Vodafone 2012 Annual Report Download - page 37

Performance Governance Financials Additional informationBusiness review
35
Vodafone Group Plc
Annual Report 2012
Culture, communications
and engagement
Our culture is based on The Vodafone Way
which is about a consistent way of working,
with speed simplicity and trust. All of our
senior leadership team (227 people) attended
a CEO led culture change programme in the
2011 nancial year and are now returning for
apractical hands-on reinforcement of the
leadership skills and habits we believe we
needto equip our leaders and teams with in
order to make The Vodafone Way an everyday
reality. Our Group functions and local markets
have rolled out a similar programme for all
theirmanagers.
Regular, consistent and open communication
is fundamental to high levels of employee
engagement. This year we launched
VodafoneCircle, an online social network
andcollaboration tool for all our employees
making it easier to connect and share
expertiseon a company wide basis. Our
people have access to information about our
business through a global intranet, with local
translations and content where appropriate.
The Chief Executive communicates directly
with all employees through regular team
meetings, email, video and webchat, and
thisisreinforced by local chief executive
communications in all of our markets. Relevant
performance and change issues are also
discussed with our employees through team
meetings, round table discussions or through
elected representative bodies in some of the
European countries.
Talent and capability development
During the year our employees continued to
perform at a high level and we strengthened
our senior leadership team with 53% of the
vacancies being lled by internal talent. Our
global graduate and recruitment programme,
Discover, continued to grow with over 400
recruits this year. In addition, we partnered with
nine leading MBA schools in Europe, the US,
Africa and India to recruit 15 MBA graduates
forkey management roles. We continued to
encourage international assignments in our
talent pipeline and introduced the Columbus
programme designed for graduate recruits to
gain international experience two years after
joining Vodafone.
We are committed to helping our people
perform at their best and achieve their full
potential through ongoing training and
development. People review and agree
development objectives during their annual
performance dialogue with their manager.
During the year we invested around
£60million in training programmes. 75% of
our people agreed that they had opportunities
to learn the skills that they need to do their job
well based on the 2011 people survey.
We continue to develop and strengthen
Academies to build expertise in our core
functional areas of technology, marketing,
nance, human resources and supply
chain.We have invested in a new learning
management system which will be rolled
outto all markets over the next 18 months,
enabling more training to be delivered online
and on demand.
Leadership development is an important
priority for us. For the past ve years we
havebeen developing our next generation
ofleaders through Inspire, an 18 month
programme for high potential managers.
Thisyear, 82 high potential managers from
over 30 countries joined the programme,
attending leadership development workshops,
leading business challenges, and receiving
coaching sessions and mentoring from
seniorleaders.
Performance, reward
and recognition
We reward employees based on their
performance, potential and contribution to the
success of the business. We benchmark roles
regularly on a total compensation basis to
support our aim to provide competitive and
fairrates of pay and benets in every country
where we operate. We also offer competitive
retirement and other benet provisions which
vary depending on conditions and practices in
local markets.
Global short-term incentive plans are offered
to a large percentage of employees and global
long-term incentive plans are offered to our
senior managers. Individual and company
performance measures are attached to these
plans which give employees the opportunity
to achieve upside for exceptional performance
as well as ensuring that as a business we do not
reward failure.
An ownership mentality is a cornerstone of
ourreward strategy and senior executives are
expected to build up and maintain a signicant
holding in Vodafone shares within a few years
of joining the company. In addition, all UK
employees are able to build up an ownership
in shares through our Sharesave scheme and
Share Incentive Plan.
Notes:
1 Represents the average number of employees in our controlled
andjointly controlled markets during the year.
2 Based on our controlled markets and our joint venture in Italy.
Employee engagement
In October 2011 we carried out our
seventh annual global people survey.
The survey measures employees’
levelof engagement, a combination
ofpride, loyalty and motivation and
90%ofthose surveyed responded.
Weincreased our overall employee
engagement score by 2 points to
77andremain in line withother high
performing global organisations.
132010
2011
2012
15
15
Employee turnover rates2%
262010
2011
2012
29
25
Nationalities in top senior
management roles
84,9902010
2011
2012
83,862
86,373
Number of employees1
14.52010
2011
2012
16.5
19.4
Women in top senior
management roles
%
Employees by location 2012
Germany:
14%
Other:
43%
Spain: 5%
UK: 9%
India: 13%
Vodacom: 9%
Italy: 7%