2013 05 - mtn ng investor day nigeria

8/13/2019 2013 05 - MTN NG Investor Day Nigeria

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MTN Nigeria

Analysts Presentation

May 2013


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MTN Nigeria

CEOs Overview


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MTN Nigeria Management Team

Brett GoschenChief Executive Officer

Amina OyagbolaHuman Resources

Executive

Charles MolapisiChief Information

Officer

Babatunde OshoChief Enterprise

Solutions Executive

Wale GoodluckCorporate Services

Executive

Andrew BingChief Financial

Officer

Lynda Saint-NwaforChief Technical

Officer

Larry AnnettsChief Marketing

Officer

Akin BraithwaiteCustomer Relations

Executive

Helene HeslopGM, Business Risk

Management

Omatsola BarrowSales & Distribution

Executive


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Country Overview

MTN Nigeria Corporate Profile

2012 Performance Review

Looking Ahead

Contents

4


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Country Overview

Population 161m Market sizing 141.9m (2014) Population Penetration 38%Penetration into Addressable

Market 73%

Economics

GDP per capita (US$at PPP)Source: NBS

US$1,490

InflationSource: CBN 8.6%

Commercial banks'prime lending rateSource: CBN

16.6%

Exchange rateSource: CBN

LC/USD = 157.31

Demographics

LanguageEnglish, several locallanguages

Major Religions Christianity and Islam

KanoMaiduguri
http://www.google.com.ng/imgres?imgurl=http://www.33ff.com/flags/XL_flags/Nigeria_flag.gif&imgrefurl=http://www.33ff.com/flags/worldflags/Nigeria_flag.html&h=240&w=360&sz=2&tbnid=gjh_ikwDWc7pfM::&tbnh=81&tbnw=121&prev=/images?q=nigerian+flag&hl=en&usg=__mjt2gcCi1ZWEcfOsk3no8btkigY=&ei=XkPLSfbBLparjAed6vjOCQ&sa=X&oi=image_result&resnum=3&ct=image&cd=1


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Environment Scan

Infrastructuresharing

Political instability Challenges in the relationship between the executive and the legislature arm of government partly due to

disagreements over national budget planning and implementation.

Incidence of insecurity, widespread flooding and other socio-economic issues. Criticism of government security, infrastructural development and job creation.

Political

Review of the 2009 Interconnect Rates which fixed asymmetric interconnect rates in favour of newentrants and imposition of Off-net price cap of N4 for SMS

NCC fined Telecoms Operators over Poor Service Quality and promo bans now lifted for all operators Number Portability commenced in April 2013 Subscriber registration cut-off date announced 30thJune

MTNN declared Dominant Operator in GSM and Leased lines with Glo

Regulatory

High inflation rate prevailed for most of 2012 period after the removal of fuel subsidy, which saw 50%

increase in pump price of petrol at the opening of the year. Consistent focus on price stability, fiscal consolidation and prudence by the monetary and fiscal authorities Relative stability in domestic interest rates compared to the previous period with sharp volatility during

the third quarter of the year. External reserve closed at $44 billion while Nigeria bonny light crude remained above $100 per barrel for

most of the period

90- day NIBOR averaged 14.02% in 2012 compared to 13.94% recorded in 2011 Monetary policy rate (MPR) remained stable at 12% throughout the period

Economic

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GSM Competitors December 2012

MTN Airtel Glo Etisalat

Launch date 2001 2001 2003 2007

Subscribers 47.4m 19.6m 18.8m 13.9m

Market share 47.56% 19.62% 18.88% 13.93%

ShareholdersMTNI (78.8%)Private (21.2%)

Airtel (79.1%)Private (20.1%)

100% localshareholding

EMTS (40%)Mubadala (30%)PTHL (30%)*

* Premium Telecommunications Holdings Limited (PTHL), a special purpose vehicle which holds the interest of Nigerian investors inEtisalat. PTHL offered 35 million shares (17.5%) for sale via Private Placement in March 2009

Strategic focus and positioning

MTNNEstablished market leader in volume and value terms based on strong brand, segmented value propositions and PanNigerian network coverage.Innovation leader with consistent market advantage on new products and services. The brand has driven key marketmilestone E.g. first prepaid Blackberry in Africa, DStv Mobile, Magic Voice etc.

AirtelThe price leader and has led major market disruption since its entry in 2010, with a 60% reduction in headline tariff.Aggressive data focus with 3.5G network in all the 36 major cities/state capitals in Nigeria.

EtisalatPioneered flat/unitary tariff as a late entrant and has consistently leveraged this for growth and market attraction.Perceived as offering the best data experience, both on small and large screens Pan Nigeria

GlobacomOffers the lowest rate in the market, with on-net CUG rate that is as low as N3/min (2 cent/min.)Has established itself as a truly Nigerian brand with strong local appeal and reinforced by localized propositions e.g.Ofala SIM (a unique price plan created for a local festival in the Eastern part of Nigeria)


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MTN Nigeria Shareholders and Board of Directors

MTN Nigeria

Individual localshareholders

MTN Group

Shareholdersthrough privateplacement(OTC)

78.83%

8.73%

12.44%Audit and Risk Management Committee

F Jakoet (Chairman) (INED)*

MTN Reps

N Patel

Non-executive Directors

B Folawiyo

Board of directors

P Dozie (Chairman)

MTN Reps

R S DabengwaN Patel

P NormanJ Desai

Executive Directors

B Goschen (CEO) A Bing (CFO)

Non-executive Directors

P DozieM S BelloA DasukiB Folawiyo

V OdilliG OyebodeF Jakoet (INED)*

** Including Shanduka

**

*Independent Non- Executive Director


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Radio Network Rollout


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Network Coverage


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Data Coverage


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Subscribers/ARPU/Revenue

Net Additions

Market Share

Capex / BTS Rollout

Data

2012 Performance Review


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30 827

38 66941 641

47,44051 295

12, 11 9.8 8.7 7.8

Dec-09 Dec-10 Dec-11 Dec-12 Mar-13

MTNSubscribers

('000)ARPU (USD)

Launched Aug 2001Market share 49.7%

(Q1 13)Population 161m Market sizing 141.9m (2014) Penetration 64%

4 261 4 230

1,872 1,543

3 854

3 489 3 612

1,101

4,257


H2 H1

5,800

7,750 7,842

2,973

Significant increase in net additions

Attractive segmented value propositions

Significant field activities driving activations

Effective churn management

Aggressive competition in Q4

Continued growth despite promo ban

Improving Network Quality

Improved brand perception

ARPU declined 8.1%

Marginal ARPusstill above $6 Continued intense competitive pressure on

tariffs

Nigeria- operational highlights

Net additions(000)

Subscribers(000)/ARPU ($)

Outgoing MOU 53 48 55 70

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MOU / ERM (USD) Trend

Mar-12 Jun-12 Sep-12 Dec-12 Mar-13

MOU 2 556 2 866 3 637 3 953 4 716

ERM 0.123 0.09 0.07 0.067 0.062

MOU ERM


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Average Daily Revenue (NGN m)

Average daily revenue

Average daily rev


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Capex as % ofrevenue

30.3 13.8 16.7 30.3

Rollout achievements for 2012

successfully implemented a large networkswap and modernisation programme

Achieved 108% of 2012 CapitalisationTarget

1,175 3G BTSs rolled out

Achieved 100% WACS availability and

WACS alternate (out-bound) DCNimplementation

Power equipment upgrades / optimization /replacement at switching centres, BTS, Fibre

and other high priority sites across the

country

Rolled out 682 BTS (2G & 3G sites) in Q12013

Nigeria- infrastructure highlights

180

96129

258

79


1 220

1 984

983

2 589

682


BTS Rollout

CapexNGN (billion)

18


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Network Infrastructure

Network Infrastructure Dec-11 Jun-12 Dec-12 Mar-13

2G BTS Sites (Cumulative) 7,046 7,600 8,457 8,905

3G BTS Sites (Cumulative) 2,074 2,636 3,250 3,481

Number of km of fibre rolled out (Cumulative)

Backbone Metro (Cumulative) 9,077 9,169 9,738 10,432

Fibre to site (Cumulative) 152 152 1,513 1,551

BH Erlang carried by the Network 596,554 557,511 779,194 785,557


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Aggressive Network rollout 2G and 3G

Creating a distinct customer experience at all touch points

Continued acquisition drive

Effective churn management

Driving local content in Apps

Cost effectiveness and Efficiency

Looking Ahead


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MTN Nigeria

Financial Overview


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Trend of Key Performance Matrix

Revenue (N'bn) Costs Nbn (COS+Opex) EBITDA Nbn

Data Revenue (Nbn) Net Connections (millions) RGS (millions)


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Trend of Key Performance Matrix (Contd)

Market Share Outgoing MOU (millions) Incoming MOU (millions)

BTS Additions Capitalisation (N'bn) ERM (N)


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Revenue and Operating CostNGN bns

2012 2011 % ChangeFY11 VFY12

2010 2009 2008

Airtime and Subscriptions 537.9 595.6 (9.7%) 580.8 493.6 370.9

Interconnect 92.3 91.7 0.7% 59.4 72.0 62.2

Data 105.8 59.6 77.5% 40.9 22.6 15.8

Others 17.5 11.1 57.7% 10.7 8.1 6.4

Total Revenue 753.6 758.0 (0.6%) 691.8 596.2 455.3

Cost of Sales 153.0 135.8 (12.7%) 121.4 119.2 90.0

Operating Expenses 160.9 154.1 (4.4%) 134.5 124.6 100.7

Operating Cost 313.9 289.9 (8.3%) 255.9 243.8 190.7

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Effective Rate per Minute

N34.70

N28.10 N28.21

N22.20

N14.98

2008 2009 2010 2011 2012


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Monthly & Average Daily Revenue (NGN bns)

Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12

Monthly Revenue

Others Data Interconnect Airtime and Subscriptions

Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13


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Interconnect AnalysisNGN bns

62.272.0

59.4

91.7 92.3

41.049.6

38.6

49.0

66.8

0.0

20.0

40.0

60.0

80.0

100.0

2008 2009 2010 2011 2012

Interconnect Revenue Interconnect Cost

23.726.0 24.6

46.9

30.2

FY'08 FY'09 FY'10 FY'11 FY'12

Net Interconnect Revenue (N'b)


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Operating Expenses Analysis

42.1

17.2

33.8

18

50.1

38.9

19.6

33.6

19

43.3

Facilities Marketing Prof Fees Maintenance Others

2012 (NGN 161bn) 2011 (NGN154bn)

Facilities cost

15% increase in the number of integrated sites

and >100% growth in number of Hybrid sites

Marketing costs

Decline due to costs saving measures

implemented in FY12 i.e. lower rates from

Vendors (for instance media agent fees and

football sponsorships) as well as reduction inthe number of sponsorships carried out

Maintenance costs declined due to increase in the

number of colocation sites in 2012 and other cost

saving measures adopted by the business

Others increased due to growth in Staff Costs

(16%) and Leased Circuits (30%). The growth in

Leased Circuit was due to increase in volume of

data traffic which led to 127% growth in the total

number of E1s (2,300 in FY11 to 5,217 in FY12)

Total OperatingExpenses


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Fuel Usage & BTS Additions Analysis

142.4

153.7 151.8

137.3

112.4

2 214

1 620

1 984

983

2 589

2008 2009 2010 2011 2012

Litre (m) BTS ADDS


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EBITDA declined by 6% between 2011

and 2012 due to:

Intense competitive pressures in the industry

leading to decline in tariffs (ERM decreased by

33% over the period)

High volume of freebies to subscribers

Security risks in Northern Nigeria as well as

floods in various parts of the country which

impacted sales and usage

Tariff reduction and growth in subscriber base

during the year resulted in an increase of off-

net MOU and as such interconnect costs

EBITDA and key drivers

N468bN440b

62%

58%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

50

100

150

200

250

300

350

400

450

500

2011 2012

EBITDA EBITDA margin

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Tax Reconciliation

Material reconciling items:

Effective tax rate reconciliation 27.1%

Companys Income Tax 30.0%

Education tax 2.8%

Expenses not Allowed 2.6%

Investment allowance relief (2.0%)

Prior year Tax Overprovision (2.0%)

Exempt Income (FGN Bond) (4.3%)

43%

32% 32% 32%

27%

Dec-08 Dec-09 Dec-10 Dec-11 Dec-12


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Statement of cash flowsNGN bn

2012 2011 2010

Net cash generated from operations 456 504 440

Taxation paid (103) (61) (50)

Cash inflows from operating activities 353 443 390

Acquisitions of PPE (228) (127) (96)

Proceeds from sale of PPE (42) (5) 4

Other Investments 130 (156) (3)Interest received 34 13 6

Cash outflows from investing activities (107) (275) (89)

Proceeds from borrowings 65 43 10

Repayment of borrowings (96) (20) (17)

Dividends paid (239) (221) (166)Interest paid (48) (33) (28)

Cash outflows from financing activities (318) (231) (201)

Net movement in cash and cash equivalents (71) (63) 100

Cash and cash equivalents at the beginning of the year 107 170 70

Cash and cash equivalents at the end of the year 36 107 170

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Average Exchange Rate

15

30

0

40

80

120

160

200

2005 2006 2007 2008 2009 2010 2011 2012

USD:NGN ZAR:NGN Rates are year-end rates

USD:NGN rate has witnessed a lot of fluctuation over the years. The CBN is howevermaking significant efforts to ensure stability of the NGN


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Interest Rate & Inflation Rate

-

5.00

10.00

15.00

20.00

2008 2009 2010 2011 2012

Annual Interest rate (%) Annual Inflation Rate (%)


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Funding Structure

$1.2bn and $900m term loan facilities (Indexed on NIBOR plus Margins) 6.5 years tenor

Repayable in 9 equal semi-annual installments from November 2015 November 2019

US$300m term loan facility (Indexed on LIBOR plus Margins)

6 year tenor

Repayable in 10 equal semi-annual installments from October 2014 April 2019

US$200m foreign currency buyers credit for purchase of Huawei equipment (Indexed on LIBOR plus Margins)

5 year tenor Repayable in 7 equal semi-annual installments from June 2012 June 2015. Outstanding Bal: US$188 (Apr.2013)

US$250m foreign currency term loan facility linked to Ericsson equipment purchases (Indexed on LIBOR plus Margins)

95% Comprehensive cover provided by EKN of Sweden

5 year tenor

Repayable in 8 equal semi-annual installments as of Dec 2011 Jun 2015. Outstanding Balance: US$150m (Apr.2013)

US$300m foreign currency buyers credit for purchase of Huawei equipment (Indexed on LIBOR plus Margins)

6.5 year tenor

Repayable in 9 equal semi-annual installments from July 2015 December 2019

US$300m foreign currency term loan facility linked to Ericsson equipment purchases (Indexed on LIBOR plus Margins)

95% Comprehensive cover provided by EKN of Sweden and funded by SEK to the tune of US$100m

6.5 year tenor

Repayable in 12 equal semi-annual installments from February 2014 to August 2019

Net debt: EBITDA Not more than 2.5x EBITDA: Net interest payable - Not less than 5.0x

MTN Nigeria has a loan portfolio with a consortium of local banks and foreign banks

Restructured &Additional LocalCurrency Facility

Old Buyers CreditFacility

New Foreign LoanSyndication Facility

Loan Covenants

Old ECA-BackedFacility

New ECA-BackedFacility

New Buyers CreditFacility


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May 2013

Topical Regulatory Issues


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Overview of Nigeria Regulatory Landscape

Background

Historical stable regulatory environment

Policy direction provided by the Ministry of

Communications Technology; Regulatory

oversight provided by Nigerian Communications

Commission (NCC)

Political, legislative and environmental factors

exert pressure on Regulator

Largely consultative approach to industry

regulation; but we note increasing political and

consumerist influences Quasi-regulators (CPC, NESREA, NLRC) and

other ecosystem issues create the problem of

overlapping (multiple) regulation and taxation.

Politicalinfluences/tensions

Ongoing securitychallenges

Infrastructure Deficit(power, transmission,

roads)

Dependencies

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Licensing & Spectrum Issues

Snapshot of MTN Licenses

License Year of issue Term ExpiryDate

DML 9thFeb 2001 15yrs 8thFeb2016

UASL 1stSep 2006 15yrs 31stAug2021

2GHzSpectrum

1stMay 2007 15yrs 30thApr2022

WACS 1stJan 2010 20yrs 31stDec2030

Unified Licensing framework in operation. Review of licensing structure anticipated Focus on competition compliance designation

of dominant operators and move to prescribepricing principles.

Also amplified enforcement of colocation/infrastructure sharing obligations.

Spectrum

Spectrum allocation : auctions the preferred allocation model

MTN allocations 900MHz, 1800MHz, 2100MHz & 3.5Ghz utilized for 2G, 3G and WIMAX servicesrespectively

Key challenges are availability of spectrum, bandwidth sufficiency and interference issues.

Present utilization remains key consideration vis--vis potential for refarming to maximize efficient

usage; LTE trials ongoing on 1800MHz band pending availability of desired 2.6GHz & 800MHz bands

Potentials for spectrum reorganization vis--vis Digital Dividend & 4G/LTE Spectrum; definitive

roadmap for analog-digital migration remains unclear; converged regulator possible.

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Licenses


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Overlapping/Multiple Regulation & Taxation

Drivers:

Revenue generation Turf wars Cash Cow / Golden

Goose perception Quick-win opportunity CSR enforcement

Protagonists

Antagonist

Increased operational costs

Limitations on ability to generate revenue

Revenue losses from idle/sealed sites

Ripple effects: unhelpful precedents

Detriment on QoS and sanction exposure

Destabilizes network budgeting & createsrollout delays

Features

Overlapping MDAs = duplicated jurisdictions/charges

Illegal taxes & Levies

Creation of local & State versions of federal taxes

Taxation without legal basis/spurious instruments

Arbitrary increase of existing taxes & levies

Illegitimate audit & assessment fees

Informal militant/community demands

Impacts

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Broadband Policy Multiple approaches in executive and regulatory proposals:

Presidential - 360 coverage of issues, inclusive industry engagement, due consideration

of existing investments NCC focused on infrastructure and competition regulation. Both approaches now being harmonised.

MTNs focus: Harmonization/alignment of the 2 paths Maximising the opportunity for Government support to provide broadband enablers Preventing any attempt to expropriate investments; mitigating against prejudicial

implementation.

Policy Developments

ICT Policy Ongoing development of holistic ICT industry policy to provide basis for proposed sector

convergence and transformation strategies ICT Policy thrust to render Nigeria a true knowledge society with significant opportunities

for growth especially in data space. MTNscurrent efforts thus invested in bringing ICT Policy to fruition as early as possible

Convergence Expectations Proposals for merger of telecoms and broadcasting regulators to harmonize spectrum

administration across sectors and aid seamless harvest of Digital Dividend spectrum. MTN expects speedy implementation of convergence to harness the gains of LTE spectrum

availability especially the desirable 800MHz band now occupied by broadcasters.

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Emerging Trends

Critical Infrastructure Protection Concerted industry efforts on two fronts:

Secure formal declaration of telecoms infrastructure as Critical NationalInfrastructure (CNI)

Actualize Critical Infrastructure Protection Legislation

Ministerial buy-in at executive level to fortify telecoms infrastructure.

Proposals for Mandatory Listing

The industry has recently come under pressure for public listing on the NSE

Explored the opportunity In this event all operators would be expected to comply Challenges to consider: profit history of operators, dominance and market size

28%

72%

Regulatory Sanctions to

Date

1st 10 yrs

Last 2 yrs

Competition Regulation

NCC continues to scrutinize and apply both ex-ante & ex-postmeasures to the telecoms market to achieve balance leading to declaration of significant market power/dominance

in defined markets and consequential action.

Regulatory Approach: MTN continues to manage regulatory overtures which are

influenced by consumerist considerations/heavy political andother pressures.

MTN and Industry continue to promote industry self-

regulation/light touch regulation48


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MTN NigeriaMarketing Presentation to the Analysts

Agenda


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g

Competitive landscape

Q1 Performance Highlight

MTR reduction and MNP : Strategic Response

2013 Strategic Theme and Initiatives

Aggressive data drive

VAS/Product Innovation

Churn/Dormancy Management

Agent Banking :Mobile Money

Segmented Value proposition 52


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Competitive Overview: Jan- March 2013


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Competitive Overview: Jan March 2013

Globacom

Airtel Nigeria

Etisalat Nigeria

Globacom impacted the data market with 7-in-1 inclusive data plus device proposition (discounteddevice between 15-25% free 200-500MB instant data on activation, ongoing free data of 200MB for 12months, low tariff CUG numbers (9K to 9 numbers), Special No rate (2k), flat rate of 18k to all networks andunlimited download for a week!

Launched 2 new price plans with 40% reduction in offnet rates (Glo Hi Flier and Glo Talk Free N10.80)

Leverage its 10thanniversary to relaunch with a new pay-off UNLIMITED , with clear pre-MNP innuendo.

Strategic government /Public sector proposition (25,000 CUG for LASG staff , 100,000 CUG Police CoopCominitiative)

Despite regulators' ban and continued to leverage 9x bonus for growth.

Medium value multi-simming drive, as a source of secondary growth with discounted Samsung Duo bundleoffer.

Enhanced data strategy (Samsung Hero series and HTC Window phone), bundled with on-net calls, SMSand dataand relaunched its Smartbyte unitary tariff (N12 to all networks after 250MB data)

Aggressive data proposition with highly publicised Free 2G for 3G/month offer.

Launched premium rates first 2-minutes tariff , with advantage of discounted flat rate per day (EasyPlan atN12)

Aggressive below-the-line with 20% bonus of total cumulative spend per month

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MTN gained ~2.14% subscriber share through effectivedormancy management initiatives and targeted penetration of


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Glo-Mobile

1 3 9 3 1 3 5 2 1 3 3 1 1 3 9

4 7 5 6 4 8 8 3 4 9 2 8 4 9 7

1 3 6 43 5 63 7 3

4 7 8 28 67 9

Mar 13

17 80

19 40

Feb13

18 01

19 40

Jan13Sep12

19 74

18 63

18 31

19 33

Dec 12

18 88

19 62

Nov12

19 39

19 15

Oct 12

19 57

18 80

EMTSAirtelMTN

dormancy management initiatives and targeted penetration offirst timers (with attractive proposition)

57

Competitive offers for new entrant and seasonalityi t d G ti th H MTN


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%Gross Connection

growth Sept '12 Oct '12 Nov '12 Dec '12 Jan 13 Feb '13 Mar '13

MTN 17% -1% 2% 17% -1% -11% 15%

%Gross Connectiongrowth Sept '12 Oct '12 Nov '12 Dec '12 Jan 13 Feb '13 Mar '13

GC 2013YTD

MTN 1,763,293 1,751,162 1,788,507 2,096,710 2,070,466 1,836,004 2,111,507 6,017,977

impacted on Gross connection growth. However, MTNmaintained 32.5% lead on YTD average vs others.

The growth decline observed in January is synonymous with a new year (average holiday of 3-

5days) and February decline is as a result of number of days of the month (28 days).

*We estimate Gross Connections for other operators as the new sims that appear on the MTNN network for the first time in the last 180days. i.e. An operators sim thatmakes/receive an activity on our network for the first time in 180 days is taken as a new connection for that Operator. 58

Market share drivers in the month : MTN has 56% share of first-timers (a 9% point growth from Nov12) and has maintained a


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timers (a 9% point growth from Nov12) and has maintained astable figure amongst the multi-simmers

Sep2012

Oct2012

Nov2012

Dec2012

Jan2013

Feb2013

Mar2013

% new connections

with previous SIM 68 74 66 65 68 65 63

% new connectionswith NO previous SIM

32 26 34 35 32 35 37

MTN share within the% new connectionswith NO previous SIM

59 54 47 47 52 55 56

MTN Share amongst first-timers

MTN Share amongst multisimmers

Multisimmers continue to be the largest contributors tonew connections

The prevalence of high-end and branded multiple SIMdevices from established OEMs like Samsung , LG and

Nokia. This is giving fresh impetus to multisimmingbehaviour and making it more attractive to the highvalue segment.

MTN leads on share of first timers (9 percentpercentage growth from Nov. 2012) and have sustainedits share amongst multisimmers through attractivepropositions.

MTN Airtel Glo EMTS

Nov-12 17 31 18 34

Dec-12 16 33 18 33

Jan-13 16 33 19 32

Feb-13 17 32 20 31Mar-13 17 34 22 27

MTN Airtel Glo EMTSNov-12 47 25 13 15

Dec-12 47 26 12 15

Jan-13 52 25 11 12

Feb-13 55 23 11 11

Mar-13 56 23 11 10

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MNP , MTR and Dominance Operator statusMTNs strategic response

60

MTN Nigeria MNP Go to market strategies


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MTN Nigeria MNP Go-to-market strategies

4 3

21

CAPTURE

ENTICEPROTECT

RETAIN

Existing Customers

DEFENSIVE STRATEGY

New Customers

OFFENSIVE STRATEGY

PreMNP

PostMNP

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Mobile Number Portability: MTNs strategic thrust


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MNP is minimal in a highly multisimmingmarket, as customers can maximize the bestoffers per operator.

MNP has had limited impact in most markets,usually observed as another competitive

event, without being a disruptor.

Churn experiences a marginal increase duringthe year MNP is introduced, however itreturns to close to pre-MNP levels in the nextyear or two.

Reasons for porting includeprice seekersand quality seekers, and a significantnumber of porting processes are abandoned.

Position MTN as the ultimateporting destination, buildingon the established marketcredentials and positivebrand equity

Minimise the risk of net loss

that is traditionallyassociated with theincumbent/market leader

Leverage the opportunity fornew acquisition, building onMTNs coverage andincreasingly positive value

perception, linked to itslarge-community on-netadvantage.

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MTN has just launched the most impactful MNP campaign:ti ffi i t hi ldi ff t d iti b d ffi it


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Positive 81

Neutral 11

Negative 8

Brilliant, ingenious, Disruptive, WoW 42

Biggest coup in Marketing 88

There is so much to Saka with the dance

steps 4

I dont like MTN, but I will not port because

of this great ad 6

Porting is not about advertising, fix your

network 9

Failure of Etisalat Marketing management 6

A clearer understanding of the meaning ofporting 4

MTN remains the clear leader, irrespective

of its challenges 4

Others 22

Social Miner Audit of 14,121 commentson all social networks 24th April and May

4th2013

Over 120,000

unpaid views onYouTube!

Has generatedover 7,200earned uniquecontent viareports intraditionalmedia, radiocommentary,

blog anddirect/indirecttagging.

creating sufficient shielding effect and positive brand affinity

Disproportionate reduction in MTR by 40.2% vs 25.5%i D 2009 ith l t di i k f l i


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in Dec 2009, with low-to-medium risk of value erosion

The new glide path starts on 1 April 2013, and runs until 30 March 2016, with a 40.2% downwardadjustment, with a further 10.2% and 11.7% between 2014 and 2015 respectively.

Sep '06 Dec '09 Dec '10 Dec '11 Dec '12 Apr '13 Apr 14 Apr 15

EstablishedMNO 11.00 8.20 8.20 8.20 8.20 4.90 4.40 3.90

New andSmall

operators 10.20 9.80 9.00 8.20 6.90 5.20 3.90

MTN ERM 35.04 28.64 28.59 18.19 10.56

Decline inMTR 25.5% 40.2% 10.2% 11.4%

Decline inERM 18.3% 41.9%

64


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2013 Marketing Goals & High Level Execution Strategy


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66

g g gy

2013 Goals & Objectives

Deliver 7.0m net adds

Recapture market share in urban/city areas particularly Lagos by improving capacity and QoS anddeveloping compelling propositions for HV customers

Develop regional market approach to customise propositions and distribution channel management by area

Develop MTN Zone concept as key competitive differentiator

Anticipate MNP arrival and incentivise HV customers so they do not use MNP arrival to churn

Develop Multi-SIM approach that ensures MTN SIM is primary and multiple slots in Multi-SIM devices areavailable to MTN SIMs

Develop mobile money proposition to achieve sustainable base

Grow data revenues particularly encouraging use of 3G network

Introduction of churn management campaigns


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Aggressive data growth

67


68/148

Data Users Vs. Average Usage (MB)


69/148

9.02 8.70 9.15

12.82

14.30 16.1417.31

19.73

22.81

12.7815.97

13.62

24.17

40.41

49.13 48.1746.75

56.51

0

10

20

30

40

50

60

-

5

10

15

20

25

Q111 Q211 Q311 Q411 Q112 Q212 Q312 Q412 Q113

Millions

Data users Average Usage (mb)

Data Users:Q42011: 12.82M

Q42012: 19.73M

Average usage/user increasing with data user growth and congruentwith increasing adoption of low/medium value smartphones andlifestyle contents (social media, e-learning and online shopping).

69

High Growth potential of Smartphones: Growing subscriberbase and ARPU


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base and ARPU

Smartphone Vs. Non-Smartphone

Smartphone users ARPU is a reflection of the expanded services and contents thatthe devices provideOn-the-go lifestyle and opportunity for real-time social networking, productivitytools and entertainment content are driving incremental data consumption

Smartphone

9%

GPRS

34%

2G

57%

Subscriber Base by Phone

54% increase in smartphone

customers between Q112and Q113

70


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72/148

VAS/Data and Product Development

72


73/148

MTN SDP


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Service Delivery Platform

Dec 2012MTN MagicVoice service

Jan 2012:MTNmHealthservice

March 2012Iroko TV NewsAlerts, Fashion& Beauty

Feb 2012:MTN FootballAlerts service

The Service Delivery Platform provides service creation,service deployment and administration services.

Introduced in Q4 2012, MTN Nigeria has commercialised 7key 3rdparty content services on the SDP

Effective (fast and efficient) support for development and deployment ofwide variety of new services provided by 3rdParty Providers (including OTT),using standard interfaces

Rapid response to constantly evolving service requirements Optimization of MTNs operational processes, leveraging opportunities for

scale

Provides MTNN with the platform to rapidly syndicate & billcontent,applications and services over multiple bearers including multimedia, SMS,USSD, IVR, airtime & mobile money payments

Multiple charging models to stimulate adoption: One off, promotional,auto-renewable subscriptions, fallback and micro-billed charging models

All of the above reflect the market needs for speed and charging flexibilityto suit a wide variety of customers

MTN Zone


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RGS 30 (Million)

RGS 90 (Million)

New Subscribers

Oct2012

Nov2012

Dec2012

Jan13

Feb13

Mar13

Oct2012

Nov2012

Dec2012

Jan13

Feb13

Mar13

Pricing minutes innovatively based on location


76/148

MTN Churn vs. Average Industry churn : MTNmaintained churn that is significantly below industry-


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maintained churn that is significantly below industrywide average

Mar '12 Apr '12 May '12 June '12 July'12 Aug'12 Sept'12 Oct'12 Nov'12 Dec '12 Jan13 Feb '13 Mar '13

MTN Industry

77


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Mobile Money Agent Banking

78

Mobile Money Update CBN Engagement


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Registration to new customers on the Mobile Money platform was suspended in

December 2012.

We have had series of engagement with both the regulatory authority (CBN) and ourexisting partners.

From our engagement, the key concerns of the CBN were;

1. MTN brand was too dominant

2. MTN Appeared to be running a different Mobile Money schemes, since wewere advertising a different access/USSD code from our partners

3. They also requested that we harmonize our databases with our partners.

The business has consequently engaged our various Partners to implement these

recommendations.

79

Subscriber Performance


80/148

80

In Sept 2012, therewas a trade launchacross key cities. In

addition toATL/CLM/and BTLactivities

This accounts for thespike in figures acrossall activities from themonth of September.

Growth in MM

Subscriber numbers by212% post launchbetween Septemberand December 2012.

There was a 45%increase in transactingsubscribers betweenDecember 2012 andFebruary 2013

The Drop in Decembercame as a result ofregulatory concernswhich inhibited furthercustomer registrations


81/148


82/148

Our Structure

Our Strategy

Our Performance

Our Readiness

Our Priorities

82

Sales & Distribution Structure


83/148

Sales &

DistributionExecutive

BusinessDevelopment

Sales Logistics &Distribution

Sales Support &Financial Control

Explore growthopportunities

Alignment withkey strategicobjectives

Cross functionalsynergy withstakeholders

In fieldexecution

Customermanagement

Feedbackmanagement

Ensure end-to-end distributionof all productsfrom the CWH tothe 22 B2Bs

inventory acrossthe country

Trade partneraccount set-upand stockordering bankconfirmation andorder release

TP credit,commission andcompensationmanagement

83

Three Regions


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84

Each region has its dedicatedregional sales anddistribution team headed bya senior manager

SOURCE: MTN Nigeria

Ekiti

Imo

Crossriver

Ebonyi

Enugu

Jigawa

Kaduna

Kano

Katsina

Kebbi

Kogi

Kwara

Niger

Sokoto

Bauchi

Benue

Nassarawa

Plateau

Borno

Adamawa

Taraba

YobeZamfara

AkwaIbomBayelsa

OgunOndo

Osun

Oyo

Rivers

LagosEdo

Delta

Gombe

Federalcapitalterritory

Ana-mbra

Abia

Lagos/Southwest Region

NorthRegion

EastRegion

Eight Sub- Regions


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SOURCE: MTN Nigeria

Ogun

Lagos

Ekiti

Kwara

Ondo

Osun

Oyo

Edo

Imo

Ebonyi

Enugu

Benue

Delta

Ana-mbra

Crossriver

AkwaIbom

BayelsaRivers

Abia

Jigawa

Kano

Katsina

Kebbi

Sokoto

Zamfara

Kaduna

Kogi

Niger

Nassarawa


Bauchi

Plateau

Borno

Adamawa

Taraba

Yobe

Gombe

North

West

SouthWest

Lagos2

South

South

North

East

North

Central

SouthEast

Lagos1

Ekiti

ImoCrossriver

Ebonyi

Enugu

Jigawa

Kaduna

Kano

Katsina

Kebbi

Kogi

Kwara

Niger

Sokoto

x

Bauchi

Benue

Nassarawa

Plateau

Borno

Adamawa

Taraba

YobeZamfara

AkwaIbom

Bayelsa

Ogun Ondo

Osun

Oyo

Rivers

Lagos Edo

Delta

Gombe


Ana-mbra

Abia

The 3 regions are further divided into 8 sub-regions comprising of 2 to 7 territories depending

on market size 85

Trade Partners,B2Bs and Service Centres


86/148

2

2

3

2

2

2

2

2

3

41

5

143

45

1

4

2

3

54

3

3

111

1

3

4

4

3

3

19

2

5

B2B=21

Central warehouse =1

Trade Partners=120

Service Centres=16

86

Route to Market


87/148

MTN

Indirect

Traditional

TradePartners

DSA New

Dawn

TP OutboundSales

Subtrade

partners

Bizliftmembers

NonTraditional

Conveniencechannel

members

MMSuperAgents

MMRetailAgent

Sim RegAgencie

s

DataTrade

partners

Direct

ServiceCentre

Connectstores

Connectpoints

End Users 87


88/148

Our Structure

Our Strategy

Our Performance

Our Readiness

Our Priorities

88


89/148

Strategy Pillar


90/148

CustomerEngagement

Attract, nurture and retain Nigerias best S&D talent.

Manageregulatoryuncertainti

es andfight unfaircompetitio

n

To drive sustainable growth through execution excellence, superiorcustomer experience and expanded distribution coverage

Experience

Customer Acquisition

Winning at Retail

Outlet Classification

Loyalty Programs

1

3

2

4

Raise thebarrier toentry for

competitionin the trade

channels

90

Customer Engagement


91/148

363 Walk In Centres (17 ServiceCenters, 256 Connect Locations, 90New Dawn shops)

2,500Mobile Sim Registration andActivation Agents providing increasedsubscriber foot prints.

600Trade Partner Outbound SalesTeams driving increased pull strategy atretail.

104 MDCC (MTN Direct ConsumerContact) agents actively engagingpotential subscribers.

MTN PARTNER NEW DAWN SHOP RETAIL OUTLET_MTN KIOSK

MTN PARTNER BRANDEDOUTBOUND TEAM 91


92/148

Customer Engagement


93/148

2,400 DSAsTrained &

Motivated

SynchronisedField Force with

TPs

120 000

340 000

480 000

0

100 000

200 000

300 000

400 000

500 000

600 000

2011 2012 2013

Growing the retail base

Direct To Retail Field force of over

5,475

Weekly coverage of over 300,000

retail outlets

Effective coverage of 120Trade

Partner exclusive retail blocks

Improved communication with thetrade

93

Strategy Pillar


94/148




n

To drive sustainable growth through execution excellence, superiorcustomer Experience and expanded distribution coverage

Experience

Visibility

Experience

VISIBILITY

VISA 3000

Merchandising Strategy

Outlets Classification3

2

1

Raise the barrier

to entry forcompetition in

the trade

channels

Look and Feelof a market

leader

94

Visibility


95/148

Retail outlets segmentation

Innovative merchandising solutions

Standardised PoS communication using themerchandising manual

Engagement with regulatory bodies

VISA 3000 Strong brand visibility Retailer ownership Customer convenience

95

Strategy Pillar


96/148




n


Experience Experience

Raise the barrier


the trade

channels

Look and Feel of

a market leader

Drive rapidConsumer

data uptakethrough

redefinedredistribution

channels

Data & Devices

Growth

DATA & DEVICES

Channel Strategy

Multi-level engagement

Revised Supplier Model3

2

1

96

Data and Devices


97/148

Walk in

Centres

Direct Sales

AgentsMTN Partners OEMs

1 2 3 4

Device Trade Channel strategy

Provision of shopfronts for devicedisplays, salesand support

Value Proposition

Sales Discount

Activationbonus

Discount onVTU

Loyalty bonus

Servicepayment

Own & 3rd partyWalk In Centres &environment.

Value Proposition Sales discount

Payment forservices

Activation bonus

Discount on VTU

Loyalty bonus

Partnership withOEMs to drive datasales revenue andconnection

Value Proposition

Free SIM kits

Activation bonus

Discount on VTUairtime

Loyalty bonus

Independent

Resellers

5

Partnership withstructuredindependent sellersof hardware

Value Proposition

Free SIM kits

Activation bonus

Discount on VTUairtime

Loyalty bonus

Sales teamfocused oncreatingawareness on data& devices

Value Proposition

Sales commissions

97

Data and Devices


98/148

USB modems 3G routers

Netbooks/TabletsC3 -00

G6600

Champ

U900

P500

Handsets

New Dawn Shops 90 shops operational

One stop shop for customerservice & sales

Engagement with 5 OEM

Nokia, Samsung, Techno, ZTE,Huawei

Monthly engagement schedule

Free Sims for OEMs

Deployment of Tech Squad

Specialist Data Gurus in walk incenters

Present in all New Dawn, andspecific Walk-in Outlets

98


99/148


100/148

New Growth Opportunities


101/148

Engagement with high Retail

Chains, Malls, Parks andHoReCa

Already signed on:- TransferTo,- Tranglo- Ezetop

101

New Growth Opportunities


102/148

PROJECT S.W.A.G

SEMI-URBAN: WIN AND GROW

102

Strategy Pillar


103/148




n


Experience Experience

Raise the barrier


the trade

channels

Look and Feel of

a market leader

Drive rapidConsumer Data

uptake through

redefined

redistributionchannels

Growth

Accessing new

markets &

frontiers

Growth

Processes &Systems

OptimisingPROCESSES & SYSTEMS

Cost structure

FFMS

Trade Partner portal

2

1 Doing morewith less,

faster, better& eliminating

waste

3

103


104/148

Processes and Systems


105/148

Field Force Management

Automated Sales Process

Visibility of in field execution

Trade Partner Portal

One-stop dealer management

application

Integration with the customer

relationship management (CRM)

application

105


106/148

Our Structure

Our Strategy

Our Performance

Our Readiness

Our Priorities

106

Logical Contribution still above target


107/148

76% 78%

24% 22%

2012 Q1 '13EVD Physical

EVD contribution to TotalAirtime Sales is 76%in the2012

Contribution to Total AirtimeSales: Physical-24%,Logical74%, VTU 4%

2% growth in YTD EVD vs.2012 (EVD: 76%)

107


108/148

Engine Room


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ER MANCOM

All Executives

National Engine

Room

Cross-functional HQ GM team Regional ER leaders SMs

Performance transparency (regional data analysis)

Business Intelligence(6 dedicated resources)

Regional market insights teams

Cross-functional regional teams with execution teams on the ground S&D, Marketing, CR, Network

Region SouthWest

(CTO/CFO/CRE)

Region North(HRE/CESO)

RegionEast

(CIO/BRM/CSE)

NE + NW NCLagos 3 East 1Lagos

1+ 2

East 2

109


110/148

Our Structure

Our Strategy

Our Performance

Our Readiness

Our Priorities

110

2013 Top Priorities


111/148

Proactively drive the sales of devices, focusing on new &existing distribution channels

Point of Sales dominance through our Winning at Retailinitiative and Trade Marketing capabilities

Use SIM registration as tool for competitive advantage

Achieve the Look and Feel of a market leader across ourtrade channels.

Maximise opportunities in new frontiers (Rural coverage,Mobile Money)

Strong Sales and Distribution talent pipeline

111


112/148

The Experience

112

Trade Partners Branded Outbound sales Van


113/148

To harness full market potential in their trading territories

Agreed route plans

Provides both sales and services

113

Service Centers on Wheels 8 Mobile Lite acrossthe Sub regions


114/148

Make products and services available and accessible to customers in the most

convenient way

Focus on echarge and data/VAS

114


115/148

Utilizing every opportunity to drive gross connection:Id-El Maulud Activation


116/148

116

Utilising every opportunity to drive gross connections:Valentine Activations Oshogbo (Osun 1)


117/148

117

MTN Zone Migration @ Ezi & Ubulu market in Delta


118/148

118

New experiences for rural dwellers


119/148

119

The Solid Yello


120/148

120


121/148

APPENDIX

121


122/148

BusinessDevelopment

Sales Channels

Wholesale

Channel

Analyst

Retail

Channel

Analyst

Project

Trade

Communications

Merchandizing

Analyst

TradeSupport &

Comm

Analyst

BusinessDevelopment

Channel

Data

Channel

Analyst

Electronics

Channel

Analyst

MobileMoney

Analyst

CAC

Channel

Analyst

Administrator

Administrator

122

The Sales Team


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GeneralManager,

Sales

SeniorManager,

Sales - West

RSMs

DAEs

RTMMs

TMCs

SeniorManager,

Sales - East

RSMs

DAEs

RTMMs

TMCs

SeniorManager,

Sales - North

RSMs

DAEs

RTMMs

TMCs

123


124/148

MTN Nigeria Business Enterprise

Solutions

May 2013

External Drivers - Nigeria ICT market playersIn general, the ICT market is served by several players with no clear marketdominance


125/148

Telecom Players IT playersHybridPlayers

MNC/Wholessale

Corporate

SMEs

SOHO/Residential

Government

ICT Nigeria 2013

Key DriversRisk of Churn/Commoditization (excess competitive data infrastructure);Risk of disintermediationRisk of innovation (loss of client relationship to Apple and Google)

TELNET

125

MTNN Expanding the service offeringManaged network, managed convergent and managed IT services areheavily demanded and represent the biggest opportunity.
http://www.pccw.com/?language=zh_HKhttp://mobitel.com.ng/Home.aspx


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ManagedITServices

Managed IT

SystemIntegration

Managed network (LAN) services and managed convergent services of MTN applications

Integration with MTN solutions and apps

Standard offers only Limited Customized Customized offers only

NetworkServices

Fixedconnectivity

Mobile

Connectivity

Network as aService

Data Centre

Fixed voice/broadband VOIP Virtual PBX/CUG ADSL broadband WiMax broadband

Backbone connectivity Leased line/Ethernet Satellite Submarine cable VPN

Managed connectivity Managed VPN Managed WAN/WLAN

(including security)

Mobilevoice/broadband VOIP Mobile-PBX/CUG GPRS/EDGE 3G/HSDPA+/LTE

Prepaid billing service Network and customer information service

Co-location, hosting, security, backup, virtualization and cloud

Convergentservices

Cloud Infrastructure, unified message, office tools, security, backup and business processes

M2M +Mobility

Telemetric, Mobile Asset Management, Mobility Solutions and Vertical solutions

BusinessApps

Cloud business apps, M2M apps, Mobile Office Apps and M-Payment Apps

NFC + M-Payment

NFC, Payment to MTN, third parties, peer-to-peer and VAS

Onlyoffered to

TopCorporates

1

2

3

4

5

6

7

8

9

10

DP support

Source: Delta Partners analysis126

Data & ICT Services Portfolio


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127

Managed WAN (Phase 1) - webbased service monitoring platformto corporate customer for KPI

management & serviceenhancement

Managed WAN (Phase 2) -extension of web based monitoringplatform to all customer nodes fortroubleshooting and fault escalation

Cloud Services Accounting Software/Billing &

Invoicing CRM software HRM software Advanced Security

Machine 2 - Machine Fleet Management Security & Surveillance

Online Storage/DocumentManagement (BaaS)

WebPlus Personalised email Webpage development Domain name registration

Desktop as a Service (DaaS) XaaS: MFB SaaS

Network

Services

Data Centre Services - Basic ServerHosting

ConvergentServices

ManagedIT Services

Enterprise Apps

Field Force Automation

Backup & Storage

Cloud StorageDevice Security

IVR Advertising Mobile Advertising

Data Centre Services -Colocation

DigitalServices


128/148

Key Focus Areas for 2013


129/148

129

Drive revenue through customised Data & ICT solutions to address specific vertical industryopportunities

Increase Market and Value share:

Aggressive Sales drive into Major Corporates focusing on Cross-selling and Upsellingopportunity with expanded service offering

Aggressively promote, drive and enhance MTN MyOffice SME Proposition

Improving customer service end-to-end

Continue to promote and position the MTN Business brand as the leading ICT provider

Key messages


130/148

130

Operating in a fragmented space but aim to achieve market leadership

Expanded ICT service offering strategy into the business market is working

Focusing on key verticals to drive revenue and market share

Positioning the MTN Business brand as the leading ICT provider

MTN Business ICT Leader


131/148

131

MTN XaaS: MFB SaaS


132/148

132

Sample Advertising Material


133/148

133



134/148

134



135/148

135



136/148

136



137/148

137


138/148

May2013

NWG Analysts Presentation


139/148

MTN Network Evolution 20082012

Challenges

Innovation

What the future holds?


140/148

NETWORK


141/148

RRU/ UniRAN

HYBRID POWER SYSTEMS

OUTDOOR SITE

INDOOR SITE

WIFI

METRO ETHERNET

IPRAN

ROADM

40G WAVELENGHT

OTN

ASON

IP/MPLS

SGSN in POOL

AoIP and IuoIP

MSC BLADE CLUSTER

MSC in POOL

MGw GMPv4 Hardware

SIGTRAN

MSS- LAYERED ARCHITECTURE

2008 2009 2010 2011 2012

NETWORKMODERNIZATION

ALL IPNETWORK

Infrastructure

Transport

Core

Evolution of the network

is critical to ensure new

access technologies

An important driver is

how the customers will

interact with the

network tomorrow, withwhat and at what rate?

MTNN rate of evolution

provides the impetus

the business needs to

launch differentiated

products and services

ahead of the

competition.

Network Element Evolution


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In addition to commercial challenges, the environment presents a number of challenges , a Thisday

Newspaper publication of Mar 3, 2013 reads; In fairness to the operators, there are a number of operational

challenges, many of them unique to Nigeria, that have direct adverse impact on the overall quality of service

of the operators.

0

2

4

6

8

10

12

14

16

18

20

2008 2009 2010 2011 2012

Insurgency

Governemtal Issues

Theft

Fibre Cuts

Natural disaters

Power

Operational environment

becomes more challengingevery year, putting pressure on

investment portfolios for growth

and support.

Innovation is important to drive

market growth and improve

efficiency

250


144/148

POWERMTNN:

Generates over 120 MVA of Power from Diesel

Generators from BTS sites only Replaces generators every 12,000 hours (a

year and half)

Consumes approximately 6.4m litres of AGO

Monthly

NATURAL DISASTERS Flooding in north, middle belt & east of country

Impacts logistics & network optimisation

INSURGENCY Insurgency in north east results in 192 BTS

taken out of service

FIBRE CUTS

MTNN has 9100 km of physical fibre opticcables spanning the country, which are

exposed to controllable/uncontrollable cuts

0

50

100

150

200

Nigeria SouthAfrica

Brazil

Polulation (m)

Electricity (GW)


145/148

Page 145

Highlight: Marked improvement in Network performance indicators through Q3 12 to Q1 13

All KPIs have remained above the NCC target throughout the year*

NCC KPI SEP'12 OCT'12 NOV'12 JAN'13 FEB'13 MAR'13

SDCCH_CONG 3.62 4.41 1.68 1.00 1.05 0.86

TCH_CONG 5.99 5.90 3.26 2.14 1.67 1.63

CSSR 86.66 85.48 93.28 96.12 96.39 96.40

DCR 1.96 2.12 1.96 1.31 1.37 1.37

KPI SCORE (Normalized)

0.00

1.00

2.00

3.00

4.00

5.00

SE P'12 OCT'1 2 N OV '1 2 JA N'13 FE B'1 3 MA R'1 3

SDCCH_CONG

0.00

2.00

4.00

6.00

8.00

SE P'1 2 O CT'1 2 N OV '1 2 JA N'13 FE B'1 3 MA R'1 3

TCH_CONG

80.00

85.00

90.00

95.00

100.00

SE P'1 2 O CT'1 2 N OV '1 2 JA N'13 FE B'1 3 MA R' 13

CSSR

0.00

0.50

1.00

1.50

2.00

2.50

SE P'1 2 O CT'1 2 N OV '1 2 JA N'13 FE B'1 3 MA R' 13

DCR

*TCH in January did not meet the NCC target.


146/148


147/148

TRANSPORTI. Multiservice Metro providing transmission capacity for both TDM and Packet traffic in the metropolitan

areas (20 Cities)

II. Lambda Upgrades increasing transmission capacity on the optical backbone

III. NGN Synchronization- Expansion of the synchronisation network in line with the growth of the

transmission network to improve performance

IV. Roaming Signaling migration on satellite links to enhance capacity

V. IPDCN for Remote transmission visibility to enhance network operations, optimisation and support

VI. Prioritisation of cells based on Technical Importance, Revenue, Number of High Value Customers and

Data Usage for Effective customer experience management.

POWER AND INFRASTRUCTUREI. Hybrid Power solutions for reduced dependencies on AGO, improved efficiency and cleaner energy.

II. Rapid/lower cost network roll-out: Co-location, roof tops, billboards etc

III. Site Build cost optimisation

IV. Introduction end-to-end Site build Management framework for rapid rollout


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2013 05 - mtn ng investor day nigeria

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