Corporate Governance – MTNN’s Experience

MTN Nigeria By: Ahmad Farroukh Presented By: Uto Ukpanah

May 2010

AIM

Aim of Presentation

To provide information and share knowledge on Corporate Governance with particular reference to MTN’s experience

Corporate Governance

‘I am becoming less and less comfortable with the phrase “corporate governance” – not because of its content but because it has been so widely used that it may become meaningless. There is a danger that it will be recited as a mantra, without regard to the it’s real import. If that happens, tendency will be for those who have to pay regard to it to develop a tick box mentality. The attitude might be ‘ ‘Yes, we have a state – of the art corporate governance model; yes it is committed to writing; and yes, the Company Secretary has checked that each item is in place and has included a statement to that effect in the annual report. Therefore there could be no problem in the corporation’.

Royal Commissioner, Justice Owen

3

Corporate Governance - Definitions

• The practices, principles and values that guide a company and its business every day, at all levels of the organisation; • Corporate governance comprises the long-term management and oversight of the company in accordance with the principles of responsibility and transparency.

Corporate Governance Why?

•Improves access to capital •Leads to a better system of internal control, thus leading to greater accountability and better profit margins •Paves the way for possible future growth, diversification, or a sale, including the ability to attract equity investors – nationally and from abroad – as well as reduce the cost of loans/credit for the company 5

Corporate Governance Why ?

• Provides the proper incentives for the Board and Management to pursue objectives that are in the interest of the company, shareholders and other stakeholders, as well as facilitate effective monitoring.

6

MTN – Corporate Milestones

• Incorporated 8 th November 2000 • Digital Mobile Licence (DML) 9 th February 2001 • Commenced operations 8 th August 2001 • Universal Access Licence 1 st September 2006 • 3G Licence 1 st May 2007 • Submarine Cable Licence 1 st January 2010 • Part of the MTN Group 7

• Leadership • Integrity • Innovation • Relationships • ‘Can do’

MTN: Core Values

8

MTN: Governance Structure • Shareholders • The Board • Management • Employees • Other Stakeholders

9

MTN: Corporate Governance Framework

• Institutional and policy framework for ethical practice • At MTN we have clearly defined and communicated code of ethics

10

MTN: Corporate Governance Policies

MTN Corporate Business Principles • Whistle Blowing Policy • Document Retention Policy • Guidelines in the Conduct of Governmental Affairs • Code of Ethics 11

MTN: Corporate Governance Affiliations

• Convention on Business Integrity • United Nations Global Compact 12

MTN: United Nations Global Compact (UNGC)

• We have participated in the following UNGC initiatives: – Communication on Progress (COP) : an online publication for company participants which showcases good practices in line with the Global Compact’s ten principles. – RESIST Project: Participated in UNGC project named ‘Resisting Extortion & Solicitation in International Sales and Transaction’ (RESIST). MTNN suggested practical ways of dealing with real-life situations of corruption and bribery. – UNGC Publication: Provided key content for UNGC publication titled

The Business Case Against Corruption.

13

Corporate Citizenship

• Adding value • Corporate Social Responsibility 14

MTN: Adding Value

• GSM has brought empowerment, and has unleashed previously underrated potential in Nigerians: • Millions of Nigerians are today connected to each other and the rest of the world • Millions of businesses have been created and enhanced since the introduction of GSM • Thousands of jobs have been created directly and indirectly • Nigerian professionals have all skilled up to accommodate the new standards required • Sponsorship of sports, music and various laudable causes have reached new heights 15

MTN: Adding Value

• Championing of best Practise QoS KPIs reporting • Ensuring the prompt payment of interconnect receivables, AOL, Spectrum fees, Numbering fees etc etc • Promotion of self regulation in collocation & infrastructure sharing • Championing reduction of multiple taxation and regulation 16

MTN: Adding Value

• Active input in industry initiatives, proposed regulations and guidelines e.g. SIM Registration, Corporate Social Responsibility, SMS interconnect rate, interconnect rate review • Spearheading Industry public campaign on perceived EMF health concerns from mobile telephony installations • Championing Best Practise Regulatory Environment 17

Adding Value

GOVERNMENT TAX & OTHER LEVIES AS AT SEPTEMBER 2009

Duties on Equipment Duties on stock VAT on Revenue VAT on Operating Expenses WHT Employee Taxes NCC Levy CAC Stamp Duties Building Permit Local Govt Permit Motor Vehicle/Hackney Permit Licence Admin Charges on Licence Fee Rates & Taxes Company Income Tax Education Tax NIDT Fees TOTAL

Aug. 01 – Sept 09 46,317,957,298.26

5,693,175,035.90 88,911,774,761.22 12,050,586,220.37 40,065,175,691.84 9,387,399,982.25 42,705,760,330.78 152,798,600.00 541,704,090.00 141,179,731.82 870,390,278.01 248,130,571.00 53,038,136,986.30 4,480,000.00 854,428,385.44 78,403,507,729.18 18,378,408,268.31 2,857,965,215.13 400,622,959,175.82

Adding Value

• GSM has brought empowerment, and has unleashed previously underrated potential in Nigerians: • Millions of Nigerians are today connected to each other and the rest of the world • Millions of businesses have been created and enhanced since the introduction of GSM • Thousands of jobs have been created directly and indirectly • Nigerian professionals have all skilled up to accommodate the new standards required • Sponsorship of sports, music and various laudable causes have reached new heights 19

Adding Value: MTN Payments as Govt. Taxes & Other levies - 2001 to May 2008 Nature of Federal charge / levy

LICENCE FEES DML,UASL,0806 Numbering Fess NCC - annual operating levy, miscellaneous fees & dues

Duties on Stock Duties on Equipment VAT on Revenue VAT on Operating Expenses Withholding Tax Employee Taxes Corporate Affairs Commission Stamp Duties LOCAL GOVT PERMITS MOTOR VEHICLE AND HACKNEY PERMITS RATES AND TAXES BUILDING PERMITS COMPANY INCOME TAX EDUCATION TAX NITDEF TOTAL (NGN)

51,603,930,000.00

30,216,953,616.42

4,426,573,597.75

38,064,303,135.85

59,647,561,507.74

8,860,302,554.30

26,225,239,589.79

6,828,495,139.48

152,798,600.00

541,704,090.00

326,399,819.15

162,497,730.68

750,956,430.74

141,179,731.82

2,305,896,140.90

3,055,389,716.00

1,104,538,191.13

234,414,719,591.75

20

Corporate Social Responsibility

MTN Nigeria Foundation

21

MTN: Corporate Social Responsibility

‘Companies in developing nations face some of the most difficult investment climates in the world. For them CSR is not a luxury good. It is common sense’

- Peter Woicke, IFC Vice President

22

Corporate Social Investment THE MTN FOUNDATION

• CS I – Key to MTN’s business strategy; • Align CSI with MTN’s brand essence.

23

CSR – Why?

• CSR is an all round responsible way of doing business • CSR goes beyond the statutory obligation to comply with legislation • In the last decade, directional signals point to increased corporate investment and an apparent transition from giving as an obligation but to giving as a

strategy

24

CSR – Why?

Hence, MTN adopted a corporate culture to do good because: • • Not only is it important to give back to communities in which we operate, it is also

smart business

Healthy communities are important to the wellbeing of society and the overall economy At MTN, CSR is an integral part of our business

strategy,

thus the MTN Foundation was established as the vehicle for MTN’s aggressive CSI agenda.

25

About the MTN FOUNDATION In 2003, The Board of MTN Nigeria approved the establishment of a Foundation to manage the organisation's Corporate Social Responsibility initiatives. The MTN Foundation was formally incorporated in July 2004. Mission

“To improve the quality of life in communities all over Nigeria”

Key Focus Areas and Objectives

Bridging the digital divide

Education Health

Alleviating the health challenges of Nigeria

Economic Empowerment

Restoring human dignity through self sustenance

26

MTNF - Achievements

Over 160 projects in 33 states from 2004 till date Invested N4 billion till date Built the capacity of local partner organisations /NGOs

27

MTNF – Education Portfolio

28

MTNF Project C.L.E.A.N - Alesinloye Market, Ibadan

29

MTNF – Economic Empowerment 30

CSR - Challenges

• Sustainability of project initiatives • Overwhelming request from communities • Multiple areas of need in Nigeria and govt’s inadequacy to meet basic needs, thus putting pressure on corporate organisations • Managing stakeholders’ expectations 31

A case for good corporate governance

“If a country does not have a reputation for strong corporate governance practices, capital will flow elsewhere. If investors are not confident with the level of disclosure, capital will flow elsewhere. If a country opts for lax accounting and reporting standards, capital will flow elsewhere. All enterprises in that country suffer the consequences.”

Arthur Levitt, former Chairman of the US Securities & Exchange Commission 32

Future Outlook

• Continue to build on our corporate governance • structures Constructive engagement with shareholders and • other stakeholders High quality of financial and non-financial • disclosure Continue to invest in our communities • Lead by example 33

MTN – Corporate Governance

Thank you for your attention.

34