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All about MTN
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Welcome to our 2025 Integrated Report
Our reporting suite
Our approach to integrated thinking and value creation
Our approach to materiality
About this report
An overview of MTN Group
Where we operate and how we perform
Views from our Chairman
Q&A with the Group President and CEO
Q&A with the Group CFO
Key financial tables
Our market context
Operational performance summary
Our outlook
Investment case – Transforming Africa's growth potential

How we create and preserve value
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Creating and preserving value through our business model
Outcomes and trade-offs
Material matters impacting value creation
Social, Ethics and Sustainability Committee Chair's review
Stakeholders with whom we partner to create value
Audit Committee Chair’s review
Risk Management and Compliance Committee Chair’s review
How we manage risk
Top risks to value creation
Delivering value through our strategy
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Finance and Investment Committee Chair’s review
Our Ambition 2030 strategy
Meaningful value delivered by Ambition 2025
Our strategic performance dashboard
Connectivity
Fintech
Digital infrastructure
Create shared value

Governance and remuneration
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Directors' Affairs and Governance Committee Chair’s review
Governance in support of value creation
Our Board of Directors
Governance in support of value creation
Our Executive Committee
Human Capital and Remuneration Committee Chair's review
Remuneration Report summary
Definitions for assured non-financial data
Independent assurance practitioner’s limited assurance report
Glossary
Administration
Delivering value through our strategy

Our strategic performance dashboard

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2025 was the final year of our Ambition 2025 strategy, before the transition to Ambition 2030. To ensure strategic delivery, we used KPIs to measure our performance in relation to our four strategic priorities. Annual executive remuneration was determined by delivery against annual goals that contributed to achieving the 2025 KPIs. For details, see the REM.

Our strategic priorities

Objectives

How we measure success

Performance 2025

Our strategic priorities

Build the largest and most valuable platforms

Objectives

Pivot from 'product' to 'platform' play

How we measure success

100m MoMo users

High 20% to low 30% growth in fintech service revenue

Performance 2025

69.5m

30.0%

Our strategic priorities

Drive industry-leading connectivity operations

Objectives

MTN subscribers

Doubling of consumer mobile data

Step change in efficiencies

Own the Home

Leading FibreCo in Africa

How we measure success

300m subscribers

200m active data users

>R5bn of expense savings off the 2020 base

10m homes

Fibre footprint >135 000km

Performance 2025

307.2m

172.6m

R7.4bn (of revised R7-8bn target,
2024 – 2026)

7.0m (includes MBB)

141 000km

Our strategic priorities

Create
shared value

Objectives

Step change in ESG positioning of the Group

Greenhouse gas (GHG) emissions

Broadband coverage

Diversity and inclusion

Sentiment shift through stakeholder management

Broad-based ownership and inclusion across markets

Continuous growth in contribution to society

How we measure success

Top quartile ESG ratings

~50% average reduction target by 2030 and Net Zero emissions by 2040

95% broadband coverage by 2025

50% female representation by 2030

MTN Reputation Index Score >75%

Localisations:

– MTN Ghana

Continue to contribute to societies and economies

Performance 2025

Declining, refer to Create shared value

48%

94%

45%

80.1%

 

30% localisation

~R150bn in economic value added

Our strategic priorities

Portfolio
optimisation

Objectives

Execute on ARP and reduction of leverage

Reveal value of platforms and infrastructure assets

How we measure success

ARP proceeds >R25bn

Fintech and FibreCo separation

Performance 2025

  • R22.6bn of ARP target achieved.
  • Progressed work on Fintech and FibreCo separation.