Vodafone 2015 Annual Report Download - page 37

Reputational risk
5. EMF related health risks
Risk description Assessment Mitigation
Concerns have been expressed
that electromagnetic signals
emitted by mobile telephone
handsets and base stations may
pose health risks.
Authorities including the World
Health Organization (‘WHO’)
agree there is no evidence
that convinces experts that
exposure to radio frequency
elds from mobile devices and
base stations operated within
guideline limits has any adverse
health effects. A change to this
view could result in a range
of impacts from a change
to national legislation, to a major
reduction in mobile phone usage
or to major litigation.
This is an unlikely risk; however,
it would have a major impact
on services used by our
customers in all our markets
– particularly in countries that
have a very low tolerance for
environmental and health
related risks.
a We have a global health and safety policy that includes standards for electromagnetic
elds (‘EMF’) that are mandated in all our operating companies. Compliance to this policy
is monitored and overseen by the Risk and Compliance Committee
a We have a Group EMF Board that manages potential risks through cross sector initiatives and
which oversees a coordinated global programme to respond to public concern, and develop
appropriate advocacy related to possible precautionary legislation
a We monitor scientic developments and engage with relevant bodies to support the delivery
and transparent communication of the scientic research agenda set by the WHO
Operational risk
6. Major Enterprise contracts
Risk description Assessment Mitigation
We have a number of high-
value, ongoing contracts with
corporate customers, including
some government agencies and
departments. Successful delivery
is dependent on complex
technologies deployed
across multiple geographies,
as well as relative stability
in the requirements, strategies
or businesses of our customers,
Failure to deliver these enterprise
services may lead to a reduction
in our expected revenue and
could impact our credibility
to deliver on large, complex deals.
This risk is most evident across
our multi-national corporate and
public sector customers.
Delivery challenges for any
national critical service would
have a particularly adverse
impact on our reputation
to provide enterprise services.
a We have created consistent and coordinated KPI reporting, which we believe will enhance our
ability to identify readily and act upon potential enterprise delivery challenges
a Work is currently being undertaken to simplify and improve our delivery capabilities for our
largest corporate customers
a We carry out regular reviews with key enterprise customers to identify areas for improvement
a A single sales governance process has been developed and will be implemented across
Vodafone Global Enterprise and the local markets during the 2016 nancial year. This process
will interlock with a single governance board for design, deliver, operate and billing teams
to support the business in identifying and mitigating relevant enterprise delivery risks
a We have launched a standardised design methodology with appropriate training. This will
reduce inefciencies and delays during the delivery cycle, thereby decreasing the likelihood
of nancial penalties and dissatised enterprise customers
Relative movement within Group principal risks:
Unchanged
Relative movement within Group principal risks:
New
Overview Strategy review Performance Governance Financials Additional information Vodafone Group Plc
Annual Report 2015
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