Vodafone 2012 Annual Report Download - page 36

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Vodafone Group Plc
Annual Report 2012
Our people
The Vodafone Way
The Vodafone Way is about a consistent way of working,
with speed, simplicity and trust. The aim is to be an admired
organisation which delivers through being customerobsessed,
innovation hungry, ambitious andcompetitive, and one
company with local roots.
Organisation effectiveness
and change
We employed around 86,400 people
worldwide during the year. Efciency gains
andrelated headcount reductions in Europe
werepartly offset by selective insourcing of
customer call centres to improve customer
experience, by our acquisition of BelCompany
in the Netherlands to strengthen our retail and
distribution and due to growth inemerging
markets. We are also continuing to move some
transactional and back ofce activities to our
shared services centres inHungary, Egypt
andIndia.
Employment policies
and employee relations
Our employment policies are developed to
reect local legal, cultural and employment
requirements. We aim to be recognised as
anemployer of choice and therefore seek to
maintain high standards and good employee
relations wherever we operate.
Our goal is to create a working culture that
isinclusive for all. We believe that having a
diverse workforce helps to meet the different
needs of our customers across the globe.
Aninclusive culture and environment is one
which respects, values, celebrates and makes
the most of the individual differences we
eachbring to Vodafone, to the benet of
ourcustomers, employees, shareholders,
business partners and the wider communities
in whichwe operate. We do not condone
unfairtreatment of any kind and offer equal
opportunities in all aspects of employment
and advancement regardless of race,
nationality, gender, age, marital status, sexual
orientation, disability, religious or political
beliefs. This also applies to agency workers,
the self-employed and contract workers
whowork for us. In our latest people survey,
88% ofemployees agreed that Vodafone
treats people fairly, regardless of their gender,
background, age or beliefs.
The main emphasis of our global diversity
strategy has been on gender diversity and to
increase the number of women in top senior
management positions which has risen to
19.4% from 16.5% last year. We are committed
to increasing the representation of women at
all levels and to increase the representation of
emerging markets talents in our group function
and senior leadership population. During
theyear we deepened our commitment
todiversity through, for example, running
diversity and inclusion training workshops
forour middle and senior managers and
helping our markets to better embed female
consumer preferences in our products and
services through the MWomen programme.
Health, safety and wellbeing
In 2011 we introduced our new safety plan
tosignicantly reduce fatalities and create an
injury free workplace. As a result we’ve seen
areduction in fatalities to zero in some of our
countries (Turkey, the Democratic Republic of
Congo and Mozambique). Sadly however, 211
people died in the course of Vodafone doing
business around the world. Vehicle related
incidents remain our number one cause of
fatalities and we’re addressing this through
several interventions in local markets. In
Ghana, for example, we set up a programme
that uses vehicle simulators to assess driver
competence, and a weekly analysis of driving
activities through a GPS tracking system to
improve driver safety.
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Employee engagement score, up from
75in 2011
86,400
Average employees
Living The Vodafone Way
We want everyone to live The
VodafoneWay as a customer obsessed
ambassador for Vodafone so we’ve
created a global online portal where
allemployees can learn about our
products, get close to our customers
and answer the question “Why
Vodafone?” by understanding our
strategy, priorities and differentiators.
Our people are integral to building and
sustaining our success.
Market context:
We are a global company, with operations
inover 30 countries and with around 29% of
our service revenue from emerging markets.
In order to meet our customers’ different
needs we aim to build a diverse workforce
that reects the various societies in which
weoperate.
Goals:
We strive for a broad employee base in
termsof gender and nationality, and
specically target increased representation
of women and emerging market talent at
senior management level.
Strengths:
With around 86,400 employees we have
awealth of talent to draw from to drive our
business forward.
Actions:
We invest nearly £60 million annually
intraining.
Progress:
According to our latest staff survey our
employees’ level of engagement, a
combination of pride, loyalty and motivation,
is in line with other high performing global
organisations.
Note:
1 While there were 21 fatalities involving contractors and employees,
overall fatalities have reduced due to a decrease in fatal incidents
involving members of the public.