Tom explains the Company’s four-pillar strategy and announces the final dividend payment for the year. He welcomes the new appointments to the Board, and he summarizes Millicom’s outlook for 2017 – that fundamental demand for services will outweigh challenging external conditions.
Read our Chairman’s full statement View our business model
Mauricio details the operational strategy in place to realize the Company’s goals of leading digital, monetizing data, delivering value, and acting responsibly. He introduces new senior executives to the Company. With solid operational delivery in 2016, Mauricio outlines his plans to continue this success.
Read our CEO’s full review Read more about executing our strategy
1 Guatemala and Honduras businesses fully consolidated. See "Additional information" on pages 197 to 200 in this Annual report for reconciliation with IFRS numbers. The comparative 2015 financial information has been re-presented as a result of the classification of our operations in DRC as discontinued operations (in accordance with IFRS 5).
2 Alternative performance measures used in this Annual report are non-GAAP measures that are presented to provide readers with additional financial information that is regularly reviewed by management and used to make decisions about operating matters. It should not be viewed in isolation or as an alternative to the equivalent GAAP measure. See "Additional information" on pages 197 to 200 in this Annual report for definitions and reconciliations to the closest respective equivalent IFRS measures.
1 Guatemala and Honduras businesses fully consolidated. See "Additional information" on pages 197 to 200 in this Annual report for reconciliation with IFRS numbers. The comparative 2015 financial information has been re-presented as a result of the classification of our operations in DRC as discontinued operations (in accordance with IFRS 5).
2 Alternative performance measures used in this Annual report are non-GAAP measures that are presented to provide readers with additional financial information that is regularly reviewed by management and used to make decisions about operating matters. It should not be viewed in isolation or as an alternative to the equivalent GAAP measure. See "Additional information" on pages 197 to 200 in this Annual report for definitions and reconciliations to the closest respective equivalent IFRS measures.
3 Penetration rate calculated as Mobile Data subscribers divided by Total Mobile Subscribers
1 Guatemala and Honduras businesses fully consolidated. See "Additional information" on pages 197 to 200 in this Annual report for reconciliation with IFRS numbers. The comparative 2015 financial information has been re-presented as a result of the classification of our operations in DRC as discontinued operations (in accordance with IFRS 5).
4 Including Tigo Nicaragua. Emtelco headcount are excluded from this report and any internal reporting because their costs are classified as direct costs and not employee related costs.
1 Guatemala and Honduras businesses fully consolidated. See "Additional information" on pages 197 to 200 in this Annual report for reconciliation with IFRS numbers. The comparative 2015 financial information has been re-presented as a result of the classification of our operations in DRC as discontinued operations (in accordance with IFRS 5).
1 Guatemala and Honduras businesses fully consolidated. See "Additional information" on pages 197 to 200 in this Annual report for reconciliation with IFRS numbers. The comparative 2015 financial information has been re-presented as a result of the classification of our operations in DRC as discontinued operations (in accordance with IFRS 5).
4 Including Tigo Nicaragua. Emtelco headcount are excluded from this report and any internal reporting because their costs are classified as direct costs and not employee related costs.
1 Guatemala and Honduras businesses fully consolidated. See "Additional information" on pages 197 to 200 in this Annual report for reconciliation with IFRS numbers. The comparative 2015 financial information has been re-presented as a result of the classification of our operations in DRC as discontinued operations (in accordance with IFRS 5).
4 Including Tigo Nicaragua. Emtelco headcount are excluded from this report and any internal reporting because their costs are classified as direct costs and not employee related costs.
Digital innovation and digital services:
innovate and partner with other digital leaders to create win-win benefits and offer the best services and local content to our customers
Mobile Financial Services (MFS):
consolidate our position of leadership, drive customer loyalty, stickiness and reduce churn
Customer touchpoints:
increase customer engagement via more convenient digital touchpoints
Process automation:
introduce smarter, more efficient operations which are fit for the future
Mobile data:
monetize data
Cable/fiber footprint:
expand our high-speed broadband footprint and leverage the quality of our network for both our consumers and B2B clients
Convergence:
prepare for convergence between networks, IT systems and channels
Capture synergies from convergence
Understanding our customers:
reorientation towards total customer satisfaction, enabling Millicom to fulfill its vision and mission
Operational efficiency:
executing our strategy
Equity value creation model:
cash flow growth and operational efficiency
People:
attract, retain and develop talent, stand for diversity, encourage the Millicom culture
Corporate responsibility:
driving change by delivering results in key projects from waste programs and freedom of expression to child online protection
A role model:
positive change in society, compliance with laws and standards
We continually work to understand and monitor the social and environmental topics that rise from our business operations or that pose concern to our different stakeholder groups – from investors to customers and the wider communities where we operate.
We identify our most material social and environmental impacts through internal risk and impact assessments and external stakeholder engagement. Below you will see social and environmental topics important to our stakeholders and our business strategy.
Disaster preparedness and response
Land acquisition and management for our network: community engagement, fair pricing and anti-corruption measures
Tax transparency
Right to join trade unions and freedom of association
Living wage
Conflict minerals
Raising awareness on health impacts of electromagnetic frequency
Employee training
Privacy and freedom of expression
Child protection
Anti-corruption compliance
Health and safety of employees
Responsible supply chain management
Social innovation through our products and services
Clarity of pricing and billing
Talent attraction and development
Local recruitment and ethnic diversity
Responsible marketing
LGBT rights
Safe use of mobile phones while driving
Employment of disabled persons
Digital inclusion of blind and deaf people
Executive and Board remuneration
Reducing our environmental footprint
Promoting diversity
Social investment
Stability and reliability of the network
High importance for stakeholders
High importance for our business strategy
Disaster preparedness and response
Land acquisition and management for our network: community engagement, fair pricing and anti-corruption measures
Tax transparency
Right to join trade unions and freedom of association
Living wage
Conflict minerals
Raising awareness on health impacts of electromagnetic frequency
Employee training
Privacy and freedom of expression
Child protection
Anti-corruption compliance
Health and safety of employees
Responsible supply chain management
Social innovation through our products and services
Clarity of pricing and billing
Talent attraction and development
Local recruitment and ethnic diversity
Responsible marketing
LGBT rights
Safe use of mobile phones while driving
Employment of disabled persons
Digital inclusion of blind and deaf people
Executive and Board remuneration
Reducing our environmental footprint
Promoting diversity
Social investment
Stability and reliability of the network
These include Tigo Business Forums which are among the largest and most important technology and innovation conventions in LatAm; our proactive efficiency program, Project HEAT, which aims to streamline services to generate more than US$200m in cost reduction; our work with UNICEF to promote child rights and online protection; and our collaboration with GSMA on the Connected Women initiative to encourage mobile participation among women.
Among the largest and most important technology and innovation conventions in LatAm, our Tigo Business Forums offer insight into the latest technology trends directly from renowned international speakers.
Our goal is to become more efficient with an effective operating model and strong cash flow. As a result, we have launched Project HEAT, our multi-year transformation program expected to generate more than US$200m in savings.
For the past two years, our collaboration with UNICEF has focused on identifying key child rights issues in the digital world and our industry; and promoting safe digital inclusion of children.
As part of the GSMA’s Connected Women Initiative, we are connecting women and reducing the gender gap in the use of mobile internet and mobile financial services. Closing this gender gap could unlock up to US$170 billion globally for the mobile industry.
Among the largest and most important technology and innovation conventions in LatAm, our Tigo Business Forums offer insight into the latest technology trends directly from renowned international speakers.
Our goal is to become more efficient with an effective operating model and strong cash flow. As a result, we have launched Project HEAT, our multi-year transformation program expected to generate more than US$200m in savings.
For the past two years, our collaboration with UNICEF has focused on identifying key child rights issues in the digital world and our industry; and promoting safe digital inclusion of children.
As part of the GSMA’s Connected Women Initiative, we are connecting women and reducing the gender gap in the use of mobile internet and mobile money services. Closing this gender gap could unlock up to US$170 billion globally for the mobile industry.
