Archives: Case Studies
Election periods are widely recognised as times of heightened sensitivity for digital communications. Independent monitors – such as the Access Now #KeepItOn coalition – have reported that temporary internet restrictions or service disruptions may occur in some countries during elections, particularly where political tensions are high. These events, when they occur, affect all operators equally and can limit people’s ability to access information or communicate during important national moments.
In 2025, two of our markets, Cameroon and Côte d’Ivoire, held national elections. Ahead of both elections, we applied our human rights due diligence framework, which included comprehensive human rights impact assessments, social and political context monitoring and the development of election readiness approaches. These processes enabled us to identify potential risks, support our teams in affected markets and put in place measures to safeguard network integrity, staff security and user rights.
In Cameroon, external observers noted reduced internet availability in certain parts of the country around the election period. While we do not influence decisions relating to national network restrictions, we maintained strong internal co-ordination, monitored service performance closely and ensured our engagements with authorities followed established lawful processes. Elections in Côte d’Ivoire were largely peaceful and we followed the same readiness and due-diligence procedures to support responsible and proportionate decision making. Across both markets, our actions were aligned with international human rights standards.
In 2025, MTN Ghana conducted digital human rights roadshows across all business divisions, focusing on teams whose decisions most directly affect human rights outcomes. The sessions strengthened understanding of MTN’s Digital Human Rights Policy and employees’ responsibilities as custodians of safe, responsible connectivity. However, we recognised that long policy documents were not always accessible or engaging in a fast-paced work environment. This created an opportunity to reinforce learning through a scalable, easy-to-consume format that employees could revisit at their convenience. The initiative sought to deepen understanding of MTN’s digital human rights commitments, strengthen risk awareness and support SDG 16 (Peace, Justice and Strong Institutions), SDG 4 (Quality Education) and SDG 10 (Reduced Inequalities).
What we did
A concise script was developed, drawing on the Digital Human Rights Policy and key issues such as child online safety, child sexual abuse material, responsible data use and the challenges encountered in addressing these risks. This formed the basis of a five-minute AIgenerated shortcast, which underwent several rounds of refinement to ensure clarity, accuracy and engagement. The Regulatory and Compliance team, Corporate Services and the digital production team collaborated on content and design, while HR Internal Communications distributed the shortcast via email. Executive assistants amplified it across divisional and departmental WhatsApp groups to maximise reach.
Outcomes and impact
The roadshows and shortcast collectively strengthened employee understanding of MTN’s digital human rights commitments. In 2024 and 2025, more than 500 employees were reached through in-person roadshows and the first Deep Dives episode reached over 1 000 staff and contract employees via email and WhatsApp. The shortcast provided an accessible summary of MTN’s Digital Human Rights Policy and highlighted ongoing initiatives, including MTN’s partnership with the Internet Watch Foundation to filter child sexual abuse material at network level. Early feedback indicated greater interest in digital safety issues and a more proactive approach to identifying and escalating risks.
Lessons learnt
Employee engagement improves when digital human rights messaging aligns with broader thematic observances. October’s cybersecurity month proved an effective launch window. Future editions will be timed to coincide with Safer Internet Day (February 2026) and Privacy Week (January–February 2026) to reinforce key messages during periods of heightened awareness.
In 2025, MTN advanced its Help Children Be Children (HCBC) campaign through the Bona Bana Programme, MTN South Africa’s flagship child participation initiative. The programme strengthened children’s digital human rights through youth-led learning, advocacy and institutional capacity building. South African children continue to face serious online risks. UNICEF’s Disrupting Harm study found that 7–9% of internet-using children had experienced online sexual exploitation or abuse, while many schools lacked the skills and resources to respond. Bona Bana addressed this gap by embedding practical digital literacy in schools, strengthening safeguarding approaches and enabling meaningful youth participation.
What we did
The programme was delivered through two core initiatives, facilitated by Moxii Africa (formerly Media Monitoring Africa). First, 246 Representative Council of Learners (RCLs) aged 12–17 completed two-day workshops across five provinces, covering AI and algorithms, cyberbullying, CSAM, responsible communication and harmful content. Second, trained Web Rangers worked with teachers to reach a further 1 217 learners through peer-led sessions, with teachers noting stronger learner engagement when messages came from peers. Web Rangers also supported awareness campaigns during key national moments, reaching an additional 1 626 learners and engaging parents. In parallel, the Article 12 policy working group produced youth-led research and advocacy outputs, including work on climate disinformation, contributions to an M2O* policy brief, a comic on AI and disinformation, and a podcast series for 16 Days of Activism. Media Development and Diversity (MDDA), South African Police Services (SAPS) and the Films and Publication Board (FPB) supported delivery through expertise, resources and policy linkages.
Outcomes and impact
Bona Bana strengthened digital literacy, improved school safeguarding practices and supported more confident parent engagement. Building on results from the 2024 model that informed 2025 delivery, 2 424 learners were reached across seven provinces, along with 35 teachers and five school governing body members. Feedback indicated 95% of teachers felt better equipped to address online harms and schools began strengthening online safety content in safeguarding policies. The Article 12 Working Group also deepened collaboration with policymakers and digital platforms.
Lessons learnt
The programme revealed the importance of multilingual materials, deeper engagement with school governance structures and diversified funding for policy work. Overall, Bona Bana demonstrated a scalable, child-centred approach to digital inclusion and will inform future efforts to protect children online while advancing their digital human rights. Read more Child online protection continued * Media 20 (M20) is the official G20 youth engagement initiative focused on media, journalism and information integrity.
Young people across our markets increasingly rely on digital platforms for learning, social connection and entertainment, while facing rising risks such as cyberbullying, exposure to harmful content, coercive peer dynamics and misuse of AI-generated companions. Educators, caregivers and youth reported feeling overwhelmed and uncertain about how to navigate these risks. In response, MTN created the Room of Safety campaign, designed as a youth-led, culturally relevant intervention that moved beyond awareness messaging to promote safer behaviours, clearer reporting pathways and stronger protection for vulnerable users.
What we did
MTN partnered with MTV Base to co-create a 10-part short-form series that premiered on 20 July 2025 on DStv 322 and digital platforms. Youth creators, influencers and experts shaped the scripts and storylines to maintain authenticity, with relatable language and realistic online dilemmas. Each episode addressed themes like online harms, digital peer pressure, AI companions, positive digital behaviours and available reporting mechanisms. Audiences were directed to national reporting portals, child helplines and MTN’s Help Children Be Children platform. MTN Group and all Opcos collaborated on amplification, supported by Ipsos research to refine messaging and understand youth behaviour.
Outcomes and impact
The campaign reached millions of young people across the continent through television and digital channels. Young participants involved in the filming process described feeling “seen”, empowered and proud to use their voices to help others stay safe online. In addition, the series equipped young people with practical tools to recognise risks, report harmful behaviour and make safer choices online. Educators and caregivers also noted that the campaign opened conversations about online safety at home and in schools. The initiative enhanced awareness of child-protection portals and reinforced MTN’s leadership role in advancing online safety and digital human rights.
Lessons learnt
Effective youth engagement requires genuine agency rather than top-down messaging. Youth-led storytelling proved more relatable and impactful. The campaign underscored that connectivity without protection can increase vulnerability, reinforcing the need to embed safety features, clear reporting pathways and cross-sector partnerships in all future youth initiatives.
Uganda’s rapidly digitising education landscape continues to widen the gap between children’s growing online exposure and teachers’ ability to protect them in digital spaces. Many primary school educators lack the confidence and practical skills to address risks such as cyberbullying, harmful content, data misuse and unsafe digital behaviour. MTN Uganda saw the need and developed a program to equip frontline educators with practical competencies to uphold digital human rights and foster responsible digital citizenship from an early age, in line with MTN’s Ambition 2025 strategy and SDGs 4, 9, 10 and 16.
What we did
MTN Uganda partnered with Faces Up Uganda to integrate a digital human rights module into the Art for Educators Program. A one-day, skills-based workshop was delivered to 30 primary school teachers in Rubaga Division, Kampala, focusing on recognising online risks, protecting children’s privacy, embedding online safety into lessons and supporting learners who experience harm. MTN provided funding, digital safety materials and technical guidance, while Faces Up Uganda contributed its arts-based pedagogy and facilitation expertise.
Outcomes and impact
Thirty teachers were trained, each expected to reach approximately 2 000 learners annually with improved guidance on safe and responsible internet use. Teachers reported greater confidence in identifying cyber risks and integrating digital safety into routine lessons. Schools showed early shifts towards more responsible device use and stronger engagement with parents on online safety, strengthening community awareness and rights-respecting practices.
Lessons learnt
Teachers need continuous support to keep pace with evolving online risks. Integrating digital safety into an existing, trusted programme proved more effective than standalone training. Lasting impact depends on engaging the wider ecosystem around the child, including parents and school leadership, while partnerships between business and civil society enable scalable, practical models for child online protection.
MTN conducted a human rights risk assessment on Zigi, MTN Nigeria’s AI-enabled customer service chatbot, as part of its broader Responsible AI and digital human rights governance approach, guided at a high level by MTN’s BRAIN principles. The assessment was grounded in the UN Guiding Principles on Business and Human Rights and formed part of MTN’s standard AI risk management processes. Zigi supports customers with everyday interactions such as checking available offers, viewing balances, purchasing bundles and airtime, and connecting with a human agent when required. It is used for both transactional and non-transactional purposes and provides a convenient, remote alternative to in-store or call centre engagement, helping to reduce congestion in physical channels while improving service efficiency. The assessment focused on how Zigi could affect the rights to freedom of expression, access to information, privacy, consumer protection, and language and cultural identity.
What we did
MTN assessed both the potential benefits and risks of Zigi from a human rights perspective. The review recognised that digital chat solutions can expand access to information, reduce language barriers and enable more convenient access to services. It also considered risks such as the potential spread of incorrect information, biased or unfair outcomes in automated interactions, privacy and data protection concerns, and exposure to inappropriate content if safeguards were insufficient. To manage these risks, MTN strengthened controls around Zigi’s operation. The chatbot is being progressively enhanced to better reflect local languages, expressions and communication styles to ensure more natural and culturally appropriate engagement for Nigerian customers. All content prompts and responses are reviewed daily by human teams to ensure accuracy, reliability and alignment with MTN standards. Customer data processed through Zigi is anonymised and pseudonymised, with identification occurring only when customers log in through an authorised channel and limited to that session. Where Zigi cannot resolve a query, it is transferred to a human agent for appropriate support.
Outcomes and impact
The assessment improved MTN’s understanding of how AI-enabled customer service tools can affect people’s rights and informed the design of stronger safeguards. Zigi now operates as a complementary service channel alongside email and call centre support, enabling more efficient customer service while maintaining strong protections for customer rights, privacy and trust. The process also reinforced cross functional co-ordination between Digital, Legal, Risk, Sustainability and Corporate Affairs teams on AI-related decision making.
Lessons learnt
Human rights considerations need to be integrated early in the design and deployment of AI-enabled customer tools. Regular human oversight is essential to maintaining accuracy, trust and accountability. Localisation and cultural relevance are critical for inclusive digital services in linguistically diverse markets, and ongoing monitoring and iterative improvement are necessary to ensure AI-powered solutions remain aligned with MTN’s values and digital human rights commitments
MTN Uganda sought to deepen practical understanding of data protection responsibilities under Project Guardian. While policies were in place, the business recognised the need for stronger behavioural awareness and consistent application across employees and third parties. Rising data-privacy risks and evolving regulatory expectations made it important to position privacy as an everyday practice rather than a compliance exercise. Data Privacy Week provided an opportunity to strengthen a shared culture of accountability and reinforce legal and ethical responsibilities.
What we did
MTN Uganda delivered an interactive programme for employees and third-party partners. The week opened with leadership messages from the Managing Director and the CEO of MTN MoMo Uganda, reinforcing privacy as a core organisational value. An on-floor Privacy Pledge Wall invited employees from Technology and Mobile Money to share personal reflections on why privacy matters in their work. Staff wrote their experiences and commitments, creating a visible reminder of shared responsibility. A digital quiz tested knowledge on core concepts such as data breaches, lawful handling of personal information and internal response processes. The quiz attracted 217 employees, providing a practical way to assess understanding and highlight areas needing further support. To extend awareness across the supply chain, MTN Uganda hosted a virtual training session for more than 110 third-party providers, facilitated by the Personal Data Protection Office of Uganda. The session clarified roles, common compliance failures and lessons from regulatory cases. The week concluded with an interactive ‘Two Truths and a Lie: Data Privacy Edition’ activity to encourage discussion and critical thinking.
Outcomes and impact
The programme strengthened MTN Uganda’s privacy culture through leadership engagement, practical learning and active participation. Employees showed improved familiarity with data-protection principles, while strong participation in the quiz and pledge wall demonstrated internal commitment. Third-party providers gained clearer understanding of their legal responsibilities, supporting more consistent privacy practices across the ecosystem and bringing Project Guardian principles to life locally.
Lessons learnt
Participatory formats proved most effective in driving reflection and learning. Collaboration with the national Data Protection Office enhanced credibility and relevance. MTN Uganda will extend thematic activities throughout the year.
In 2025, MTN experienced a cybersecurity incident involving a legacy environment that had been scheduled for migration into the Group’s fully managed domain. Before the migration was completed, the environment was compromised, exposing a logging server receiving data from several operating companies. Although the number of affected customers was small, relative to MTN’s base of 300 million subscribers, the incident underscored the importance of accelerating the modernisation of legacy systems and maintaining stringent cybersecurity measures across our environment. MTN acted swiftly and transparently. Within 48 hours the compromised server had been identified, isolated and permanently removed from the network, eliminating immediate risk. MTN promptly notified all relevant regulators and directly informed every affected customer. In addition, MTN initiated a detailed review across all our markets. The assessment examined potential vulnerabilities, accelerated the migration of unmanaged environments and strengthened interim controls where full integration was not yet possible. This Group-wide review informed a two-year cybersecurity enhancement programme that will be completed in 2026.
Lessons learnt
The incident reinforced the importance of early detection, rapid containment and clear engagement with regulators and customers. It also highlighted the need to eliminate legacy vulnerabilities and ensure all systems are brought into the Group’s managed security environment. The experience strengthened MTN’s overall cyber maturity and sharpened its focus on continuous improvement.
Outlook
MTN will continue strengthening its security posture through the Group-wide enhancement programme and sustained monitoring of global threat developments. The Group will also track the evolving role of artificial intelligence in both cyber defence and cybercrime, guided by our Responsible AI Policy approved by the Ethics Subcommittee of the Board. Furthermore, we are reviewing security capabilities across all markets so they remain fit for purpose and aligned with international standards.
The challenge and what we wanted to achieve
Growing up in a farming community in Cameroon, Moses Afopezi repeatedly watched farmers lose up to 40% of their harvested produce within days because they did not have access to proper storage or reliable markets. These losses meant reduced income, food insecurity and avoidable waste,” he states.
Motivated by these lived experiences, Afopezi set out to create a solution. The long-term objective was to reduce post-harvest loss while improving farmer incomes, strengthening food security and restoring dignity within rural communities. His ambition aligns with MTN’s purpose of enabling the benefits of a modern connected life and contributes to the Sustainable Development Goals, particularly Zero Hunger, Decent Work and Economic Growth and Climate Action.
What he did
He co-founded AgricFresh, a tech-enabled platform that integrates solar-powered cold storage with improved farm management and enhanced market access. Building and deploying the solution, however, presented significant challenges. “The hardest part was developing affordable cold storage technology with limited resources and deploying it in the rural community with poor infrastructure,” he notes. “What kept us going was seeing farmers preserve their harvest longer, earn better incomes and regain dignity in their work.” Participation in the Africa PachiPanda Challenge provided critical incubation support, workshops and mentorship that helped strengthen the business and prepared it to scale.
Outcomes and impact
Through the Africa PachiPanda Challenge, AgricFresh achieved a step change in both operational maturity and visibility. Reflecting on the experience, Afopezi says: “The MTN PachiPanda experience helped us refine our business model, strengthen impact measurement and improve our scalability through workshops and incubation.” The programme’s exposure also unlocked further global recognition, including the Misk 20 Under 30 Global Award and the TIC Impact Award 2025 that AgricFresh received since.
The challenge and what we wanted to achieve
MTN’s commitment to achieving science-based targets for the reduction of GHG emissions means that we must understand our footprint with far greater accuracy and confidence than ever before. Following asset divestments and an operational boundary expansion to 40 entities, the spend-based method historically used for Scope 3 no longer reflected the scale and complexity of our value chain. We required a more granular, actionable and defensible Scope 3 inventory that Opcos could understand, trust and use to support decarbonisation.
What we did
MTN partnered with climate experts from KPMG, led by Abhay Misri and Nandita Dhoke, to redesign our Scope 3 approach in line with the GHG Protocol while reducing Opco burden and improving data quality under Ambition 2025 and SDG 13. As Dhoke noted, onboarding Scope 3 “is not something that has been done anywhere at a very large scale”, highlighting the ambition of the task.
Misri and Dhoke began by creating a structure that centred the human experience of data collection. Rather than overwhelming Opcos with numerous category specialists, they helped MTN group all reporting entities into four regional clusters, each supported by a dedicated KPMG cluster lead. These leads became familiar, reliable points of contact for busy Opco teams who “wear many hats.”
In parallel, they established a network of KPMG category specialists (SPOCs). These specialists were each responsible for the technical design and interpretation of one or two Scope 3 categories: purchased goods and services, waste, fuel-and-energy-related emissions and more.
Dhoke spent considerable time understanding the systems MTN already had in place. She worked closely with procurement, shared services and ESG teams to adapt templates so they aligned with existing workflows, rather than duplicating them. As she described: “We found our ways to make this exercise more efficient… trying to simplify it for ourselves and for the reporting entities.”
Misri led governance and delivery coordination, running working groups, facilitating training, engaging executives and ensuring that the technical work connected to a sustainable long-term process. Both worked weekly with KPMG’s Microsoft Sustainability Manager (MSM) technical team to configure Scope 3 ingestion categories and test the tool’s capabilities. Their approach was deliberately collaborative. Every template went through rounds of consultation with Opco functional leads; every assumption was debated; every data field had to be meaningful, not just compliant.
Outcomes and impact
The redesigned process led to meaningful operational improvements far beyond improved emissions accuracy. Cluster leads now give Opcos a single, trusted point of contact who guides them through data requirements. Category SPOCs offer deep technical expertise when needed, reducing confusion and strengthening the quality of information entering the system. Centralised procurement data is now extracted once and validated by relevant Opcos, significantly reducing work duplication. Waste data is being aligned across MTN’s ESG system and Scope 3 templates, meaning Opcos will only enter it once.
Scope 1 and 2 data is already captured through MSM and Scope 3 categories are being progressively configured and tested, laying the foundation for a consolidated, analytics-ready emissions platform. Over time, this will reduce reliance on hundreds of spreadsheets and allow for faster insights, trend analysis and scenario modelling. Perhaps the most significant impact is cultural. Through training, consultation and transparent problem-solving, Misri and Dhoke helped build climate literacy and trust at the Opco level. The goal was to ensure that Opcos are comfortable with the numbers they are reporting, a prerequisite for real decarbonisation decisions. The strengthened relationships, clearer processes and shared understanding now position MTN to take more confident steps into supplier engagement and science-based delivery.
Lessons learnt
For Misri and Dhoke, the MTN experience reinforced that the Scope 3 transformation is fundamentally human work. They learned that successful data processes must start with empathy for Opco realities – not with only focusing on what the GHG Protocol ideally demands. Clustering entities by geography, language and maturity helped provide tailored support and avoid overwhelming less-resourced markets.
Weekly collaboration with MSM technical teams showed that tools must create value for Opcos first if they are to be genuinely adopted. And integrating existing systems, instead of duplicating them, proved essential for building long-term sustainability into the process. Looking ahead, their focus shifts toward strengthening supplier data and improving the availability of supplier-specific emissions factors, building on the robust foundation now in place for Scope 3 management at MTN.