Vodafone 2016 Annual Report Download - page 21

Our “Discover” programme for graduates
accelerates the careers of high performing
graduates, with over 700 people recruited
onto this programme during the year. After
theprogramme, a number of “Discovers” join
an international programme, “Columbus”
with the purpose of building leadership skills
through a challenging two-year assignment
outside of their home market.
Recognising performance
We reward people based on their performance,
potential and contribution to our success.
This year, we simplied the process by directly
empowering our line managers to make
performance decisions without a higher
level approval.
We continue to benchmark roles regularly
to ensure competitive, fair remuneration
in every country in which 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. Our incentive
arrangements are subject to company
performance measures, comprising both
nancial and strategic metrics, and individual
performance measures.
During the year we introduced a Customer
Appreciation metric into our Global short-
term incentive plan. See page 57 for more
on remuneration.
Doing what’s right
We recognise that ethical conduct
is just as important as high performance,
and failure to operate ethically will impact
our business success. Our “Code of Conduct”
sets out our business principles and what
we expect from employees to ensure
they protect themselves as well as the
Company’s reputation and assets.
This year we launched a mobile app and
website so employees can access topics such
as anti-bribery, conict of interest, speak up,
privacy, security and competition law via their
phone when they are out of the ofce.
Creating a safe place to work
We want everyone working with Vodafone –
employees and contractors – to return home
safely every day. We start with the wellbeing
of our employees: we launched our third
annual Global Wellbeing Challenge on World
Heart Day in October 2015. Around 5,000
employees took part in a wide range
of exercise activities including cycling, dancing,
running, swimming, and Zumba. Together,
they covered a total of over 245,507 miles –
equivalent to going around the world 10 times.
For our safety campaign we focus on our
top ve risks: occupational road risk, working
with electricity, working at height, control
of contractors, and laying cables in the ground.
Our efforts start at the top and our senior
executives are personally involved, we train
our people and suppliers, and we participate
in best practice sharing withindustry partners.
Despite all our efforts, we deeply regret
that 12 people2 lost their lives during the
year. Trafc accidents involving contractors
in India and Africa continue to be our main
area of exposure. We have robust policies and
processes to manage risks, and if incidents
occur we work hard to identify and address
the root causes. For more on Health
& Safety read our sustainability report
at www.vodafone.com/sustainability
Employees by location %
Germany
14%
UK 15%
Spain 5%
Italy 6%
1,700
women went on maternity leave this
year and were eligible for our new global
maternity policy
Monthly average employees1 number
2014
2015
2016
92,812
101,443
107,667
Employee engagement index
2014
2015
2016
77
77
79
Employee turnover rate %
2014
2015
2016
15
18
19
Nationalities in top senior
leadershiproles
2014
2015
2016
24
24
21
India 20%
Other
33%
Vodacom
7%
Notes:
1 Employee numbers are shown on a full time employee
basis. A statutory view is provided on page 140.
2 There were 12 fatalities, one was an employee, three were
members of the public and eight were contractors.
Gender of employees %
Female
36% Male 64%
Overview Strategy review Performance Governance Financials Additional information
Vodafone Group Plc
Annual Report 2016
19