Mulinge: Sustainability cannot be left to a department

What are the key highlights from this report that define MTN’s ESG journey?
The strongest highlight is that sustainability is becoming part of how we run the business, from network investment and climate action to inclusion, governance, partnerships and value creation.

Environmentally, we achieved a 45 percent reduction in Scope 1 and 2 emissions against our 2021 baseline, while our broader Scope 1, 2 and 3 emissions reduction stood at 50.3 percent. We also launched a solar project at our headquarters and are working towards our net-zero emissions target by 2040.

On the social side, we reached 24.2 million subscribers, supported digital and financial inclusion, invested Shs5.1 billion in corporate social investment, and strengthened inclusion across the organisation, with women representing 52.4 percent of our workforce.

Economically, MTN contributed Shs1.6 trillion in taxes, duties and levies, spent Shs1 trillion with local suppliers and invested Shs549.4 billion in capital expenditure.

Taken together, these results show a business that is building sustainability into growth, so that performance is measured not only by scale, but by how responsibly that scale is achieved.

How does MTN’s sustainability framework align with and accelerate Uganda’s broader National Development Plan and Vision 2040?
MTN’s sustainability framework aligns with Uganda’s development ambitions because connectivity is critical infrastructure for progress.

When we expand the network, deepen digital and financial inclusion, or support digital skills, we enable education, enterprise, public service delivery and participation in the digital economy. These outcomes are built into the purpose and design of the business.

Our four pillars, ‘Doing for Planet, Doing for People, Doing it Right and Doing for Growth,’ translate into practical priorities: affordable connectivity, financial inclusion, digital skills, gender inclusion, responsible business, local enterprise development, network investment and environmental stewardship.

That is why we see commercial growth and Uganda’s development as mutually reinforcing. Our role is to grow in ways that expand opportunity, enable enterprise, connect communities and support Uganda’s transformation. That is both the responsibility and the privilege of being a business of our scale.

How would you evaluate MTN’s maturity level in sustainability compared to the broader corporate landscape in Uganda?
I would not reduce sustainability maturity to a simple ranking, because sustainability looks different by sector. What is material for a bank differs from a manufacturer, a mining company, an oil and gas business or a telecommunications company.

For MTN, sustainability is linked to how responsibly we expand digital access, power and manage our network, protect customer data, govern technology, support inclusion, manage suppliers and contribute to national development.

The most useful test is whether we are holding ourselves to credible standards and building the systems to deliver against them. MTN Uganda has adopted IFRS S1 and S2 early, obtained independent assurance from EY, accounted for Scope 3 emissions across 11 categories, established a dedicated Sustainability and Shared Value function, completed a materiality assessment and integrated sustainability and climate-related risks into Enterprise Risk Management.

How does embedding an ESG culture transform the workplace value proposition and pride for employees?
Embedding ESG culture means making sustainability part of how employees think, decide and work every day, from serving customers and managing resources to protecting data, supporting inclusion and being accountable for the impact of their decisions.

When ESG becomes part of how people work, employees see that their roles contribute to something bigger than individual targets, whether through energy-efficient networks, trusted customer engagement, inclusive products or responsible use of data.

Our 2025 Group Culture Audit supports this. Across two survey cycles, 1,074 employees participated, and MTN Uganda recorded a sustainable engagement score of 92 percent. Every respondent said they were proud to work for MTN Uganda, while 99 percent said they were willing to go beyond their formal role to help the organisation succeed. That is the value of ESG culture: employees understand that how we deliver matters as much as what we deliver.

Some critics often view ESG as a cost centre. What evidence does this report provide that sustainability drives your financial bottom line and return on investment?
Sustainability and financial performance are separate. In our business, sustainability choices often build resilience, efficiency, trust and long-term competitiveness.

Network expansion creates access and grows digital demand.
Mobile money deepens financial inclusion while strengthening our fintech ecosystem. In 2025, mobile money transaction value rose from Shs158.6 trillion to Shs195.5 trillion, while loans disbursed increased from Shs1.5 trillion to Shs2.7 trillion.

KPMG’s True Value Assessment estimated that from 2022 to 2024, MTN created Shs34.9 trillion in value above reported profits: Shs17.1 trillion in economic value and Shs17.8 trillion in social value. For every Shs1 of financial profit generated, MTN created an estimated 22.4 times more value for society.

This is not a conventional ROI measure, but it shows that business value is not captured fully by profit. A strong business should create value for shareholders and society.

Is investing in sustainability still negotiated as a business expense, or is it now firmly integrated as a non-negotiable licence to operate?
Sustainability is now part of the operating model. It informs investment, network resilience, customer protection, people, governance, performance monitoring and risk management.

That does not mean every initiative is approved without scrutiny. Like every business investment, it must be disciplined and demonstrate value.

The question has, therefore, moved from “What sustainability initiatives should we fund?” to “How do we design a business that is sustainable,  inclusive and valuable over the long term?” That places sustainability in the business model, the boardroom and the daily choices that determine the company’s future.

What are the challenges MTN faces when executing these sustainability goals in the local market?
The first challenge is the cost and complexity of transitioning a large telecommunications network towards cleaner, more efficient energy. We operate extensive infrastructure, so this requires significant investment.

We also face physical climate risks, evolving regulation and the challenge of managing sustainability across our value chain. In 2025, 70 percent of our top suppliers by spend had pledged to our net-zero commitment.

Affordability and digital inclusion are also critical. We must expand access while ensuring connectivity and digital services remain meaningful for people across income groups and geographies.

Looking ahead, what are the next major frontiers or targets on MTN’s sustainability roadmap?
Our next phase is linked to Ambition 2030, with connectivity, fintech and digital infrastructure at the centre. We are asking how technology can expand inclusion, strengthen resilience, protect trust and create shared progress.

Environmentally, we are pursuing our net-zero emissions target by 2040, with emphasis on renewable energy, energy efficiency, waste management and water conservation.

What is your advice for other corporates regarding sustainability ownership?
Sustainability cannot be delegated to a department. It must be owned by the entire business, starting with the board and executive leadership.

Companies should identify the issues that are genuinely material to their business, measure their impacts honestly, set clear targets and report progress transparently.

The businesses that will remain relevant are those that create lasting value for shareholders, communities and the society that makes their success possible.