12 Vodafone Group Plc Annual Report 2025 Stakeholder engagement continued
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, call centres and branded retail stores. – Account managers, solution specialists and, for large accounts, executive level engagement. What were the key topics raised? – Fast and reliable fixed internet, wider mobile coverage and strong connectivity. – Easy access to empowered, high-quality support and reduced resolution times for customer problems and queries. – Better value for long-term customers and ensuring greater transparency around price changes. – Connectivity with digital services, such as security and cloud, – Understanding the potential benefits, and how SMEs can make the best use of the latest digital products and services. How did we respond? – Held Customer Experience (‘CX’) as our top priority, with our ‘Ask Once’ programme being rolled out across markets to deliver seamless service guarantee and access to help customers. – Set up CX boards to regularly review customer pain points, and implement action plans with dedicated investment and senior management visibility. – Conducted initiatives such as Spirit surveys and site visits to call centres in key regions. – Used Gen AI for more personalised and comprehensive interactions through digital self-service and to enhance frontline digital experiences. – Used integrated trade-in, flexible financing and second-life refurbished devices, increasing trade-in volumes and second-life refurbished devices, generating significant savings for customers. – Offered support such as free data to customers in the Czech Republic affected by major Central European flooding. – Continued progress towards closing the digital divide for people across Europe and Africa, prioritising the affordability of data for all. – Partnered with AST SpaceMobile to make the world’s first space video call on a standard smartphone from a remote area in UK without coverage. – Focused on understanding and improving business CX, including the needs and engagement preferences across customer segments and sales channels. – Deployed and optimised digital channels for business customers enabling self-serve, seamless experience.
Our people Our people are critical to the successful delivery of our strategy. It is essential that they are engaged and embrace our purpose and values. Throughout the year we focused on a number of areas to ensure that everyone is highly motivated, and we remained focused on wellbeing, diversity and inclusion, and employee engagement. 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. What were the key topics raised? – Changes to our commercial portfolio. – Company strategy. – Generative AI. – Results of employee listening and Spirit Beat survey. – Hybrid working. – Ownership and active engagement around safety, health and wellbeing, including mental health. – Diversity and inclusion. – Employee experience and engagement. How did we respond? – Updated employees on business and trading performance, regularly. – Launched foundational Generative AI training for all employees. – Delivered leadership training to support our Company transformation. – Embedded our hybrid working policy. – Continued to focus on opportunities identified in employee surveys. – Developed a three-year global capability plan. – Remained committed to safety, health and wellbeing. – Continued to embed diversity and inclusion through attraction, retention, development, allyship and education.
Our suppliers We partner with over 8,000 suppliers to deliver the products and services that we need to deliver our strategy and connect our customers around the globe. These range from start-ups and small businesses to large multinational companies. 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? – Strategic and commercial delivery and performance. – Diversity and inclusion. How did we respond? – Collaborated with industry peers and supplier 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 (‘CAP’)s to protect human rights at supplier sites. – Supplier and product innovation. – Human rights in the supply chain. – Driving health and safety standards.
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