Vodafone 2013 Annual Report Download - page 37

Talent and capability development
During the year we strengthened our senior
leadership team, with 61% of the vacancies
being lled by internal talent, up from 31%
two years ago.
a Our global graduate programme, Discover,
continued to bring the best graduates into
our local markets, with around 470 top
University recruits this year. In addition,
we partnered with ten leading MBA schools
in Europe, the US, Africa and India to recruit
MBA graduates for key management roles.
a We continued to encourage international
assignments in our talent pipeline and
introduced the Columbus programme
designed for the top 5% of our graduate
recruits to gain international experience
twoyears after joining Vodafone.
a For the past ve years we have been
developing our next generation
of leaders through Inspire, an 18 month
programme for high potential managers.
Since its inception, 200 high potential
managers from over 26 countries joined
the programme, attending leadership
development workshops, leading business
challenges, and receiving coaching sessions
and mentoring from senior leaders.
We are committed to helping our people
perform at their best and achieve their full
potential through ongoing training and
development. Our people review and agree
development objectives during their annual
performance dialogue with their manager and
are encouraged to learn proactively through
easily accessible online resources, on-the-job
learning and mentoring.
During the year we invested over £34million
in training programmes. Our global academies
in marketing, technology, human resources
and nance enable people to develop the
critical skills they need to work in particular
functions. We work with leading business
schools and accredited external providers
to develop and deliver the training, most
of which is online. More than 33,000 people
have used our academies, completing over
12,000 online and instructor-led courses.
We focused on developing our customer
facing capabilities by launching global training
and certication programmes in retail and
enterprise sales. We also focused on building
people manager skills through mentoring
and targeted learning interventions. Our new
global learning management system enables
more training to be delivered online and
on demand, supporting individuals to manage
their own development.
Health and safety
We know from experience that failing to follow
basic health and safety standards can lead
to our employees, the people we work with
and the people exposed to our activities
being seriously injured or killed. As part
of our health and safety strategy we have
developed a set of Absolute Rules to focus
attention on common causes of fatalities and
serious injury.
By focusing on controlling our top ve risks,
we are creating a safe place to work, and this
is evidenced by fewer fatalities and fewer
high-potential incidents. Although we have
seen signicant reductions in incidents and
related fatalities year-on-year, we greatly
regret to report that 13 people died while
undertaking work on behalf of Vodafone
businesses around the world. Vehicle related
incidents involving subcontractors in emerging
markets remains our main cause of fatalities
andwe are addressing this through several
interventions in local markets. Safety culture
in Vodafone continues to mature with the
results of last year’s people survey showing
that 87% of employees believe that our
Absolute Rules for safety are taken seriously.
Performance, reward
and recognition
In 2013, we maintained our consistent
approach to rewarding our people,
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.
Notes:
1 Includes CWW. See page 102 for more information.
2 Represents the average number of employees in our controlled and
jointly controlled markets during the year.
3 Represents the average number of employees in our controlled and
jointly controlled markets during the year and excludes CWW.
Number of employees2
Nationalities in top senior
leadership team roles
Women in top senior
leadership team roles
Employee turnover rates3
Employees by location 2013
2011 83,862
86,373
91,272
2012
2013
Spain: 5%
UK: 9%
India: 13%
Vodacom:
8%
Germany:
12%
Italy: 6%
Other:1 47%
2011 29
25
26
2012
2013
2011 17%
19%
20%
2012
2013
2011 15%
15%
16%
2012
2013
35 Vodafone Group Plc
Annual Report 2013
Overview Business
review Performance Governance Financials Additional
information