Vodafone 2009 Annual Report Download - page 20

18 Vodafone Group Plc Annual Report 2009
People
Vodafone employed an average of around 79,000 people worldwide
during the 2009 financial year. The Group aims to attract, develop and
retain the best people by providing a stimulating and safe working
environment, offering attractive performance based incentives and
rewarding career opportunities.
Organisation changes
Creation of three regions managed by regional CEOs.•
Creation of leaner, more agile organisation.•
Higher proportion of employees in customer facing roles.•
Reorganisation of teams whose activities benefit from •
economies of scale.
Vodafone changed the shape and size of its organisation during the
2009 financial year to accommodate growth within the business as
well as to create a leaner, more agile structure with clearer reporting
lines and accountabilities across the Group. Changes included:
creation of three regions (Europe, Africa and Central Europe and
•
Asia Pacific and Middle East), each managed by a Regional CEO;
centralisation of teams who manage activities that benefit from the •
Group’s global scale, including terminal procurement, supply chain,
IT and network programmes and product development;
continued integration of new acquisitions; and•
restructuring and cost efficiency activities in some operating •
companies.
As a consequent of these changes, approximately 1,900 jobs were
eliminated. Despite these reductions, the overall number of people
working for Vodafone grew by 9%, due to growth in emerging markets
and business acquisitions. People whose jobs were affected by the
organisational changes were treated in line with Vodafone policy and
good practice on employee relations and consultation.
People engagement
Latest people survey had an 85% response rate globally.•
Increased level of employee engagement, achieving the high •
performance benchmark.
High scores in fair treatment, encouraging innovation •
and recognition.
In November 2008, Vodafone carried out its fourth global people
survey. The survey measured the level of engagement (a combination
of pride, loyalty and motivation) of the Group’s people and 59,453
people responded to 68 individual questions covering most aspects
of the employee experience, achieving an 85% response rate overall.
Employee engagement increased by four percentage points to
•
75%. This is the highest it has ever been since Vodafone started
surveying its people in 2003. It is particularly significant because,
for the first time, Vodafone achieved the high performance
benchmark for engagement. The high performance benchmark is
an external measure of best in class organisations that achieve
strong financial performance alongside high levels of engagement.
This achievement demonstrates that, more than ever before,
people at Vodafone feel proud, committed and willing to give
their best.
Certain results from this year’s survey were above the benchmark •
for other high performing organisations, particularly in relation to
fair treatment, encouraging innovation and recognition.
Vodafone identified three key areas of action (team working, •
attracting and retaining talent and managing change) from the
2007 survey. The 2008 survey showed significant improvement in
each of these areas.
Targets and actions have been identified to build upon and sustain the
high level of engagement achieved. The Group plans to carry out
another full global survey in November 2009.
Performance management
96% of employees completed performance review.•
95% of employees agreed goals.•
Vodafone operates a globally consistent performance management
process, which requires each individual’s performance to be reviewed
with his or her manager and career development goals to be set
through a performance dialogue. Excluding India, 96% of employees
completed a performance review and 95% of employees agreed
development goals and business objectives with their manager.
Succession planning is supported through development boards,
which occur annually, covering all functions and levels within the
organisation. Leadership roles and key appointments are reviewed
monthly by the Executive Committee.
Training and development
230,314 days of training were provided, an average of three •
days per employee.
Vodafone is committed to helping people reach their full potential
through ongoing training and development. In the 2009 financial year,
Vodafone provided an aggregate of 230,000 days of training, an
average of three days per employee.
In the 2008 financial year, over 4,500 managers globally received
training on Vodafone’s total communication strategy and products. In
the 2009 financial year, this training programme was extended to all
employees via an online interactive course that has been translated
into 11 languages and rolled out to 18 countries. So far, over 8,500
people have completed the online course, and 13,701 people have
attended the quarterly web sessions that support the programme.
In the 2008 calendar year, Vodafone launched Inspire, a development
programme for the leaders of tomorrow. Inspire has a total of
70 delegates from across 17 countries on the programme, with a
further intake planned in the 2009 calendar year. The programme is
focused on developing commercial acumen and leadership
capabilities through a combination of training, business challenges
and international assignments.
As a global organisation, Vodafone embraces the differences that every employee brings to the
Group, recognising that a workforce which reects the diversity of the customers it serves is
better able to understand their expectations and more likely to have the skills and knowledge
needed to deliver the innovative products and services that they want.
Analysis of Group’s
employees by location
1. Germany – 17.4%
2. Italy – 7.9%
3. Spain – 5.5%
4. UK – 13.0%
5. India – 10.9%
6. Vodacom – 4.2%
7. Other – 41.1%
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