Millicom International Cellular S.A.
millicom.com ↗In their words
“Churn for convergent customers is almost 50% lower than for nonconvergent customers”
“Convergent customer has half of the churn of our regular Home customer”
“35% of the new customers are coming through our FMC offers. These customers come with very low churn, below 2%”
NPS disclosures (24)
…before interest, tax, depreciation and amortization) 20% OFCFaL (Operating Free Cash Flow after Leases) 20% rNPS (relational net promoter score) 10% Personal performance 30% Payout is based on a linear scale with minimum, target and maximum…
…before interest, tax, depreciation and amortization) 20% OFCFaL (Operating Free Cash Flow after Leases) 20% rNPS (relational net promoter score) 10% Personal performance 30% Payout is based on a linear scale with minimum, target and maximum…
Of the remaining 40%, 10% was allocated to customer satisfaction—measured using Relational Net Promoter Score (rNPS)—and 30% was based on individual strategic objectives .
Not only because of the brand, but also because of the customer base, but also because it drives higher NPS and because customers view it as a sticky part of our offering.
Amortization (“ EBITDA ”) (20%), 15 (iii) Operating Free Cash Flow after Leases* (“ OFCFal ”) (20%), (iv) Relational Net Promoter Score (“ rNPS” ) (10%), and (v) Personal Performance** (30%). * EBITDA less CAPEX (OCF), less changes in working capital…
43 We have also adopted and deployed a net promoter score (“NPS”) program, designed to strengthen our customer-centric culture, and NPS is one of the metrics used to measure management performance under our incentive compensation plan.
Amortization (“ EBITDA ”) (20%), (iii) Operating Free Cash Flow after Leases* (“ OFCFal ”) (20%), (iv) Relational Net Promoter Score (“ rNPS” ) (10%), and (v) Personal Performance** (30%). * EBITDA less CAPEX (OCF), less changes in working capital…
We have also adopted and deployed a net promoter score (“NPS”) program, designed to strengthen our customer-centric culture, and NPS is one of the metrics used to measure management performance under our incentive compensation plan.
Over the past 2 years, we have made strategic spectrum purchases that have allowed us to drive our NPS scores higher and that continue to add customers.
We have also adopted and deployed a net promoter score (“NPS”) program, designed to strengthen our customer-centric culture, and NPS is one of the metrics used to measure management performance under our incentive compensation plan.
NPS is now our main internal KPI used for management incentive compensation because we know that we create shareholder value by increasing the number of satisfied customers who become attached to our high-speed data networks.
In order to measure our performance in this area, we monitor our Net Promoter Score (NPS), which increased 13% year-on-year and ended the year at record levels on average.
…we have been turning our market leadership into consumer-centric market leadership, as we have moved from a transaction-driven business to a subscription-driven business that uses Net Promoter Score to support our decision-making and reward our leaders.
We have also adopted and deployed a net promoter score (“NPS”) program, designed to strengthen our customer-centric culture, and we have incorporated NPS into our incentive compensation plan beginning in 2018.
Two years ago, we incorporated Net Promoter Score into our incentive compensation plans, because we wanted to affect behavior and become a more customer-centric company.We're becoming a subscription company, which by definition is a customer-centric…
So we want to deliver an excellent customer experience, and we track NPS scores closely. This is one of the metrics that actually sits within our compensation plan.
Two, we have built a very strong asset base with a converging network infrastructure, stronger and stronger distribution capabilities, growing customer relationships, a well-recognized brand and now, improving NPS levels.
We have also adopted and deployed a net promoter score (“NPS”) program, designed to strengthen our customer-centric culture, and we have incorporated NPS into our incentive compensation plan beginning in 2018.
The performance measures are: (i) Service Revenue (20%), (ii) EBITDA (earnings before interest, tax, depreciation and amortization) (20%), (iii) OFCF (operating free cash flow) 20%, (iv) Net Promoter Score (NPS) 10%, and (v) Personal Performance (30%).
We have also adopted and deployed a net promoter score (“NPS”) program, designed to strengthen our customer-centric culture, and we have incorporated NPS into our incentive compensation plan beginning in 2018.
Our Net Promoter Score (NPS) for Guatemala is among the highest within our Latam segment, underscoring the strength of our brand in that country.
As a result, our NPS is already trending up strongly. This new offering is indeed pulling in postpaid clients that are bringing in higher satisfaction and we believe lower churn and a higher lifetime value over time.
Our NPS numbers are going up in Paraguay and I’m a strong believer that the closer you are to the customers, the better you provide good customer service and a more convergent you offer is the better you’re going to withstand any other competition.
In a series of initiatives underway that are starting to produce positive results in terms of both [NPS course], customer satisfaction and cost reductions.
Retention disclosures (5)
Churn (convergent customers vs non-convergent): 50% (Q1 2026) — “churn for convergent customers is almost 50% lower than for nonconvergent customers”
Retention rate (Home/convergent): 50% (Q2 2025) — “convergent customer has half of the churn of our regular Home customer”
Churn (Colombia postpaid (FMC)): 2% (Q3 2024) — “35% of the new customers are coming through our FMC offers. These customers come with very low churn, below 2%”
Churn (Home): 60% (Q2 2024) — “we have allowed us to reduce churn by 60 basis points”
Churn (Fixed network/Cable): 2% (Q2 2016) — “Our overall churn on our fixed network, for cable, across our markets on average is just shy of 2%, which is a pretty good churn rate for these markets”
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About these figures
Every figure here was publicly disclosed by the named company: press releases, annual reports, SEC filings, earnings calls and news coverage. Companies tend to publish their NPS when it is good, so these numbers run higher than a true industry average: read them as what leading companies in this vertical say publicly, not as an industry benchmark.
NPS runs from −100 to +100. Retention figures are reported as the company defines them (net revenue retention, gross revenue retention, customer retention rate, churn). Every entry links to its source in the full database.