | 50% female representation by 2030 | 40% | 40% | ||||||||
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Accelerate portfolio transformation |
Our strategic performance |
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| Execute on ARP and reduction of leverage | ARP proceeds >R25bn |
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| Middle East exit | Orderly exit from Middle East | ||||||||||
| Reveal value of infrastructure assets and platforms | Fintech I fibreco separation | ||||||||||
| ^ | Excluding South Africa which was impacted by loadshedding. |
| # | ARP includes gross proceeds relating to Nigeria preference share redemption (R154m), Content Connect Africa (R9m), Jumia (R2 316m), Zambia localisation (R200m), BICS exit (R1 830m), Uganda localisation (R2 271m), Nigeria IPO (R4 228m), MTN SA Tower sales (R6 364m), Ghana localisation (R708m) and aYo (R680m). |
| ~ | Approximately US$25 million on a discounted basis. |
| † | 41.8% including MTN South Africa. |