Lobbying Governance
| Overall Assessment | Analysis | Score |
|---|---|---|
| Limited |
MTN discloses general oversight structures for sustainability and climate matters and points to a company-wide framework intended to guide its external interactions, but the information remains high-level and does not set out a dedicated governance process for lobbying. The company notes that “Our sustainability performance is monitored by the Board Social, Ethics and Sustainability Committee” and that the Risk Management and Compliance Committee’s mandate includes “aligning long-term sustainability risks including tackling climate change in alignment with the Company’s risk strategy,” indicating that board committees have visibility over how climate issues are managed. It also states that it has “a well-established and robust MTN Group stakeholder and reputation management strategy” whose “policy outlines principles for effective stakeholder engagement that are universally applicable across MTN,” and that this framework is used “to ensure that your external engagement activities are consistent with your climate commitments and/or climate transition plan.” These passages show an intention to align external engagement with climate objectives and suggest at least some policy guidance for interactions that could include lobbying. However, the disclosures do not explain how lobbying positions are reviewed, whether trade-association advocacy is assessed, or who specifically is responsible for approving or monitoring lobbying alignment; nor do they describe any audits, escalation procedures, or corrective actions. Because the evidence only establishes a broad stakeholder-engagement policy and high-level board oversight, without detailing concrete mechanisms that govern lobbying activities, this indicates limited transparency on lobbying governance rather than a comprehensive process.
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D |