Stakeholders play a critical role in helping us achieve our strategic intent and deliver on international and continental goals, such as the SDGs and Agenda 2063 Aspirations. Effective stakeholder management assists us in navigating challenges, seizing opportunities and fostering a sustainable business that creates shared value.
We acknowledge our enabling role in society. We operate as a juristic entity with rights as well as responsibilities to the nations and communities we serve, as well as obligations to our customers and shareholders. Through structured engagement, research and analysis, we seek to align with the priorities of our continent and nation states. We assess the impact of our activities on sustainable socioeconomic development within each country and in Africa as a whole.
Our stakeholder and reputation management framework allows for proactive reputation building and includes a specific strategy, management policy and a practical implementation playbook. In 2024, we continued to work to better align with national and continental priorities, all the while providing expression to Ambition 2025. We engaged with all stakeholders across our markets and beyond, aiming to drive our reputation, build relationships and facilitate quality engagements.
Drive MTN's reputation by managing the gap between stakeholder expectations and company performance.
Invest in healthy and long-term relationships with priority stakeholders to build stakeholder trust – the foundation of strong relationships.
Focus on the quality of our engagement, including our responsiveness to stakeholder issues and concerns.
To measure our performance, we rely on stakeholder feedback in our everyday engagements, as well as on our Reputation Index Survey (RIS) – which directly surveys stakeholders and incorporates this information with data collected through ongoing NPS tracking (for subscribers and customers) and the Sentimeter survey (for MTNers – our employees).
We use the services of a reputable independent survey provider to carry out the RIS, which surveys civil society; government; the investment community; media; mobile industry; organised business; regulators and policymakers; subscribers and customers; suppliers and vendors; and trade partners.
Drive MTN's reputation
Reputation
78.5%
(79.5%)
Invest in healthy and long-term relationships
Relationship health
78.1%
(77.5%)
Trust
77.6%
(77.7%)
Focus on the quality of our engagement
Quality of engagement
73.5%
(72.2%)
Note: Numbers in brackets refer to prior year performance
For 2024, the RIS surveyed more than 4 320 stakeholders in 13 markets. This is around 1 000 fewer respondents than for 2023, mainly because of the exclusion of conflict-hit Sudan and of Guinea-Bissau and Guinea-Conakry where we no longer operate. At the Group head office, due to because of the potential double reporting of responses, we did not survey suppliers and vendors nor media (after these groups had been surveyed in previous editions).
Overall, we considered the final realised sample to be a sufficient representation for reporting across almost all stakeholder categories in nearly all markets. Two markets – Cameroon and Zambia – recorded exceptional numbers of above 30 responses in each stakeholder category. For the category of regulators and policymakers, Benin and Eswatini did not reach the minimum reporting threshold of 10 responses. South Africa did not meet this threshold in the categories of media, mobile industry and organised business.
From a stakeholder category perspective, subscribers and customers represented the largest sample size at 22.6% of the total, while the investment community represented the lowest sample size of less than 0.5%:
"MTN is the pillar of many stakeholders as they cannot function without them, [they] provide a lot to their stakeholders which is greatly appreciated and even the society appreciates this kind of support from MTN."
– Civil society stakeholder in Eswatini.
Stakeholders (%)
Quality of engagement
Can improve
0 – 49
Healthy
50 – 74
Strong
75 – 100
After three years of relative stability at around 79.5%, MTN's overall reputation in 2024 registered a one index point decrease to 78.5%. Elections and the related aftermath in key markets, which at times resulted in leadership and policy changes (and therefore required the rebuilding of relations), probably account for this marginal dip. Nonetheless, gains were registered in both our relationship health and the quality of engagement. Trust in MTN remained stable.
The results from the RIS are linked to organisational KPIs signed off by the Board, and feature in our reporting to the Board and to stakeholders. All but one of the 13 markets surveyed in 2024 recorded results for reputation above the MTN target of 75%. Nevertheless, the decline in the overall reputation indicator as a result of a dip in seven markets highlighted the need for more focused attention. We are also drawing lessons from the five markets that registered increases in reputation, most particularly Benin and South Africa.
Notably, stakeholders reported a consistent, above-target trust level of 77.6% in the MTN brand. This echoes the trend in the broader telecommunications and technology industries, which, according to the 2025 Edelman Trust Barometer, recorded unchanged stakeholder trust. Compared to peers in both these sectors, MTN remains highly trusted, exceeding the benchmark for trust in technology by 2 index points, and trust in telecommunications peers by 10 index points. According to the Barometer, MTN also has a higher level of inherent trust than the business sector, which stakeholders rated at 62%.
The high level of trust in the MTN brand is also confirmed by the MTN Brand Health Trust Survey, with people trusting MTN over competitor brands. The picture is also consistent with stakeholder views on the overall reputation of MTN's closest competitor. The reply to a question on this, asked for the first time in the 2024 RIS, gave MTN an overall lead of 0.4pp. However, in South Africa, Ghana and Eswatini, MTN was seen to have large reputational lags.
Stakeholders expressed confidence in their relationship health with MTN, with an above-target score of 78.1%, which is a YoY improvement and above what is considered an adequate or good relationship health score of 65-70%. Although we have significant reserves of relationship capital, we continue to lose ground with subscribers and customers, despite improvements on suppliers, the investment community, regulators and policymakers and civil society. Thus, we are paying particular attention to this category of stakeholders, with an added emphasis in certain markets. We are also giving special attention to stakeholder perceptions of how well we perform on the issues they have identified as being most important.
Looking at our stakeholders’ perceptions of MTN in our biggest subsidiaries, in Nigeria, MTN's reputation dipped slightly in 2024. This was because the devaluation of the naira and elevated inflation led many stakeholders to believe that tariff increases were on the horizon. Conversely, MTN's reputation in South Africa registered an increase despite the national elections and changes in the government and policy outlook.
Among our operating regions, MTN in WECA – except for Benin and Cameroon – recorded a decrease in relationship health. This was not surprising given the impact of geopolitics, elections, conflicts, economic challenges, relative instability as well as policy and regulatory uncertainty in the region in the year. In SEA, MTN operations had a stable YoY reputation score, despite some changes in the national executives and regulators in markets such as Zambia and South Sudan.
"The monopoly MTN had in the country for decades allowed it to offer sub-par services and not listen to customers and charge them exorbitant prices over the years. Price gouging and poor service offering have been (and to some extent continue to be) what have come to mind when MTN is mentioned."
– Civil society stakeholder in Eswatini.
"The Foundation is always ready to assist. MTN business cares and is always willing to listen to the stakeholders. Good stakeholder relationships."
– Government stakeholder in South Africa.
We compare our performance in 2024 with that in 2023. Notably, there was a marked improvement in the perception of our contribution to the fintech industry. However, perceptions on product and customer experience declined in 2024. Overall, MTN's contribution to its industry, its business performance and its positive socioeconomic impact were the dimensions that received greatest praise from stakeholders. Conversely, the less positive views were related to corporate governance, customer protection and the product and customer experience:
Our various research interventions, as well as our ongoing stakeholder engagement efforts, help us better understand the material issues that matter most to our stakeholders, and how well we perform in meeting their expectations in these areas:
Ranking in 2024
Business performance
78.0%
(80.2%)
Impact on socioeconomic development
78.0%
(76.8%)
Product and customer experience
69.8%
(68.5%)
Contribution to the industry
81.2%
(81.5%)
Compliance with legislation and regulations
75.3%
(77.3%)
Note: Numbers in brackets refer to prior year performance
While all stakeholders, including suppliers, are important to our operations, at the Group we identify six stakeholder groups with the highest potential to impact our ability to create, preserve and protect value at a multinational level:
Government
Regulators and policymakers
Civil society
Investment community
Subscribers/ customers
MTNers
In the pages that follow we provide details of the key metrics we track for each group, including the material issues they identified as mattering most to them.
"Among the available telecommunications companies in South Sudan, at least MTN is present in most areas."
– Civil society stakeholder in South Sudan.
Why we engage
Provides an enabling environment for value creation.
Reputation
78.9%
(80.3%)
Relationship health
78.4%
(80.1%)
Trust
76.4%
(80.0%)
Note: Numbers in brackets refer to prior year performance
Quality of engagement
Business performance
Impact on socioeconomic development
Product and customer experience
77%
77%
69%
Of concern is the perceived limited reach, slow speed and reliability of the MTN network, especially in rural areas in some markets.
MTN is seen to be contributing positively to job creation and the economies of host nations. But there is a push for more alignment with national priorities, particularly in CSI and humanitarian support.
The perception that MTN is performing well has led to the unfounded view that MTN overcharges and pays less tax and dues than it should.
There is a sense that MTN does not always do what it says it will and that it has not made enough effort to co-create an agenda with government. Of unique relevance is the perception in South Africa that MTN may not be in it for the long haul.
Actively pursuing improved network coverage and reliability and minimising network downtime.
Mobilising more partnerships to maximise our socioeconomic impact, particularly relating to growth, development and job creation.
Engaging governments directly, as well as ongoing industry advocacy through the Global System for Mobile Communications Association (GSMA) and other continental initiatives and third parties.
Conduct regular courtesy calls and visits by leadership across priority markets while also supporting other markets.
Participate in numerous public forums.
Visit nation states.
Participate in and shape the advocacy efforts of the GSMA, as well as collaborate with multilateral and third parties on key policy and regulatory issues.
Why we engage
Provide an enabling environment for value creation by regulating our industries and awarding licences. These stakeholders include ministries and public sector departments with direct oversight of the information and communication technologies (ICT) investment and finance sectors and lawmakers who directly affect the operating environment.
Reputation
78.8%
(76.5%)
Relationship health
80.3%
(77.3%)
Trust
76.9%
(72.8%)
Note: Numbers in brackets refer to prior year performance
Quality of engagement
Business performance
Impact on socioeconomic development
Product and customer experience
79%
78%
68%
Of concern is MTN’s quality of engagement. These stakeholders have a moderate perception that MTN could do more to support the socioeconomic challenges confronting host nations.
They flagged the importance of MTN contributing holistically to socioeconomic development while pursuing its core business.
They appreciate MTN’s contribution to the development of the mobile industry in their markets.
Refined our stakeholder engagement plans to better align and collaborate with regulators and policymakers, with a view to partnering on priority items.
Considering reconfiguring the MTN Foundations for impactful models as well as improved governance and accountability.
Leveraging global and in-country industry as well as business associations.
Conduct periodic consultations and courtesy calls across our markets and with continental multilaterals and industry platforms.
Participate in policy and public forums and industry associations to improve the quality of engagement and to advocate for a transformed sector.
Invest in evidence-based initiatives, such as the GSMA contributions to the economy reports in Nigeria, Benin, Zambia and South Africa.
Why we engage
Provides the basis from which MTN's services are generated, workforce skills are acquired and where our business derives its legitimacy.
Reputation
79.7%
(79.8%)
Relationship health
80.2%
(80.2%)
Trust
77.7%
(79.2%)
Note: Numbers in brackets refer to prior year performance
Quality of engagement
Impact on socioeconomic development
Business performance
Corporate governance, ethics and risk
79%
77%
73%
Civil society believes that MTN could have better impact and reach, especially in rural areas.
Although MTN's socioeconomic contributions are acknowledged, there is a view that MTN can and should invest more, based on the belief that MTN performs very well and makes profits in the markets.
Stakeholders are concerned about the upholding of human rights, and they pay close attention to MTN's corporate governance structures to ensure the highest levels of ethics.
Actively addressing the coverage and reliability of our network.
Periodically convening consultations with civil society to better align with its expectations.
Respecting and promoting physical and digital human rights within our organisation and throughout the value chain.
Hold periodic consultations and roadshows.
Participate in forums and programmes, and ad hoc community visits.
Provide updates on our website regarding community investments, roadshows and the Y'ello Care Programme.
Why we engage
Provides debt and equity funding to secure sustainable and attractive total shareholder returns.
Reputation
82.3%
(76.0%)
Relationship health
86.2%
(80.0%)
Trust
78.8%
(74.4%)
Note: Numbers in brackets refer to prior year performance
Quality of engagement
Business performance
Corporate governance, ethics and risk
Compliance with legislation and regulations
75%
83%
79%
The Group's financial resilience and ability to navigate volatility in the operating environments across our markets.
Executing on Ambition 2025 targets – with a particular focus on the fintech and fibre businesses.
The perceived risk in some African markets.
Communicating consistently and transparently on financial performance and initiatives to mitigate against macroeconomic uncertainty.
Providing timeous updates on any corporate action.
Holding annual governance roadshows so investors can engage with the Group Chairman and key directors on remuneration, governance, ESG, strategy and risk.
Deepening stakeholder intelligence for a better handle on the perceived risks and instabilities in some markets.
Stepping up engagement to better align expectations and realities.
Meetings, webcasts, roadshows, conferences.
Interim and annual results presentations, quarterly trading updates and capital market days.
Annual governance roadshow.
SENS announcements, our investor relations mailbox and investor website page.
Perception audits and dipstick surveys.
Integrated Report.
Annual General Meeting and Extraordinary General Meetings
Why we engage
Purchase competitive and reliable products and services.
Reputation
72.4%
(78.0%)
Relationship health
70.9%
(77.4%)
Trust
75.5%
(80.1%)
Quality of engagement
Product and customer experience
Customer protection measures
Impact on socioeconomic development
68%
70%
73%
The perception is that the reach and quality of the network could be better, rating product and customer experience below our 75% target.
Continued improvement on customer protection measures.
More proactive engagement, visibility and direct communication, beyond marketing campaigns.
High regard for our performance and contributions to society.
Actively addressing the coverage and reliability of our network.
Accelerating direct interface and engagements.
Updating our systems and applications for greater billing transparency.
On-the-ground engagement by our Y’ello experience agents in communities across markets.
Interaction via various digital channels and on social media to make for easier customer engagement.
In-market campaigns and trade activities.
Increasing use of our pro-customer framework, with the tagline: “We listen. We care. We do.”
Why we engage
Provide skills required to deliver on our strategy and purpose.
Leadership
78%
(75%)
Employee NPS^
59%
(52%)
Note: Numbers in brackets refer to prior year performance
Employee sustainable engagement score
Impact of leadership, communication, and diversity actions
Their belief and connection to the goals and objectives of MTN
Safeguarding their health and wellbeing
Creating an inclusive, equitable and sustainable work environment is at the heart of everything we do. It informs our actions and serves as our progress barometer for a diverse, engaged and thriving workforce.
In particular, our focus is to champion equality for women and doing better for people with disabilities. Investing in our talent pipeline, widening our workforce ecosystems with academic institutions and building innovative talent-sourcing channels are core to our efforts.
Talent development aims to ensure MTN has the critical capabilities needed to achieve our ambition. We focus on future-proofing skills to keep our people relevant and mapping out career journeys to grow people into our high focus areas. This effort has been supported by a change in our training platform and course providers, allowing us to offer the latest digital learning.
Our refreshed values (Live Y'ello) are vital to our cultural operating system.
Over the years, we have implemented innovative measures to build on our sustainable workforce engagement and drive our diversity, equity and inclusion (DEI) agenda. We have made significant strides in engaging our people on a journey that is caring, educational and empowering, creating a sense of inclusion and belonging. Our commitment is reflected in our targets, performance agreements and by weaving our efforts into the business and its processes. We have targeted measures to attract and grow critical capabilities and encourage our female talent to drive their careers in in the fields of science, technology, engineering and mathematics (STEM).
A strong gender-proportionate succession pipeline remains a priority. Our successors are aided with personalised development programmes and on-the-job exposure to prepare them theoretically and in practice. We continue the rollout of our refreshed values through training, leadership-led sessions and embedding the values into how MTNers get things done.
Our Group Culture Audit and our Sentimeter pulse survey give our employees a voice.
Our annual Group Leadership Gathering brings together over 400 senior staff to ignite our future together. This is shared meaningfully across the Group through open sessions with leadership and in other interactive formats ranging from communications and campaigns to podcasts. These enable us to continuously engage on priorities, our positions on key issues, and foster a connection to our culture and business. We also promote a culture of appreciation and learning through an online digital recognition platform and a multi-channel learning platform.
| ^ | A composite index of promoters and detractors. Many organisations approach NPS as a singular dimension only measuring Place to Work; we believe it is more comprehensive to assess our people’s confidence across these three dimensions: |
Our Place to Work NPS is 67%. The general global average benchmark for Place to Work NPS is ~39% across industries, ~41% in tech and ~37% in finance.
Nigeria tariff challenges
In 2023, the GSMA convened the CEOs of Africa’s six biggest operators, including the MTN Group. In what became known as the G6 initiative, the CEOs adopted a plan advocating for the creation of an enabling environment for accelerated investment, particularly in the ICT sector as a means for Africa to meet its aspirations.
To build the case for investment, the G6 agreed to undertake research on the economic contribution of the sector in key markets, including the Federal Republic of Nigeria. At the time, Nigeria was facing several economic challenges, including elevated inflation, the devaluation of the naira and a plan to remove fuel and power subsidies. In an effort to curb pressure on the cost of living, decision makers adopted a policy stance of not allowing telecoms tariff increases. This was despite a 10-year freeze on pricing for telecoms services amid increasing input costs. The overall impact on business was a decrease in profit, leading to renewed discussions on tariff increases and the sustainability of the industry.
In seeking to build the case for a tariff increase for MTN and the broader sector, we adopted an approach supported by media advocacy, led at the highest levels of the MTN Group and MTN Nigeria:
In January 2025, after nearly a year and a half of active and intense advocacy and engagements, the Nigerian Communications Commission (NCC) announced the approval of a 50% tariff increase for mobile operators in Nigeria.
