We create and sustain value by developing and delivering a diverse portfolio of innovative services. In doing so, we draw on a broad set of resources and relationships – the six capitals – which provide the essential inputs for executing our strategy, contributing to selected SDGs and generating value for our stakeholders. Our capital‑allocation decisions consider the availability of each capital, the inherent trade‑offs between them and opportunities to maximise positive impacts. As we transform these capitals through our activities, we strive to ensure that growth is inclusive, responsible and sustainable.
Inputs
Our core business and what differentiates us
Outputs
Value delivered through operational Outputs through our products and services
Key outcomes
| 2025 | 2024 | Capital | ||||||
 |
Committed to 50% absolute average reduction in emissions by 2030 (science-based target) | |||||||
|---|---|---|---|---|---|---|---|---|
| |
||||||||
 |
 |
Carbon emissions – Scope 1(tCO2e) | 144 617+ | 160 773^ | ||||
|
Carbon emissions – Scope 2 (tCO2e) | 281 933@ | 265 621^ | |||||
|
Carbon emissions – Scope 3 (tCO2e) | 933 553$ | 1 023 145^ | |||||
|
Serialised e-waste recycled (tonnes) | 1 092 | 1 272 | |||||
|
||||||||
 |
|
EBITDA (Rbn) | 98.5 | 60.1 | ||||
|
Profit after tax (PAT) (Rbn) | 27.4 | (11.2) | |||||
|
Adjusted headline earnings per share (cents) | 1 359 | 816 | |||||
|
Holdco leverage (x is value eroded in Holdco or preserved) | 1.3x | 1.4 | |||||
|
Cash generated from operating activities (Rbn) | 77.9 | 46.8 | |||||
|
Return on equity (%) | 25.6 | 18.8 | |||||
| |
Dividend (cps) | 500 | 345 | |
||||
|
Brand value (Rbn) | 50.9 | 50.7 | |||||
 |
|
Staff costs (Rbn) | 16.7 | 14.1 | |
|||
| |
Voluntary staff turnover (%) | 4.0 | 5.5 | |||||
|
Employee sustainable engagement score (%) LA | 85 | 86 | |||||
| |
Total time spent on employee development (total hours) | 2 018 716 | 2 004 478 | |||||
 |
Value created for Female representation (%) | 45 | 43 | |||||
 |
|
2G sites rolled out | 3 058 | 1 727 | |
|||
|
3G sites rolled out | 3 499 | 1 528 | |||||
| |
4G sites rolled out | 4 453 | 2 034 | |||||
| |
5G sites rolled out | 1 001 | 910 | |||||
|
Network Net Promoter Score (NPS) (#1 in markets) (%) | 12 | 9 | |||||
|
Depreciation (Rbn) | 21.1 | 29.7 | |||||
 |
NPS LA (%) | |
||||||
|
South Africa | 51 | 47 | |||||
|
Nigeria | 34 | 46 | |||||
|
Other key markets# | 37 | 40 | |||||
| |
MoMo active subscribers (m) | 69.5 | 63.1 | |||||
|
CSI spend (Rm) | 269 | 208 | |||||
|
B-BBEE status MTN Group and MTN South Africa | Level 1 | Level 1 | |||||
|
Calls to whistle-blower hotline+ LA | 143 | 162 | |||||
| |
Total tax contribution (Rbn) LA | 61.1 | 52.7 | |||||
| |
Economic value added (Rbn) | 150 | 155 | |||||
|
Value created | |
Value eroded | |
Value preserved | |
| ^ | Restated to reflect prior-year adjustments and changes to business structure, in line with GHG Protocol. Excludes divested operations; includes platform businesses. |
| + | This figure excludes incidents reported via walk-ins, email, management concerns and internal audits. |
| # | Includes Cameroon, Côte d’Ivoire, Iran and Uganda. |
| + | Carbon emissions – Scope 1 (tCO2e) - MTN South Africa (20 304 tCO2e), MTN Uganda (5 976 tCO2e), MTN Ghana (6 279 tCO2e), and MTN Congo-Brazzaville (10 634.20 tCO2e). LA |
| @ | Carbon emissions – Scope 2 (tCO2e) - MTN South Africa (168 033 tCO2e), MTN Uganda (594 tCO2e), MTN Ghana (9 510 tCO2e), and MTN Congo-Brazzaville (2 683.45 tCO2e). LA |
| $ | Carbon emissions – Scope 3 (category 3) (tCO2e) - MTN South Africa (24 642 tCO2e), MTN Uganda (4 451 tCO2e), MTN Ghana (6 884 tCO2e), and MTN Congo-Brazzaville (5 539.16 tCO2e). LA |
