Stakeholder engagement continued 10 Vodafone Group Plc Annual Report 2026
Strategic report
Governance
Financials
Other information
Our customers We are committed to deepening engagement with our customers to develop long-term, valuable and sustainable relationships. We have hundreds of millions of customers across our global footprint, from individual consumers to large multinationals.
How did we engage with them? – Digital channels including our websites, chatbot, and social media channels. – Call centres and branded retail stores. – Account managers, solution specialists and, for large accounts, executive-level engagement. – Primary research, such as user testing of new product developments, qualitative group interviews and, benchmarking surveys to compare our brand and products versus competitor offerings. – Regular customer surveys, such as Net Promoter Score (‘NPS’) surveys to gain frequent insight into our services and customer experiences. For example, just after joining Vodafone, or adding an extra product or line to their account. – Customer advisory boards to strengthen relationships and understanding of key Business accounts.
What were the key topics raised? – Fast and reliable fixed internet, and stronger connectivity. – Better value for customers, and recognition of long-term relationships. – Wider mobile coverage . – Transparency and communication around price changes. – Making complex technology easy to understand. In particular new cloud, security and digital managed services. – Improving productivity and efficiency for Business customers.
How did we respond? – Regularly updated employees on business and trading performance. – Continuous improvement of performance and talent management process. – Continued to focus on opportunities identified in employee surveys. – Remained committed to safety, health and wellbeing. – Continued to embed diversity and inclusion through attraction, retention, development, allyship and education. How did we respond? – Collaborated with industry peers and suppliers through the Joint Alliance for CSR (‘JAC’). – Supply Chain Sustainability Finance Programme for driving environmental progress. – Quarterly supplier safety forums. – Identification of Corrective Action Plans (‘CAPs’) to protect human rights at supplier sites. – Worked to improve fixed internet by successfully trialling a new solution that reduces delays on fibre connections and launching Ultra Hub 7 with the best available Wi-Fi generation for improved speed and reliability. – Increased coverage across our footprint. – Launched our Travel eSIM in 200 countries for affordable, reliable connectivity when travelling. – Invested in additional training for service and support teams to help Business customers make the most of new digital services. – Ran campaigns to showcase our reliable connectivity, strengthen perceptions, and educate Business customers on using Cloud and AI efficiently. How did we respond? – Held Customer Experience (‘CX’) as our top priority, with our ‘Ask Once’ programme live across four markets, delivering a seamless service guarantee and easier access to support. – Rolled out SuperTobi and SuperAgent chatbots, enhanced with Generative AI, to empower Front Line Agents with more personalised, comprehensive service. – Continued our focus on affordability, offering flexible financing, device trade in, and expanding access to second life devices. We also launched ‘Vodafone Together’ Family plans in the UK.
Click to read more about our markets and where we operate: vodafone.com/our-company
Our people Our people are critical to the successful delivery of our strategy. Throughout the year we focused on a number of areas to ensure that everyone is highly motivated, including wellbeing, diversity and inclusion, employee engagement and talent acceleration. Click to read more about our people strategy: vodafone.com/our-people Our suppliers We partner with over 8,500 suppliers to deliver the products and services we need to execute our strategy and connect everyone. These range from start‑ups and small businesses to large multinational companies. Click to read more about our suppliers: vodafone.com/investors
How did we engage with them? – Regular meetings with managers. – European Employee Consultative Committee. Vodacom Group Employee Engagement Forum. Executive Committee discussions. – Internal website, live webinars, newsletters and other communications posted on our internal digital platform called ‘Viva Engage’. – Employee Speak Up channel. – Global employee surveys, including onboarding and exit surveys. – – How did we engage with them? – Regular collaborative performance review meetings with strategic suppliers. – Forums, events, conferences, and site visits. – ESG criteria incorporated into tender process, supplier selection and performance management. – Supplier audits and assessments.
What were the key topics raised? – Changes to our market portfolio and competitor landscape. – Company strategy. – Results of employee listening and Spirit Beat survey, including employee engagement. – Accelerating early and mid-career talent and performance management. – Ownership and active engagement around safety, health and wellbeing, including mental health. – Diversity and inclusion, including our UK Race, Ethnicity and Cultural Heritage (REACH) Commitments. – Customer and frontline experience.
What were the key topics raised? – Strategic and commercial delivery and performance.
– Supplier and product innovation. – Human rights in the supply chain. – Health and safety standards. – Diversity and inclusion.
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