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Archives: Case Studies

Country: South Sudan


The challenge and what MTN wanted to achieve


South Sudan continues to face significant displacement pressures, driven by conflict in neighbouring Sudan, the Democratic Republic of Congo and Burundi. Since 2023, more than 600 000 people have crossed into South Sudan from Sudan alone, placing additional strain on already fragile infrastructure and limiting access to essential services. Displaced populations and host communities often lack affordable connectivity, access to digital services and the skills needed to use them safely and effectively. MTN South Sudan sought to enable affordable, meaningful digital access for refugees and internally displaced persons (IDPs), supporting communication, learning, livelihoods and access to humanitarian services while strengthening community resilience.


What we did


Under the Y’ello Care 2025 initiative, MTN South Sudan launched a targeted digital inclusion programme focused on connectivity, smartphone access and digital literacy. We deployed 4G-powered, solar-enabled internet hubs in Mangateen (IDP settlement) and Gorom (refugee settlement), providing free or subsidised access to humanitarian digital services, including e-learning, e-health and child protection platforms. Solar-powered charging stations addressed power constraints.


To improve device access, we enabled smartphone availability for refugee and host community households through a blended model of donated devices and MoMo-enabled instalment financing, supported by smart device-locking technology. Digital literacy training covered mobile money use, online safety and service navigation, with youth and women trained as community digital facilitators. The programme was delivered in partnership with NGOs, site coordinators and humanitarian actors, aligned to the UNHCR Connectivity for Refugees principles 


Outcomes and impact


The programme reached over 2 800 refugees and IDPs, with a strong focus on women and youth. Smartphone access was enabled for 200 households within one month, while community engagement sessions strengthened understanding of digital safety, financial services and access to humanitarian support. Refugee youth were enrolled into the MTN Skills Academy, supporting digital job-readiness training. Local partnerships were strengthened, building trust and enabling co-delivery in displacement-affected areas 


Lessons learnt


The programme highlighted the importance of solar-powered infrastructure, simple bundle structures and local partnerships in humanitarian contexts. These insights are informing a scalable Group approach to refugee connectivity, with expansion to additional settlements planned and a post-programme impact assessment scheduled to guide future implementation.


Country: Côte d’Ivoire


The challenge and what MTN wanted to achieve


Limited access to formal financial services has historically constrained economic participation in Côte d’Ivoire, particularly for individuals without formal credit histories. In 2017, only 41% of the population had access to financial services, with just 7% holding registered bank accounts. This exclusion left many people unable to access credit for essential needs or respond to financial shocks. At the same time, high mobile phone penetration among unbanked adults presented an opportunity to extend affordable, inclusive financial services through digital channels. MTN set out to bridge this gap by enabling access to short-term credit through mobile money, supporting resilience and economic participation for underserved customers.


What we did


MTN developed MoMoKash, a micro-lending service integrated directly into its mobile money platform. The initiative was underpinned by deep user research to understand financial behaviours and the role of informal solutions, such as airtime advances, in meeting unmet needs. We adopted an iterative development approach, testing and refining the service through pilots before scaling. Regulatory collaboration was central, with MTN working proactively with relevant authorities to ensure compliance across financial and telecommunications frameworks. Internally, cross-functional teams spanning product development, data science, risk, compliance, legal and customer experience collaborated to deliver the solution, supported by alternative credit scoring models and affordability controls.


Outcomes and impact

Outcomes and impact

MoMoKash significantly expanded access to digital credit for previously excluded users, creating digital credit histories and enabling access to short-term loans that support quality of life and economic activity. The initiative also contributed to increased mobile money registrations and active usage, while generating sustainable revenue through higher transaction volumes and lending activity. Beyond customer impact, MoMoKash strengthened MTN’s position as a trusted partner in advancing national financial inclusion objectives, recognised by regulators and policymakers 


Lessons learnt


The initiative reinforced the importance of grounding product design in deep user insight, building regulatory partnerships early, and designing for iteration and adaptation.

Country: South Africa 


The challenge and what MTN wanted to achieve


With only a few years remaining to achieve the 2030 UNSDGs, the world faces an urgent need to move faster, with Africa confronting particularly acute challenges around inequality, youth unemployment and digital safety. We recognise that accelerating progress would require not only corporate action but also empowered young leaders able to turn bold ideas into scalable solutions. Through our participation in the UN Global Compact’s SDG Innovation Accelerator Programme for Young Professionals, we provide a platform for emerging talent within MTN to shape solutions to real-world sustainability challenges.


What we did


In 2025, a team of four MTN graduates from South Africa was selected to participate in the global nine-month Accelerator programme. Supported by structured learning, global peer exchange and expert mentorship, the team developed an AI-powered solution to address the rapid rise in online harms affecting children. The concept focused on shielding children from predators, limiting exposure to harmful content and reducing cyberbullying in digital environments. As some of the youngest participants in the programme, the team translated lived digital experiences into a practical, technology-enabled response to a growing societal risk.


Outcomes and impact


The programme culminated at the United Nations General Assembly in New York, where the MTN graduate team was selected as one of only two African teams to present their solution at the UN Global Compact Leaders’ Summit. Their project earned top recognition at the global showcase and directly supports SDG 16.2 on ending abuse, exploitation and violence against children, while also contributing to SDG 3’s health and well-being outcomes. The recognition demonstrates that African innovation can shape global conversations on digital responsibility and child online safety.


Lessons learnt


Beyond the global recognition, the Accelerator demonstrated the power of partnerships in translating youth-led ideas into credible, development-aligned solutions. Through collaboration between MTN, the UN Global Compact network and industry mentors, the programme created a pathway for graduates to contribute meaningfully to complex social challenges using technology, data and human-centred design. The achievement highlighted how structured innovation platforms can unlock young talent within organisations and connect private-sector capability with global development priorities.


Our MTN graduates demonstrated that youth-led innovation, when supported through strong institutional partnerships and mentorship, can generate scalable solutions to some of society’s most complex challenges. 

Country: South Africa (five provinces: North West, Gauteng, Western Cape, Limpopo and Mpumalanga)


The challenge and what MTN wanted to achieve


South African children face growing risks in digital spaces, including cyberbullying, online exploitation, disinformation and exposure to child sexual abuse material. While children’s rights are protected under Section 28 of South Africa’s Bill of Rights and international conventions, many schools lack the policies, technical capacity and training to respond effectively to online harms. Through our Help Children Be Children campaign and the Bona Bana Programme, we aim to close this gap by strengthening digital literacy, safeguarding systems and increasing children’s participation in decisions that affect their online lives. Our objective is to ensure that digital inclusion is matched with protection, responsibility and ethical use of technology.


What we did


In 2025, MTN South Africa partnered with Moxii Africa to implement the Web Rangers and Article 12 Policy Working Group initiative across five provinces. A Representative Council of Learners, comprised of 246 children aged 12 to 17, took part in intensive two-day provincial training workshops. Learners rotated through interactive learning stations covering: 


After completing the training, the Web Rangers returned to their schools and worked alongside teachers to train an additional 1 217 learners using a peer-to-peer education model.


Outcomes and impact


The programme expanded beyond classrooms through anti-bullying campaigns for parents and outreach during Safer Internet Day and Child Protection Week, reaching a further 1 626 learners. The Article 12 Policy Working Group enabled trained Web Ranger ambassadors to participate in policy and advocacy processes, including research on climate change disinformation, contributions to a national child-protection policy brief, the development of a fourth educational comic on AI and disinformation and a three-part podcast series released during the 16 Days of Activism campaign. The initiative was supported by partners including Google South Africa, Meta South Africa, Falcorp, the Media Development and Diversity Agency, the Film and Publication Board and the South African Police Service.


The Bona Bana Programme strengthened digital citizenship, safeguarding practices and reporting capacity within participating school communities. In 2024, 35 teachers, five school governing body members and 146 RCL learners were trained on the legal framework for child online safety, while 2 424 learners and 450 parents were reached through broader engagement. 95% of teachers reported feeling more confident addressing online safety in classrooms and schools began integrating Web Rangers content into their safeguarding policies. 


Lessons learnt


The programme also demonstrated the importance of accessible language, early engagement with school governance structures and diversified funding to sustain long-term advocacy. These lessons are shaping the next phase of expansion of the Bona Bana model and reinforcing our commitment to responsible connectivity and ethical digital inclusion.

Country: Uganda and Nigeria


The challenge and what MTN wanted to achieve


Across Africa, the demand for reliable mobile and broadband services continues to grow, yet large parts of rural and peri-urban communities remain underserved due to the high cost of deploying network infrastructure in low-density areas. Traditional parallel rollout models often led to duplication of expensive assets, slower coverage expansion and higher operating costs, all of which constrained progress toward universal access. To address this challenge more efficiently and inclusively, MTN Group and Airtel Africa pursued a collaborative approach that could extend connectivity while supporting affordability and long-term network sustainability.


What we did


In April 2025, MTN Group and Airtel Africa entered into strategic agreements to share network infrastructure in Uganda and Nigeria, in full compliance with local regulatory and statutory frameworks. The agreements enabled the two operators to share selected passive and active network components while continuing to operate as fully independent competitors in the market. By pooling resources where duplication offered no customer benefit, the collaboration focused on improving cost efficiencies, accelerating rural coverage and enhancing the quality and resilience of voice and data services. The initiative was aligned with both companies’ commitments to expand digital and financial inclusion while strengthening the underlying digital highways that support economic participation.


Outcomes and impact


The network-sharing arrangements targeted improved 4G and 5G expansion in underserved areas, where deploying standalone towers, fibre backhaul and power infrastructure was often commercially unviable. Through shared infrastructure, MTN and Airtel Africa aimed to reduce capital and operating expenditure, unlock faster network deployment timelines and improve service availability for millions of customers who previously experienced limited or unreliable connectivity. The approach supported national universal service objectives in both Uganda and Nigeria, while also reducing the environmental footprint associated with duplicated network assets.


Following the conclusion of the initial agreements, MTN and Airtel Africa began exploring additional collaboration opportunities in Congo-Brazzaville, Rwanda and Zambia, including the potential for radio access network sharing and fibre-infrastructure partnerships. 


Lessons learnt


This initiative demonstrated how responsible collaboration within competitive markets can accelerate access, strengthen network resilience and support inclusive digital growth. It also reaffirmed MTN’s commitment to expanding access to high-quality connectivity in a way that is efficient, sustainable and focused on long-term value for customers and communities.

Country: Ghana


The challenge and what MTN wanted to achieve

Sustained economic growth across Africa depends on strong public finances, with tax contributions playing a critical role in enabling governments to invest in infrastructure, public services and inclusive development. In Ghana, where macroeconomic recovery remains a priority, we recognised an opportunity to contribute meaningfully to national development beyond our core operations. Our objective was to support long-term economic resilience by combining responsible tax practices with continued investment in connectivity, digital innovation and financial inclusion, in line with our purpose of enabling the benefits of a modern connected life for all.

What we did

In 2025, MTN Ghana delivered a record fiscal contribution, paying GHS8.0 billion (US$636 million) in direct and indirect taxes, including fees and levies to government agencies. These contributions were supported by strong operational performance and sustained investment in network expansion and service quality, with approximately GHS4.6 billion allocated to capital expenditure. Investments focused on expanding 4G coverage, strengthening network resilience and enhancing digital platforms to meet growing demand for data and financial services.

Outcomes and impact

These efforts translated into measurable economic and social impact. MTN Ghana’s tax contributions directly supported national revenue generation, while infrastructure investments improved connectivity for millions of users. Mobile subscribers grew to 31.2 million, with 19.9 million active data users and 19.3 million Mobile Money users, expanding access to digital and financial services across the country. The Mobile Money ecosystem also created significant employment opportunities, with over 304 000 agents participating in the value chain, many in underserved communities. Together, these outcomes strengthened economic participation, supported small businesses and contributed to Ghana’s broader digital transformation agenda.

Lessons learnt

This experience reinforced that responsible tax practices are most effective when integrated with sustained investment and inclusive business models. It highlighted the importance of maintaining transparency, engaging constructively with regulators and aligning fiscal contributions with long-term development priorities.


When MTN first partnered with Datacomb in 2013 to implement an SME incubation programme through the MTN Foundation, we were a small business with a big ambition: to use technology to unlock opportunity.


Over the years, that partnership has allowed us to grow from supporting a handful of enterprises at a provincial ICT hub to delivering multi-province digital skills and enterprise development programmes focused on youth and women-led businesses. As MTN’s focus evolved towards demand-led digital skills and employment pathways, we scaled with them, reaching learners across Gauteng, Limpopo, Mpumalanga and the North West.


Today, Datacomb employs 25 people directly and works with a broad network of learners, SMMEs and community agents. In 2025, we became an official MTN distributor under the Enterprise Business Unit, deploying 30 agents across three provinces to distribute MTN products, including MoMo.


What this partnership has given us is more than revenue growth. It has given us credibility, scale and the confidence to build programmes that create real jobs. We are not only delivering services to MTN, we are also building sustainable enterprises that contribute meaningfully to local economies.


Country: Ghana


The challenge and what MTN wanted to achieve


Agriculture is a critical source of employment and income across many of MTN’s markets, yet agricultural value chains are often fragmented and heavily cash based. For smallholder farmers and seasonal workers, cash payments increase risk, reduce transparency and limit access to formal financial services. MTN aimed to support more efficient, secure and inclusive payment mechanisms within agricultural value chains, enabling farmers to receive income digitally and participate more fully in the formal financial system.


What we did


MTN partnered with Cargill Kokoo Sourcing to digitise payments within its cocoa sourcing value chain in Ghana. The initiative replaced cash-based transactions with mobile money payments, enabling farmers and labourers to receive payments directly into their mobile money wallets. MTN worked with partners to onboard participants across farming communities, ensuring access to active mobile money accounts, agent support and reliable payment channels.


Outcomes and impact


The initiative onboarded more than 60 000 smallholder farmers across 20 districts in the Eastern, Western, Western North, Ashanti and Ahafo regions, alongside over 800 casual workers supporting the value chain. Digitising payments improved efficiency and transparency, reduced payment delays and enhanced security for farmers and workers. For many participants, receiving income digitally represented a first entry point into the formal financial ecosystem.


Lessons learnt


Embedding digital payments into everyday economic activity can accelerate financial inclusion by linking income generation directly to access to financial services.

Scope 3 Data Collection

Overview


Accurate reporting of scope 3 emissions has become an essential component of MTN Nigeria’s climate strategy. Beyond regulatory compliance with emerging standards such as IFRS S2, robust data on value chain emissions supports the company’s wider sustainability ambitions. Effective tracking of Scope 3 emissions enables MTN Nigeria to design targeted reduction strategies, enhance operational efficiency, and promote supplier accountability. It also reinforces climate disclosures, strengthens investor confidence, and positions the business as a responsible and forward-thinking leader in the Nigerian market.

Response


As part of its commitment to Nigeria’s Energy Transition Plan (ETP) and in alignment with MTN Group’s ambition to achieve Net Zero emissions by 2040, MTN Nigeria has prioritised the development of a structured, transparent approach to managing Scope 3 emissions. These emissions represent the most extensive and complex share of the company’s carbon footprint, spanning indirect sources such as upstream supply chain activities, product use, and end-of-life treatment of equipment.

The programme is anchored in the adoption of IFRS Sustainability Reporting Standards, which guide MTN Nigeria’s disclosure framework and support the integration of value chain emissions data into its broader environmental performance strategy. It structured around the following key components:

Scope 3 emissions: A clear understanding of indirect emissions, encompassing those from the supply chain, product use and end-of-life treatment of equipment. 

Data collection process: Implementation of a rigorous data collection process, facilitated by external carbon specialists and MTN’s Sustainability team. This process includes onboarding of Single Points of Contact (SPOCs), in-depth sessions on Scope 3 categories and the use of standardised data templates for consistent reporting.

Stakeholder engagement: Proactive engagement with internal teams and external suppliers through workshops, onboarding sessions and ongoing support to ensure accurate and transparent data reporting.

Strategic alignment: Alignment with the MTN Group’s Project Zero strategy, which emphasises collaborative efforts with suppliers to achieve Net Zero emissions by 2040.

Impacts and achievements


The initiative has yielded significant achievements:

Comprehensive data collection: MTN Nigeria implemented a bottom-up approach to gathering detailed data across all relevant Scope 3 categories directly from sources within the value chain, marking a first.

Enhanced data quality: Improvement in data accuracy and reliability using standardised templates, periodic reviews and close collaboration with ERM.

Strengthened stakeholder collaboration: Cultivation of stakeholder ownership through SPOC onboarding sessions and workshops, leading to increased transparency and engagement across departments and suppliers.

Strategic alignment: Advancement of Nigeria’s ETP goals and reinforcement of MTN’s emissions tracking framework for long-term sustainability planning.

Outlook


MTN Nigeria will continue to refine its Scope 3 reporting approach, focusing on improving methodologies and expanding collaboration with supply chain partners. As data maturity increases, so too will the ability to identify high-impact reduction opportunities and to support the broader ambitions of MTN Group’s Net Zero pathway.

Ongoing stakeholder engagement, capacity building, and process optimisation will remain central to this effort. As the initiative evolves, it will play an increasingly important role in embedding climate accountability across MTN’s operations and in shaping sector-wide progress toward sustainable value chains.

Overview


Reliable energy access remains a persistent barrier to digital connectivity in sub-Saharan Africa (SSA). Less than 1% of households have access to fixed broadband, and many mobile operators face frequent power outages, limited grid access, and rising operational costs due to fuel dependence. The region’s heavy reliance on diesel generators, exacerbated by rising fuel prices and frequent theft of equipment, makes mobile network operation challenging. 

These challenges undermine the delivery of essential mobile services and hinder broader progress towards the region’s sustainable development goals. Strengthening energy access for mobile networks has become a key priority in ensuring connectivity remains stable and inclusive.

Response


In response to these constraints, GSMA partnered with mobile operators, regulators, and policymakers across the region to explore the energy-related obstacles facing digital infrastructure. The resulting report, Energy Challenges for Mobile Networks in sub-Saharan Africa, provides an in-depth look at how energy insecurity affects the performance and expansion of mobile networks.

Angela Wamola, Head of sub-Saharan Africa at GSMA, emphasised the essential role of energy in enabling digital transformation across the continent. Recognising that mobile networks are a backbone of progress in SSA, GSMA has been at the forefront of advocating for innovative, low-carbon energy solutions to help operators overcome power-related barriers and ensure greater service reliability.

Impacts and achievements


The research and collaborative efforts have led to some positive outcomes in the region:

Deployment of renewable solutions: Mobile operators have increasingly turned to solar energy and battery storage solutions to maintain connectivity. In South Africa, operators have partnered with Eskom and the government to access renewable energy from independent power producers, improving reliability and reducing energy costs.

Improved policy environment: Countries like Kenya and Uganda have seen success in expanding access to energy, with Kenya now generating over 90% of its electricity from renewable sources. Namibia has positioned itself as a leader in solar energy development through effective policy reforms, attracting private investment.

Collaboration and cost-effective solutions: Mobile operators in South Africa have worked together, allowing them to jointly procure backup power and security. This shared approach has helped reduce costs and improve network stability.

Outlook


While significant progress has been made, energy insecurity remains a challenge across much of SSA. The GSMA continues to advocate for policy environments that support private sector investment in renewable energy and the expansion of mini-grids. These shifts will be critical to ensuring a stable, sustainable energy supply for mobile networks across the region. 

Ongoing collaboration among operators, government stakeholders, and energy providers will be key to unlocking further progress. With the right frameworks in place, energy reliability can become a catalyst for advancing both digital inclusion and climate resilience across sub-Saharan Africa.