78 Vodafone Group Plc Annual Report 2025 Governance continued Culture and the Board
Strategic report
Governance
Financials
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Our culture – the ‘Spirit of Vodafone’ – outlines the beliefs we stand for and the key behaviours that help us to make our strategy and purpose a reality. Our Spirit underpins the successful and sustainable delivery of our organisational transformation. The role of the Board
The Board monitors the Company’s progress against established strategic objectives and its performance against competitors. Board meetings are planned with reference to the Company’s strategic priorities and meeting agendas are constructed to deliver information at appropriate junctures and from a broad range of senior leaders, to enable the Board to effectively review and challenge. Site visits Board members regularly undertake site visits, which helps them to observe how culture is embedded throughout the Group and demonstrated by colleagues in action. In September, the Board met with the local management team in Portugal and visited the business centre and action store where they met front-line store employees and were able to experience through the eyes of a customer an example of a fixed rate broadband service journey. In January, the Board and Committee meetings were held in Germany with a continued strategic focus on the transformation plan, where they met with new Executive Committee members and the Vodafone Germany Executive Committee to discuss the various pillars of the transformation plan, the progress and next steps. Assessing culture The cultural climate in Vodafone is measured through a number of mechanisms, including policy and compliance processes, internal audit, and formal and informal channels for employees to raise concerns, as well as our whistleblowing programme, Speak Up, which is also available to the contractors and suppliers working with us. The Board is apprised of any material whistleblowing incidents. Alongside these mechanisms, the Board remains committed to engagement with the workforce, and these opportunities continue to shape how the Board influences and understands the Company’s culture.
Spirit Beat survey The Board considers the results of the bi-annual Spirit Beat survey. The results and engagement scores were provided in the context of organisation transformation, driving connection to our strategy and establishing a customer-first culture. Benchmarking data compared Given the geographical size and complexity of our business, we utilise several employee engagement methods and communication channels between the Board, the Executive Committee, and our workforce to enable meaningful engagement. Workforce Engagement Lead attendance at employee forums The Board received feedback from Delphine Ernotte Cunci and Christine Ramon, the appointed Workforce Engagement Leads, after their attendance at to our peers is also provided. Workforce engagement employee forums in Europe and Africa. It is evident from these meetings that employee delegates continue to appreciate the opportunity to speak directly to a Board member. Through these channels we understand that our people are engaged and interested in: changes to our commercial portfolio, M&A activities, GenAI developments; people engagement, and hybrid working. Employee Listening We have increased the opportunities for employees to share their experiences throughout their time at Vodafone. We proactively gather employees’ perspectives through the new hire lifecycle, measuring sentiment in the first week, month and 90 days. Exiting employees are invited to provide feedback 48 hours after their resignation is submitted and responses are required within two weeks. Viva Engage communications ‘Viva Engage’ is our internal digital platform. The Executive Committee and internal communications team regularly post on the platform to provide updates to our people. Examples are shown to the right.
Post: Strategic transactions Topic: Our business strategy and performance Discussion focus: The Group Chief Executive made announcements following the Competition and Markets Authority approval of the merger of Vodafone and Three in the UK, and the sale of Vodafone Italy. The posts kept employees informed of the latest status, next steps and the positive impact the transactions would have on Vodafone. Post: International Women’s Day Topic: Our business strategy and performance Discussion focus: The Group Chief Executive and Group Chief Technology Officer honoured the talented women at Vodafone and highlighted the commitment to empowering women, fostering inclusivity and driving meaningful change. The Chief Human Resources Officer also joined a virtual roundtable with colleagues in AI technology. The post informed colleagues how AI was growing employees skills to improve customers’ experience, bridging the gendered digital skills gap and committing to responsible and ethical AI practices free from gender bias. Post: Mobile World Congress Topic: Our Customers Discussion focus: The Group Chief Executive joined the CEOs of some of our peers to discuss the challenges facing the continent’s digital progress. The Group Chief Technology Officer shared with employees considered how scaling AI from proof of concept to millions of customers creates tangible value for both users and organisations. Discussion focus: The Chief Human Resources Officer sat down with the CEO of Vodafone Business to talk about the Spirit Beat Results in the context of our transformation and how employee feedback helps to deliver our priorities of customers, simplicity and growth. Post: Spirit Beat Results Topic: Our Customers Post: Financial results and Group performance Topic: Our business strategy and performance Discussion focus: Quarterly trading update videos on financial results and Group performance were published. These enhance employees’ awareness of the financial and economic factors affecting the Group and the Company’s performance.
The Board has a critical role in setting the tone of our organisation and championing the behaviours we expect to see throughout the Group. The Board has continued to influence and monitor culture throughout the year and received updates on ‘Spirit of Vodafone’ initiatives, including a quarterly ‘Spirit of Vodafone Day’, bi-annual Spirit Beat surveys, and surveys shared with new hires and leavers. Vodafone’s commitment to inclusion is embraced at every level and embedded in our Spirit, code of conduct and business principles. Upon appointment to the Board, each Director acknowledges that they must promote the desired culture by acting with integrity and leading by example. Alignment with purpose, values and strategy The ‘Spirit of Vodafone’ underpins our purpose and strategy, and the Board recognises the importance of an inclusive environment where everyone has the opportunity to thrive and belong, which actively contributes to a more motivated and productive workforce. An inclusive culture is also key to attracting and retaining the workforce talent needed to deliver our strategic priorities. Our purpose is to connect everyone through our connectivity and technology. This involves empowering our people, helping to protect the planet and maintaining trust with customers. Our purpose is championed by our Board, which is collectively responsible for the oversight and long-term success of the Company. It is aligned with our culture and our strategy, placed at the forefront of our decision-making and strategy development, and the Board considers how the initiatives progressed by management throughout the year have advanced our purpose. Board oversight ensures that continued product development realises our ambition to connect everyone.
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