sustainability_report2013 voda fone
TRANSCRIPT
-
7/27/2019 Sustainability_report2013 Voda Fone
1/51
Making a difference one step at a time
Footprints
Vodafone IndiaAnnual Sustainability Report 2011-12
-
7/27/2019 Sustainability_report2013 Voda Fone
2/51
Introduction
CEO speakAbout the reportVodafone India at a glanceMission statementAwardsPursuits that are making a difference Fast Forward Green building initiative
The ReSolve campaign Green networks
Data centre Switching centres Video conferencing
People that are making a difference Streamlining Human Resource function Focusing on diversity and inclusion Talent management Towards a safer workplace Health, Safety and Wellbeing Employee recognition
Products that are making a difference Enabling a smart future Machine to Machine (M2M) solutions m-Education Our solution
m-Health e-Mamta
Partnerships that are making a difference Partnering with the suppliers Partnering with the communities World of Difference Partnering with the customers
Processes that are making a difference Zero tolerance towards fraud Making Information secure Risk management
Legal and regulatory compliance Towards an efficient supply chain e-Sourcing initiative Managing inventory Reducing e-Waste footprint EMF safety Shared services centre International Safety rating system Network safety Building a future fit organisation
Sustainability matrixGlossary
TABLEOF CONTENTS
3
45
7
9
10
11
21
29
33
39
48
49
-
7/27/2019 Sustainability_report2013 Voda Fone
3/51
-
7/27/2019 Sustainability_report2013 Voda Fone
4/51
Our Mission, Vision and Values
clearly reflect our commitment, not
only to our direct stakeholders but
also to the society we function in.
We are committed to act
responsibly and to maintain the
trust of our customers, our
employees and other stakeholders.
We are committed to devise
innovative business solutions to
reduce environmental impact. We
are committed to deliver products
and services that help build a
sustainable future.
Our journey towards sustainability
is a part of our responsibilitytowards our stakeholders, who trust
us to follow the highest standards
of corporate governance. Reporting
on sustainability helps us analyse
where we stand today in our
journey and ask ourselves what
more can we do tomorrow.
At Vodafone India, we understand that the need to engage in sustainable practices is no longer a choice.
We want and need to contribute positively to the three pillars of sustainability social, economic andenvironmental. These three pillars are integral to the way we run our business and design our policies.
We believe that for a
sustainable tomorrow,we need to investin our today!
-
7/27/2019 Sustainability_report2013 Voda Fone
5/51
4
CEO SPEAK
Our first sustainability report, released last year, was very crucial for us. It made us realise where we
stood in our journey to contribute to and practice internal and external sustainability. Today, we have
taken a few more steps in that direction. I am happy to present our second sustainability report
Footprints, and to share the progress that we have made so far with all our stakeholders.
We have been chosen as one of the best companies to work for in India, and our initiatives in the field of
rural innovation, CSR and like-wise have made us the most admired telecom operator in India.
During last year, we made significant progress in our energy saving initiatives and laid key emphasis to
foster a culture of health, safety and wellbeing, within the organisation and in our supply chain. In fact,
sustainability was made a part of our business policy, in our India specific mission statement, released
at our Management Conference in April 2012.
As a result driven company, I am keen to set targets in areas wherever possible be it the use of energy,
paper, water, and so on and measure our improvement vs. them. We would like to be seen as leaders in
the telecom industry, in terms of transparent and ethical practices and as a company that contributes
to the society it functions in.
Our reporting still remains work in progress, as there is so much to do and to learn.
Being a responsible business is not only about what we do for our employees, our customers and forthe society, but also about what we do in partnership with them. Let me close by simply saying thank
you to all who have contributed to those efforts so far.
Marten Pieters
MD & CEO
Vodafone Sustainability Report 2011-12
Steps taken today, should inspire tomorrowAt Vodafone India, we understand that what is good for society is also
good for business. Thanks to the nature of our business, we are
intrinsically sustainable our technology improves the daily life of people
everywhere. But thats not enough. In true sense, a responsible business is
one that is good for people, good for the environment and good for our
shareholders. And we aspire to be no less.
-
7/27/2019 Sustainability_report2013 Voda Fone
6/51
We first published our sustainability report in
2011, but our sustainability journey started
much earlier. Initiated in 2007, our journey
towards sustainability began from the sense of
responsibility we feel towards our stakeholders
and the society that we function in. During these
five years, we have gradually grown across
various dimensions of sustainability, creating
programmes and policies that build value for our
stakeholders by addressing our social,
environmental and economic impact.
In 2010, we conducted a formal Corporate
Responsibility dialogue with our key internal and
external stakeholders including customers,
government/regulators, employees,
suppliers/contractors, local communities,
media, investors and NGOs to establish thepriorities and identify the domains that matter
to our business and are of key concern to our
stakeholders. What followed was the mapping of
the stakeholders expectations with our business
priorities to devise a sustainability strategy
specific to our Indian operations.
The key topics that emerged as a result of the
dialogues were health and safety of our
workforce, workforce diversity, our support tocharitable initiatives and health issues related to
the base stations.
PURSUITS
PEOPLEPRODUCTSPROCESSESPARTNERSHIPS
ABOUTTHE REPORT
This years report, titled Footprints, presents our
sustainability journey since 2011 by
encapsulating the key programmes and policies
under five categories:
Our vision is to be recognised as the leading
Indian telecommunication company, for our
responsible and ethical behaviour, contributing
positively to the world around us.
Last year, our goals centred on being a
responsible and an eco-efficient company;
engaging with and contributing to our local
communities and delivering sustainable
solutions that benefit Indian society
This year, our strategic sustainability focus
areas may be grouped into 2 broad buckets:
Delivering transformational solutionsOperating responsibly and ethically
This report has been prepared in accordance with the Sustainability Reporting
Guidelines G3.1 of the Global Reporting Initiative (GRI). It also meets the
requirements of B Reporting Application Level. The scope of the report is limited to
all operations under the entity Vodafone India Limited, unless otherwise mentioned.
The report showcases our sustainability philosophy, which focuses on making a
difference to our people, to our partnerships, our processes and pursuits, and to the
products that make a difference to our stakeholders.
5
-
7/27/2019 Sustainability_report2013 Voda Fone
7/51
Outline of 5Ps:
Productsthat make a difference
Processesthat make a difference
Peoplethat make a difference
Pursuitsthat make a difference
Partnershipsthat make a difference
How you canmake a difference
From inclusion to education, from
grass-root entrepreneurship toprotecting the environment, andfrom promoting renewable energyto energizing local economies, ourproducts have been developed tousher economic, environmentaland societal well-being.
From in-depth research on EMF tonetwork optimisation throughtimely interventions, fromconserving energy through
technology to managing wastethrough a strong resolve, ourpursuits are the manifestation ofour passion for sustainability.
From joining hands with thegovernment bodies andcollaborating with NGOs, fromempowering rural women to
accelerating environment friendlytransport, our partnershipsdemonstrate that what one can dowell, two can do better.
Each one of us can play a part inmaking this earth a better place.
From strengthening governance to
periodic performance disclosures,from encouraging a green supplychain to empowering the talent pool,our processes are geared toinstitutionalise sustainable practicesand make them second nature.
From simple acts like donating
blood to more difficult ones likedonating time, and fromvolunteering to teach children topicking up the broom to clean cities,our people are the change we wishto see in the world around us.
6Vodafone Sustainability Report 2011-12
-
7/27/2019 Sustainability_report2013 Voda Fone
8/51
Vodafone India Limited and its telecom
subsidiaries (Vodafone India Group or VI Group),
headquartered in Mumbai, is the second largest
mobile network operator serving over 150
million customers in India with a presence in all
23 telecommunications circles. We are a
subsidiary of the Vodafone Group Plc, world's
leading international mobile communications
group with over 404.6 million customers as of
31 March, 2012.
We bring together voice and data, wireless and
wireline services to help businesses harness the
power of total communications solutions. We
focus on providing value through our
high-quality, innovative solutions, and let our
customers do the talking. Our commitment to
our customers has made us the Most TrustedService Brand in India. During this year, we have
seen an 11.8 % increase in subscriber base and
20% increase in voice usage volume.
In line with the governments objective to
improve rural penetration of telephony services,
we have worked continuously in the last few
years to establish a strong rural presence. We
marked a growth of over 21% in our rural
subscriber base in the FY 2011-12 to becomethe second largest rural wireless operator in the
country. Owing to easier access and lower cost
of mobile phones, it is expected that the next
billion internet users in the world will access the
internet via mobile phones. With this there is,
undoubtedly, a huge opportunity for us to
further serve the unconnected such as, the rural
sector and bridge the digital divide.
Also within the Vodafone Group, we have firmly
established a strong position by securing the
highest subscriber base globally. This journey is
a strong testimony of our success in a highly
competitive and price sensitive market of India.
In a nationwide survey, we were ranked Indias
Best Marketing Company for the year 2011-12where we beat competition from within the
industry as well as other players, including
multinational companies, in India. We have been
awarded the Most Admired Telecom Operator
and Best 3G Operator at the recent Telecom
Operator Awards 2012. The work done by us in
addressing social and environmental concerns
while maintaining profitability and generating
economic value has earned us the reputedGolden Peacock Award for Corporate Social
Responsibility. We have also received the
globally recognised Product of the Year 2012
consumer award for Vodafone Applications
Store in the Mobile Services Category.
In another survey conducted
by Nielsen, we were the only
telecom player to feature
in the Top 10 Most ExcitingYouth Brands in India.
VODAFONE INDIAAT A GLANCE
7
-
7/27/2019 Sustainability_report2013 Voda Fone
9/51
We also feature in the Top 10 Most Trusted Brands in India for 2011, in a survey conducted by a leading
financial daily.
Serving the needs of an enterprise, Vodafone Business Solutions is a total communications offering that
caters to all their voice and data, wireless and fixed-line requirements. With the advantage of global
expertise and experience and the knowledge of local markets, this business is run through the followingverticals Vodafone Global Enterprise, SME, National Corporate and Key Accounts. Since its inception,
Vodafone Business Solutions has garnered over 3 million corporate customers in India and currently
provides services to over 6000 global and national accounts, equipped with a robust and superior
network infrastructure and a 24x7 Network Operations Centre (NOC). Vodafone India has been awarded
the 'Enterprise Mobile Service Provider of the Year' at the 2012 Frost & Sullivan India ICT Awards.
We continue to actively support Mobile Number Portability (MNP) and consider it beneficial for service
providers as well as customers. It provides flexibility and choice to the customers to select their service
provider, while retaining their mobile number. It is a good test for customer loyalty. From the time that
MNP was introduced till the end of March 2012, we registered a net gain of around 1.7 million customers.
We will continue to provide our stakeholders excellent services, innovative products and enriched
experiences. We aim to make a difference with everything we do.
Vodafone India Revenue1
Total voice usage (Minutes)
Total SMS messages handled
Number of Subscribers
Prepaid subscribers
Postpaid subscribers
Data users
Total base station sites
Prepaid percentage
Number of stores
`321,844 mn
680,661 mn
81,099 mn
150.46 mn
143.0mn
7.5mn
30.2mn
110,004
95%
463
8
Key stats and figures As of 31 March 2012
1 Vodafone India+ 42% Indus Vodafone Sustainability Report 2011-12
-
7/27/2019 Sustainability_report2013 Voda Fone
10/51
Our shareholders respect us because
We follow ethical business practices
We communicate in a fair and transparent way
We enhance companys reputation and brand value
We do everything to protect our shareholders interest
MISSION STATEMENTWe will enhance value for our stakeholders and contribute to society by providing customers with
innovative, affordable and customer friendly communication services.
Through excellence in our services we aspire to be the most respected and successful
telecommunications company in India.
We see our customers, employees, shareholders and the community we operate in as our most
important stakeholders.
We enhance value through deliveringaffordable, reliable and customisedcommunication services which are simple touse, enjoyable, seamless and secure.
We define success as delighted customers whorecommend us to others
Our customers respect us because
We understand their needs We create innovative services We consistently deliver on what we promise We are transparent and trustworthy in our interactions We provide a secure and reliable network We offer affordable products and services
Customers
We enhance value through growing the companysrevenue and profitability while creating sustainablefree cash flow through efficient resource utilisation
and effective risk management.
We define success as creating sustainable value bydelivering great shareholder return
Shareholders
We enhance value through providing enrichingcareers and long term growth opportunities in afair and collaborative work environment.
We define success as happy employees withgreat careers
Our employees respect us because
We provide a healthy and safe work place
We encourage mutual respect, trust and appreciation
We promote diversity and treat them inclusively
We conduct ourselves with transparency and integrity
We pursue speed and simplicity in all that we do
We recognise and admire accomplishments
Employees
We contribute to the society by supporting authorities inmobilizing social change and achieving their economicgoals, creating value for our business partners andcontributing to the social & economic development oflocal Communities.
We define success as being the most respected telecomcompany in India
Our community respects us because
We act responsible towards our environment
We create community connect
We stimulate business and economic growth
We have high standards of corporate governance
We conduct our business with transparencyintegrity and fairness
Our Community(Business partners, Authorities, Influencers and Local Communities)
9
-
7/27/2019 Sustainability_report2013 Voda Fone
11/51Vodafone Sustainability Report 2011-12
One of the Best Companies to Work for in
India - Study by The Economic Times & Great
Place to Work 2012
Corporate Social Responsibility award -
Golden Peacock Award 2012
Value Services in rural innovation category
for Low Balance Services ET Telecom
Awards 2012
Top Green IT Enterprise Award 2012 - CIO
Leadership Summit supported by
APC-Schneider
Bronze in the Direct Lions category for best
low budget campaign for the iFold initiative
(Green initiative - to save paper) Lions (2012)
CEO of the Year Marten Pieters - TelecomOperator Awards 2012 by tele.net
Enterprise Mobile Service Provider of the Year
- Frost & Sullivan India ICT award (2012)
Most Admired Telecom Operator - Telecom
Operator Awards 2012 by tele.net
Vodafone App Store V Store recognised as
the Product of the Year 2012 in the Mobile
Services category - Nielsen survey
Best 3G Service Operator - Telecom Operator
Awards 2012 by tele.net
7th Most Exciting Youth brand - Survey by AC
Neilson and Brand Equity (Feb 2012)
Ranked No 1 in overall customer satisfaction
- Hindustan Times customer satisfaction
National Survey 2011
Top 10 Most Trusted Brands in India 2011 -
ET Brand Equity annual survey 2011
Best Marketing Company for 2011 -
Survey done by ET Brand Equity
Excellence in marketing and Most innovative
Retail - Global ET Telecom awards 2011
CIO100 award for Enterprise IT - CIO Magazine
AWARDS
10
-
7/27/2019 Sustainability_report2013 Voda Fone
12/51
Our pursuits reflect the extent to which sustainable development
practices have been embedded in the way we do things.
From waste management, to green buildings, from efficient data
centres to green networks, we are taking sustainability to the next
level through our initiatives.
Pursuits that are
making a difference
-
7/27/2019 Sustainability_report2013 Voda Fone
13/51Vodafone Sustainability Report 2011-12
At Vodafone India, sustainability is a journey, not an objective. We constantly strive to make sustainable
practices an intrinsic part of our business strategy, touching every project, process and person.
Advocating a comprehensive approach, most of our initiatives are designed to make our stakeholders an
equal partner in the process; sensitising them to the socially responsible practices and encouraging them
to make this world a better place.
Our employees, across India, attempt to conduct business responsibly and to give back to those who
have supported us in all our endeavors. We hope to have left our footprints in their life.
Fast ForwardRealising the need to employ greater energy
efficient methods, our Corporate Property &
Facilities Management team initiated the Fast
Forward - Energy Optimisation project in
February 2011.
As a part of this project, we examined the areas
in facilities management, within Vodafone India,
to identify and implement energy optimisation
initiatives across all circles. The team came up
with 27 energy optimisation solutions.
Implementation of these solutions was
periodically monitored and reviewed by
the Corporate Property & Facilities
Management team.
We have achieved more than 80%implementation (national average) of these
solutions across circles, which would reduce
energy consumption in offices by 5%.
PURSUITS
12
The well-integrated facets of sustainability and corporate
responsibility, in our approach and policies, are among our
highest priorities. We strive to achieve sustainable growth that
benefits our stakeholders, partners, customers and employees,
along with the communities we operate in. We understand the
need for a coherent CR policy, not because it is expected from
us, but because we know it is the right thing to do. It is
something we feel very passionately about.
- Manu Kapoor, Director, External Affairs
-
7/27/2019 Sustainability_report2013 Voda Fone
14/51
At Vodafone India, our sustainability strategy is to lead by example. We were the first telecommunicationsservice provider to start operations in UP East (UPE) circle, which has a population of 130 million people.
Our UPE operations directly employ about 470 people and over 4000 people are associated with us in
various capacities. While the Circle head office is in Lucknow, we also have six zonal offices and four
branch offices in the state. Given our size, we are conscious of our energy usage.
We understand that the energy situation in UP (East) is poor power is a scarce resource. However, we
are committed to improve energy efficiency in our operations and our offices, despite the costs.
- Ravi Santhanam, Business Head, UP (East) Circle.
When we had to relocate our office to a new building, our Administration and Facilities Management
team, headed by Major Sharad Saxena decided to seek out Leadership in Energy and Environmental
Design (LEED) certification for the new premises based on the international United States Green Building
Councils (USGBC) rating system. He was strongly supported by the Circle Business Head, Ravi
Santhanam and General Manager of Human Resources, Syed Rizwan Ashraf.
No building in UP, barring Noida, had sought/received LEED certification. As we were going to be tenants
in the new building, with no example to draw on, we had to convince the builder on the benefits of
adopting elements of LEED.
With our strong determination and effective cross-functional collaboration between our administration,
supply chain and human resources functions, we managed to get the buy-in of the builders.
Case studyTaking a cue from Vodafone Indias strong commitment towards environmental protection and
sustainability, the Punjab-HP (Himachal Pradesh) team set itself the goal of energy conservation and waste
management. The Circle formed a core team that identified implementable projects, which were thenincluded in the Fast Forward programme.
Instead of settling for small measures, the circle team looked for radical solutions to reduce energy
consumption. Their pioneering project was to replace conventional lights with LEDs across offices within
the Circle. This project alone registered 30% savings in the power consumption costs. The core team was
recognised with the Think-Tank award for its successful implementation. The Circle also installed mist
spray for air conditioners resulting in 15% savings (approximately).
The Punjab-HP Circle has initiated work on rainwater harvesting and is also taking key steps in the area of
waste management.
This positive outcome has encouraged the Circle team to undertake more ambitious projects.
The Circle implemented all the 27 energy optimisation solutions enlisted in the
Fast Forward programme.
Case study
Green building initiative
13
-
7/27/2019 Sustainability_report2013 Voda Fone
15/51Vodafone Sustainability Report 2011-12
What does this mean for us?Our electricity cost remained same, despite moving from a 27,000 sq.ft. office to a 70,000 sq.ft.
sprawl of office space.
We managed around 52% reduction in baseline water consumption on account of installation of
efficient water fixtures.
During construction, we demonstrated exemplary performance in construction waste
management by diverting 100 % of waste going to landfill.
With optimal space utilisation and ergonomically compiled seating and workstations, we provided
comfortable space to our employees.
Reducing office wasteand promoting recycling
The ReSolve campaignAs a responsible telecom company, we started
the ReSolve campaign to manage
non-hazardous solid waste, increase awareness
amongst employees and communities and to
enhance livelihoods. By means of this initiative,
we identify and collaborate with diverse
stakeholders to bring about a change and to
make a lasting difference.
We initially piloted the campaign in six Circle
offices Mumbai, Kolkata, Delhi, Chennai,
Mohali and Ranchi. To accomplish the project
Putting forth a conscious effort to preserve our
ecosystem, we focus on the three Rs reduce, reuse
and recycle when we think about our waste.
objective, we have partnered with credible
not-for-profit organisations at each Circle cities.
The campaign has witnessed tremendous growth
and positive response in all these Circles over the
year. For example, in Kochi, we partnered with the
NGO - Plan @ Earth to segregate and recycle
waste paper. This partnership driven by the
Supply Chain Management function (SCM),
resulted in the recycling of more than 4000
kilograms of waste paper.
14
Our team has been successful in fostering the Green Building Movement in Uttar Pradesh (East). We
received a Leadership in Energy and Environmental Design (LEED) platinum certification, the top-most
certification in this category, for our Lucknow office. While this initiative is another manifestation of our
commitment to the environment, as part of the Fast Forward philosophy, it also enabled us to improve
our employees health and productivity.
-
7/27/2019 Sustainability_report2013 Voda Fone
16/51
PURSUITS
Total waste collected as on
31st March 2012:
Overall waste recycled:
Waste composted:
317 Tonnes
(Includes paper, plastic, tetra pack, food waste)
84.21%
(Reflects % reduction in landfill load by recycling waste)
3.5 tonne
(Another 15 tonne is in process)
Chennai CircleWe strongly believe in self-sustainability and the
role that Project ReSolve can play in
contributing positively to our community.
On identifying an opportunity to integrate the
youth in the ReSolve campaign and to raise
awareness amongst them, the Chennai circle
demonstrated the waste management process
at the Annual Science Expo of Chettinad
Vidyashram School, Chennai. The event
witnessed an overwhelming response from both
students and teachers, who were curious to
learn and adapt. The students eagerly
participated in all the activities and inundated
our Green Ambassadors with questions
and concerns.
In addition, the Circle also adopted MRC Nagar
as the community to implement this project.
Various initiatives were taken to engage thecommunity in this project.
Waste collected from the office premises and
community was sent to a waste composting
facility. We hired 900 sq.ft of suitable place in
Chintadripet, Chennai for secondary segregation
of waste. Kitchen waste was dried and used to
produce manure, which was distributed free of
cost towards plantation of trees in the
community. Other wastes such as paper and
plastic were sent to appropriate recyclers.
This activity also provided livelihood to seven
people. This project helped in the collection of
nearly 41,410 kilograms of food waste and
generation of about 350 kilograms of compost.
Going forward, we intend to make this exercise self-sustainable by creating wealth from waste, and
generating revenue with the sale of recycled waste and compost to wholesale and retail buyers.
On receiving an overwhelming response from employees and partners alike, this programme has
expanded to six other circles and we look forward to its roll-out in all 23 circles by 2013-14.
The campaign is based on the simple ideology of reduce, reuse and recycle. It includes:
Introduction of appropriate waste management practices in Vodafone offices
Generation and enhancement of livelihood opportunities among associated workers
Sensitisation of stakeholders on waste management practices, like recycling
Employee engagement activities for community awareness and behavioral change
Adoption of a pre-defined community-area near Vodafone offices for project intervention
We are committed to effectively contribute
towards environmental sustainability. Besides
serving this larger cause, we are glad that through
our campaign ReSolve, in partnership with an
NGO, we were able to provide job opportunities to
seven people belonging to the economically
weaker section. Such outcomes motivate usfurther to partner in similar initiatives.
- Suresh Kumar, Business Head, TN and Chennai
15
-
7/27/2019 Sustainability_report2013 Voda Fone
17/51Vodafone Sustainability Report 2011-12
Kolkata CircleCommitted to integrating the basic guidelines of the ReSolve Campaign into its operations, several
programmes were designed to educate the employees and empower the community. In partnership
with the NGO - South Asian Federation for Environment (SAFE), we conducted a waste management
awareness drive, in the eateries and other corporate offices, in the Kolkata Circle office premises.
Thus, allowing the representatives of the establishments to study our plan. We also conducted capacity
building workshops. On receiving an overwhelming response from over 39 offices and restaurants,
we sponsored coloured bins in the premises to aid segregation of waste.
Identifying an opportunity to leverage the campaign and to create employment opportunities, we then
developed a detailed plan for effective segregation of waste and manufacturing of products made from
the recycled materials. While wet food waste collected from this project was used to make good quality
compost through the process of vermicomposting; paper waste collected was sent to the paper mache
processing unit to make pulp that acts as the base for making various eco-friendly products like
lampshades, trays, pen-stand, pen-case, shopping bags, etc.
Participation of the community is integral to this initiative. With the objective of creating a sustainable
income generating model, 12 youth members, under the supervision of SAFE, undertook the entire
scope of activities that ranged from collection of waste to the manufacturing of products. Furthermore,
to enable them to effectively execute their responsibilities and develop entrepreneurial skills, we
conducted training sessions at regular intervals. Our employees organised and managed exhibitions,
providing a platform to exhibit the talent and products of the youth members. To sustain this initiative
further, we will dedicate an annual sum for the purchase of these products and give them as gifts on
various occasions. Moreover, through street plays and web auctions, we will raise awareness amidst the
community and other stakeholders.
16
Fast Forward in the Networks Function:
The Fast Forward initiative with an objective to reduce wastage and enhance efficiency was started
in the first quarter of 2011. In the networks domain, a 14 member dedicated team representing
various Circles worked for 3 months to identify problem areas, workable and implementable
projects. The team identified 20 projects and 50 solutions which included:
Reduction in diesel consumption
Prevention of diesel theft
Surrendering lease lines
The solutions identified are under various stages of implementation across Circles, with nearly
80% of recommendations already deployed.
-
7/27/2019 Sustainability_report2013 Voda Fone
18/51
PURSUITS
Green networksAs a leading operator in India, we have a network
footprint of over 1,10,000 base stations, as of
March 2012. More than 90% of our base stations
are located in regions where electricity from the
grid is unavailable, partially available or
unreliable. These base stations are therefore
heavily reliant on diesel generating sets to
ensure round-the-clock availability of
communication services.
Majority of our base stations (~87%) are
co-located along with other operators base
stations, at third party tower company sites,resulting in reduction of electricity and diesel
consumption. We are a major contributor in this
industry initiative for reducing consumption and
emission by sharing resources, especially when
The total waste handled under this project was 51,492 kilograms, which resulted in the creation of
eco-friendly products valued at INR 35,000 (approximately).
Steps undertaken We deployed hybrid solutions (i.e., diesel
generators and batteries working in alternate
modes, with intelligent controllers), takingthe total site numbers to 2435
Our initiative to deploy variable speed diesel
generators yielded fuel efficiency by
optimising the generator operation, based on
the actual load. 234 sites are now powered
by variable speed diesel generators. This
move has demonstrated the potential to
decrease diesel usage by 35 %
RESOLVE is a pioneering model of partnership between corporate, community and the civil society
that can be an exemplary initiative in reducing landfill emission from solid waste dumping
- John Durham, Chief Environment Officer, US Consulate New Delhi
when he visited ReSOLVE site on 28th October, 2011
spectrum shortage drives up the need for
additional sites. Of the 13% sites where we
have operational control, we continue to take
definitive steps in managing energy (electricity
and diesel) consumption.
During the reporting period, we deployed
358 inverters at indoor sites. The inverters
help in using back-up battery to run the airconditioner during power failure, which
reduces the generator run time
Deployed fuel catalysts at 1,182 sites.
Installed in the fuel in-let pipe, these fuel
catalysts are passive devices, which increase
the combustion capability of fuel and
thereby reduce 8-10% carbon emission
17
-
7/27/2019 Sustainability_report2013 Voda Fone
19/51
Data centresOn an average a computer is said to be running
at a third of its computing power, at any given
time. If three computers are used for three
separate applications at a third of their
computing power each, there is a redundancy of
two computers in terms of computing power.
Virtualization is pooling together the computing
power of the servers and assigning it as and
when required, to reduce these redundancies.
Last year, we focused on virtualization of serversand adopted blade servers wherever possible.
This year, our key focus has been in the area of
improving energy efficiency in our data centres.
Vodafone Sustainability Report 2011-12
We continued to complete the virtualization of
all servers (wherever possible). This exercise
alone helped us bring down the number of
servers by 430. In terms of reducing energy
requirements for running and cooling the
servers, this translates to achieving carbon
emissions reduction by as much as 1700 tons of
CO2e a year.
As we progress from consolidation of data
centre resources to virtualization and then ontooptimisation, our ambition is to move towards
cloud computing. Cloud computing offers
scalable infrastructure and saves space,
hardware and power.
In our journey towards cloud computing, we are moving from providing on-demand computers to
on-demand computing.
- Ranganathan Ramani, Vice President, IT Infrastructure
Benefits of Cloud computing: Scalable infrastructure on demand
Agility to business in launching new services on time
Reduces physical space occupied by servers
Save capital and operational expenses
Reduces energy consumption
18
We have also identified base stations that can
work in a non-air conditioned environment
and have started removing air conditioners
from these sites. These sites are being
equipped with fan filters for air circulation,
thereby reducing energy consumption
We have successfully deployed solar solution
at 70 off grid sites resulting in 75% reduction
of diesel generator run time
-
7/27/2019 Sustainability_report2013 Voda Fone
20/51
PUR
SUITSStorage
We identified an improvement area in terms of consolidation and optimisation of application data
for consumers. We realised that by optimising active data storage, which is hosted online, less storage
equipment needs to be online which implies that lesser energy is required to power and coolthe equipment.
End user computing resourcesIn the past, we achieved significant reduction in energy consumption by moving from CRT monitors to
TFT (LCD) displays. During FY 2011-12, by moving to more energy efficient operating systems (Win 7)
on desktops and laptops and by deploying power management policies on desktops and laptops we
achieved potential reduction of 1300 tons of CO2e per annum. Now we intend to replace all desktopsat the workplace with laptops, when they come to the end of their life.
We are targeting 3000 desktops to be replaced with laptops, leading to a potential
reduction of 750 tons of CO2e per annum.
Switching centresSwitching centres host the exchanges that switch telecommunications traffic between different mobile
phone and fixed line networks and between customers. These centres typically house a variety of
equipments that require cooling and need to be powered at all times, thus consuming considerable
amount of energy.
Our switching centres account for as much as 30% of our energy consumption. We undertook energy
efficiency audits to identify potential areas for improvement. As a result of the audit exercise, we
implemented the following initiatives (amongst others) to reduce the energy consumption:
Renovation of existing switching centres and infrastructure to enhance efficiency
Consolidation of switching centres, where improvements and capacity enhancements were notfeasible
Optimisation and standardisation of network and utility room temperatures
Introduction and leverage of fuel catalyst in diesel generators across all switching centres to increase
the fuel combustibility
Introduction of 140 units of next generation digital scroll precision air conditioner machines which
are efficient at part loads
Energy saving due to replacement of legacy network nodes with the latest energy efficientnetwork nodes
19
-
7/27/2019 Sustainability_report2013 Voda Fone
21/51
PURSUITS
Video conferencingWe continue to employ and encourage the use
of video-conference facility for meetings as a
substitute for travel. The networks are
strengthened to ensure good quality, seamless
video-conference across all our offices in India.
In addition to saving considerable costs, use of
these systems is a safer option as opposed totravel, which carries a significant amount of risk.
During the year we saw increased adaption of VC
services across our enterprise. Number of VC
sessions increased by 2.5 times and led to
reduction in the amount of travel the
employees had to undertake. On a conservative
estimate, we have saved 4500 tons of CO2e
during the year on account of travel.
Vodafone Sustainability Report 2011-12
As a result of these initiatives, we have managed to reduce our energy consumption at Switching Centres
by nearly 14.76%, while enabling incremental capacities to the tune of 50% with reduced Switching
Center resources.
We are proud to be a significant contributor to Footprints in the areas of
energy efficiency, carbon footprint reduction, optimal usage of infrastructure,
selection of environmental friendly technology and safety of our employees,
partners, vendors, etc. The benefits that we see today are a reflection of our
continued focus on these areas for the past many years.
- Vishant Vora, Director, Technology
420
-
7/27/2019 Sustainability_report2013 Voda Fone
22/51
People are at the center of Vodafones sustainability strategy. We invest in
their training and development and strive to build a safe and conducive
work environment for them. We see our people as ambassadors of our
values, and empower them to make a difference.
People that are
making a difference
-
7/27/2019 Sustainability_report2013 Voda Fone
23/51Vodafone Sustainability Report 2011-12
While empowering our employees, we focus on optimising the roles of their key touch point the Human
Resources function. We have implemented the HR Business Partner for each function at corporate, to
focus on the business strategy and launch of the HR Shared Services for all employee queries and our
Centre of Expertise (COEs) that brings in a specialist experience in the HR functional domain, in areas ofRewards, OE (organisation effectiveness) and Talent.
We have an employee portal -AskHR as a one-stop-shop for all employee communication needs like HR
Updates, Policies, Processes, Employee Self Service and Manager Self Service. On an average, we have
15,000 hits per month, thus bringing in complete transparency on all HR processes. Since the launch of
the AskHR portal in April 2011 till March 2012, we have recorded 157,724 hits on the website and
registered 45,320 queries (calls and emails) to the service centre. Also our HR Systems enable employee
self service in travel, medical claims, performance dialogue, leaves etc. Our employee CSAT on HR
services is at 85%+ on speed, quality and overall services that our team provides to all the stakeholders.
Streamlining HumanResources function
PEOPLE
22
We recorded the employee
engagement index of 81
and aggregated manager
engagement index of 78,
which is above the
Vodafone group score of 77
and 74 respectively.
Employee Statistics
Male
Female
1485
8822
Seniormanagement
2691469
8569
Middlemanagement
Others
Headcount
AskHR
-
7/27/2019 Sustainability_report2013 Voda Fone
24/51
Focusing on diversity and inclusionDiversity and inclusion continue to remain a top priority
for us at Vodafone. While we recognise the value
proposition of having a diverse workforce, we are alsoaware that it requires continued efforts and
reinforcement over time.
With 14.4% of our workforce being women, changing
the existing mindset and forming a culture that drives
inclusion of women in the organisation is an area of
focus. We continue to provide the right eco-system in
terms of structured interventions to reiterate the
importance of a diverse workforce. This year, taking our
efforts a notch higher, we worked towards breaking theunconscious biases against women in a workplace and
support women in tackling the barriers to career
progression at a cultural level. Some of the highlights
from the year are:
Sustainability means different things to different people. Its all about
developing a mindset that pushes us to meet the current needs of people
without compromising the ability of future generations to meet theirs. People
are the organisation's most valuable asset, their willingness to drive practices
and to adapt to change, coupled with structured thinking and long-term vision
helps us achieve our targets and make progress as a responsible business.
- Ashok Ramchandran, Director, Human Resources
95% of all our people managers have undergone the Inclusive Leadership workshops
We have structured interventions to work with existing women employees to plan and advance
their careers. The programmes include self-empowerment career series Pathways to Success; 1 year
mentoring programme conducted by the Execo for high potential women employees; Leading Ladies for women employees interested in making career in general management
We prepared the Maternity Transition Note outlining activities like planning, communicating
maternity leave to the line manager, holding a discussion of promotion cycles, transferring the
responsibility and other activities for a smooth transition before and after the leave. Of the 68 women
who availed maternity leave in 2011-12, 93% of them returned to work following the leave
We launched the Vodafone Inclusivity Network this year. All employees can join this forum that
focuses on how to change the culture to drive inclusivity at our workplace
We also conducted activities like health workshops and health checkups for our women employees
We have strengthened the exit interview processes in order to understand the reason for people to
leave the organisation, and the factors leading to it
23
-
7/27/2019 Sustainability_report2013 Voda Fone
25/51
Talent managementWe recognise that it is necessary to create a
sustainable environment for our people so that they
continue to be relevant to the business, as we grow.As a part of our talent management initiatives, we
primarily work on building sustainable environment
to manage succession plans for critical roles and
groom our people for these roles.
We provide customised training programmes and
plan career paths for our employees, based on their
potential, talent and performance. An employee
with high potential is groomed via development
journeys that enable us to fast-track his/her career
within the function. Some of the flagship talent
management programmes are:
Senior Leadership Acceleration Series
Building Leaders of Tomorrow
Young Leaders Program
Vodafone Sustainability Report 2011-1224
We also host career conversations with our
talent pool through the Know Your Talentforums at the corporate level. Owned by the
functional heads, they enable them to know
their talent across corporate functions and circle
operations and plan succession for critical roles.
Each circle hosts a circle development board,
which catalyses talent management at circles
and funnels up talent to higher/better
opportunities. We also have early career
programme Discover, under which we recruitgraduates from management and technology
campuses. Management trainees, technology
trainees and finance trainees are given special
trainings, in order to feed young talent into the
commercial/human resources/finance
leadership pipelines.
Employees who have demonstrated high
potential are also given an option to take up
global roles. Last year, five of our employeestransitioned to global roles. Further, we sponsor
some of our employees for the two year
Columbus Graduate programme. Once they
graduate, they may also be nominated to workin other local operating companies of the
Vodafone Group. We also nominate our talent
into the Global Talent development programme
- INSPIRE.
Through our learning and development
initiatives for our employees, we seek to provide
a standard learning experience to all employees
across circles and provide a ready pool of
interventions that would save cost, time and
effort and ensure quality.
In building capacity, we focus on business
related knowledge building and functional
training to instill the Vodafone Way in
management and leadership styles and
personal development.
The various training programmes this year
added average training hours per employee to
20.43 hours for internal trainings and 9.30 hours
for external trainings.
INSPIRE
-
7/27/2019 Sustainability_report2013 Voda Fone
26/51
P
EOPLE
Incident reporting/ learning:
Towards a safer workplaceSafety of our employees is at the core for us. We believe that senior management commitment is
essential to make our work environment injury free and safe for every individual associated with us.
Senior Management Tours are conducted on a regular basis to encourage safe working conditions and
practices. Moreover, we are in the process of establishing various standards and work practices for
sustained safe working. Also we believe in an open culture in incident reporting across all levels.
We emphasise on incident reporting. All the major incidents are reported to the Global HSW team within
24 hours of their occurrence. Local business heads supervise every incident and ensure adequate
investigation. It is ensured that the learning from the incidents is captured and actions are taken across
the circles.
In acquiring, nurturing, integrating and retaining talent, our focus is not only around what of performance
but also around how of performance, bringing a more mature performance management system with a
visible linkage to the Vodafone Way of Speed, Simplicity and Trust. It is not just appraising our employees,but also about letting them set SMART goals, coaching them for superior performances and ensuring
continuous development, through regular feedback and review empowering them at every step.
Circle programs
National programs
Band F1 & above Band F2 & G Band H & below
814 709
3000.83275.5
22065.4
7121
Integral to the philosophy of our sustainability journey, is our commitment
to guard the health, safety and wellbeing (HSW) of our employees and
other partners and associates. We understand the importance of nurturing
a safety-first environment and adopt a no-compromise attitude. We aspire
to provide an incident-free work environment.
- Sunil Sood, Chief Operating Officer
25
-
7/27/2019 Sustainability_report2013 Voda Fone
27/51
Health, Safety and WellbeingExpect the Unexpected
We conceptualised the Expect the Unexpected programme this year to translate our belief that injuriescan be prevented into actions and to foster a safe work environment. Under this programme, the
participants were given case studies on safety to promote a thought provoking approach in imbibing a
culture of safety. Over 250 employees underwent this programme, which garnered a positive response.
This programme would also be extended to all the people who work for Vodafone India, employees,
contractors, etc.
1@ Risk initiativeThe business we operate, involves thousands of people who work with us at cell sites, markets etc., and
are exposed to various risks like road travel, working with electricity and working at heights. 1@Risk
initiative focuses on identifying the person at risk, the nature of the risk associated and finally ensuring
that all the precautionary measures that could prevent injuries are taken. All the circles took up various
initiatives on this front throughout the year. To assess the effectiveness of these campaigns, a
competition was conducted PAN India and three circles were awarded.
Road safety our major focusAccidents occurring on the road, due to work-related travel are one of the
key risk areas. To mitigate its impact, multiple initiatives have been takenduring the year:
Two-wheeler defensive driving sessions: the sessions were attended
by over 22,000 employees and contractors
Responsible mobility campaign: it intended to promote
responsible use of mobiles, especially while driving
Education and enforcement of the Absolute Safety Rules
Prepared and cascaded the standard driving procedure
Integrated safety requirement into business formats(specifically for Sales and Marketing front line Sales Executives)
Vodafone Sustainability Report 2011-12
Some safety initiatives by circles:
Mission Reach - Tamil Nadu
We launched Mission Reach to sensitise people on the 7 Absolute Safety Rules (ASRs) and safe driving
standards. As a part of this programme, our on-roll employees are assigned partner employees (those
not on our payroll) to cascade awareness on safety. Our employees then communicate the safe driving
standards and principles to their assigned partner employees. Special emphasis is laid on those whofrequently use two-wheelers to carry out the business, as we believe that they are most vulnerable to the
safety risks. This programme has been piloted in TN and will now be extended to all circles.
26
-
7/27/2019 Sustainability_report2013 Voda Fone
28/51
P
EOPLE
We believe that through melas, a popular concept with the people of UP, we imparted basic knowledge
on vehicle fitness, importance of appropriate documentation such as insurance and consciousness on
ones health across Indias most populous state. Similar initiatives were taken in other circles like Bihar,
Kerala and Rajasthan.
Supporting our plethora of safety programmes, campaigns and drives, is the Consequence Management
Matrix (CMM) a graded disciplinary process for violations which was cascaded this year. This will serve asa deterrent and is a sign of our resolve in taking safety seriously.
Safety is a business imperative for us. We believe management commitment and employee
engagement are vital for sustained safety performance.
- Uday Deshpande, Associate Vice President, Health, Safety and Wellbeing
This programme is helpful in connecting with the last-mile, communicating to him/her our care and
message for safety effectively. Along with our employees, the programme also helps these partner
employees to become our safety ambassadors, who are now proud to talk about safety at work, at home,
with friends and with the society! Through this programme we were able to reach out to over 500 partner
employees in TN, and by taking this initiative PAN India we aim to reach to thousands of people who are a
part of the Vodafone Indias eco-system.
Safety awareness drive - Haryana
We launched the Retail of Tomorrow initiative in Haryana circle last year. Under this innovative initiative,
the mini-stores in Haryana were used as platforms to spread awareness on serious social issues through
interactive and engaging methods like street plays, dhol performances, etc.
One such programme was Nukkad Natak, a street-play-based programme designed to emphasise the
importance of road safety to our customers and educate them on our 7 Absolute Safety Rules.
In Haryana, where road rage is persistent, this programme was especially relevant and reiteratedVodafone as a brand, which cares for the community. We saw participation from the Deputy
Superintendent of Police, Traffic, Panipat, educating the general public on various aspects of pedestrian
safety, traffic rules and safe driving, during the programme.
27
Safety Mela - UPE
In the Uttar Pradesh East (UPE) circle, we decided to reinforce the Absolute Safety Rules (ASRs) by
adopting the concept of melas to reach out to the larger public. We held the mela in 10 different towns
and cities across UPE.
We engaged with our employees, their families and other visitors through innovative and entertaining
means like:
- Free vehicle fitness checks
- Free health check-up (both conducted at the entry to the venue itself)
- Safety walk demonstrating safety equipment
- Safety games like riding arena for two-wheelers, puzzles on traffic signs and quizzes on safety
-
7/27/2019 Sustainability_report2013 Voda Fone
29/51
P
EOPLE
We value our employees and we value their contributions. Our workforce is our strength and we want our
employees to feel valued and realise that their work does make a difference. At Vodafone, one of the best
companies to work for in India as per a study by The Economic Times, we acknowledge the priceless
contributions made by our employees under the following categories:
Target or performance driven recognition programmeCulture driven recognition programme
Some of the culture driven recognition programmes are:
Employee recognition
We also work towards enhancing the physical security of our office premises, data centres and switch
centres. We regularly conduct risk assessments of all our premises.
As a result of our consistent efforts in safety, across the country, we have been
able to save 17 lives!
Vodafone Global HeroesThe Vodafone Way is about a consistent way of working, with Speed, Simplicity and Trust. Vodafone Global
Heroes is a quarterly initiative that identifies and recognises employees (in band G and below) who
contribute to and embody The Vodafone Way.
Vodafone SStarsA SSTar is someone who operates with Speed, Simplicity and Trust. This programme recognises the
employees contribution at three different levels:
Vodafone Sustainability Report 2011-1228
Level 1: SSTars
An on-going exercise, it celebrates the demonstration of Speed, Simplicity and Trust at work with a special
SSTars e-card. Any employee can recognise a colleague or team member across functions and circles
through an instant SSTars e-card, any number of times.
Level 2: SuperSSTars
A monthly exercise which celebrates the exemplary demonstration of Speed, Simplicity and Trust at work.
The chosen employee is awarded points from the functional kitty that can be redeemed against gifts. Any
functional or cross-functional colleague or Line Manager across circles can nominate an employee with a
proper justification, any number of times during the month.
Level 3: MegaSSTars
A quarterly exercise which celebrates the consistent and outstanding demonstration of Speed, Simplicity
and Trust at work. The MegaSSTar finalist is shortlisted by the Recognition Board comprising BusinessHead, HR Head and Functional Heads, every quarter in every circle. The winner is awarded a lapel pin, a
certificate and points that can be redeemed against a pre-decided gift voucher.
-
7/27/2019 Sustainability_report2013 Voda Fone
30/51
We constantly endeavor to utilise our technology and
expertise to develop products that can contribute to the
businesses becoming more sustainable as well as to the
development of the society. Whether it is smart metering or
asset tracking for the enterprises or education, banking and
rural entrepreneurship or digital inclusion of individuals,
we strive to make our products a means of empowerment.
Products that are
making a difference
-
7/27/2019 Sustainability_report2013 Voda Fone
31/51
PRODUCTS
Vodafone Sustainability Report 2011-12
Machine to Machine (M2M) solutionsUsing M2M technology to develop solutions that enable machines to connect with each other, and to
integrate several functions and operations for one seamless system, we help organisations in
dramatically improving efficiency, significantly reduce operation and maintenance cost, better assetmanagement, increased service speed and create new revenue streams. Our location tracker solution,
which uses M2M technology, is helping one of the beverage leaders to track assets online and to
monitor the deliveries, resulting in enhanced business efficiency. Utilised by many Vodafone customers,
Smart Metering, is another innovative solution that allows energy and utilities companies to efficiently
collect meter data and provide two-way communication for their residential, commercial and industrial
customers. Smart Metering also provides a way to offer increasingly personalised services and reduce
pollution and carbon emissions.
Using M2M communication, one of the state municipal corporations is monitoring and controlling water
levels in reservoirs and tanks, which help in reducing water pilferage, wastage and leakages with timelypreventive actions. Another Vodafone customer is using M2M technology for remotely controlling street
lights which helps in energy consumption and reducing operation costs. At Vodafone, we are committed to
identifying and developing solutions that enable the companies to deliver better to its customers needs.
We strive to innovate and utilise technology to
develop products that better facilitate the
functioning of an organisation and improve the
lives of millions across the country. Through
customised technological solutions, we strive to
make our products as means of empowerment for the businesses and the community.
We constantly work towards ensuring that
our technology is a force for beneficial and
lasting change.
Enabling a smart futureSustainability for Vodafone is a long-standing
commitment. However, achieving sustainability
in emerging markets, like India, can be quite
challenging. We aim to not only provide
communication solutions, but to
provide customised solutions thathelp our customers increase
efficiency in their supply chains.
- Naveen Chopra, Director,Vodafone Business Services
Connecting an MNC giant with the farmersContributing towards a larger goal, we collaborated with one of the worlds largest confectionery
companies to establish direct communication with the producers of cocoa. Our solution enables
the farmers to indicate the quantity and date of the produce through a voice portal. While the
farmers can indicate the quantity and date of the produce through the portal, the companys
sourcing team is able to efficiently plan its collection routes using the information collated
from the portal. This seamless communication system enabled by the voice portal has
resulted in a win-win situation for both, the farmers and the company.
30
-
7/27/2019 Sustainability_report2013 Voda Fone
32/51
Effective July 2011, the surrounding plastic packaging of all the SIM cards that we sell, has
been reduced by half. We worked with our suppliers to bring about this small yet fundamental
change in the packaging process. With our average SIM card sales figure of nearly 18 million
per month, this move is yielding a significant reduction in the amount of plastic consumed.
At Vodafone, we are committed to reduce the environmental impacts of our products and
services, and we undertake numerous initiatives towards the same. We constantly engage with
our suppliers and customers to raise awareness and deliver change.
Case study: Adult Learning programmeAccording to the Census of India (2011), the literacy rate recorded for Andhra Pradesh was 67.7 % as
opposed to 74.04 % for the country. Furthermore, the Andhra Pradesh State Literacy Mission Authority
(APSLMA), which runs adult learning programmes in the State, notes that only 62% of those enrolled in
adult education programmes across 40,000 villages complete literacy programme; the percentage of
female enrollees completing the programmes is even bleaker at a 59%, the remaining being dropouts.
When we got involved with APSLMA, we realised the high dropout rate could be contained with closer
monitoring of attendance. We came up with a simple solution for directly recording information on
attendance, including male-female attendance ratio from every village and collating the informationacross villages immediately for dissemination to the authorities.
m-EducationEducation is integral to the development of every
country. It plays a critical role in catalysing
positive change and in empowering the people
to achieve their dreams and aspirations.
Determined to spread literacy and give every
individual an access to education, we at Vodafone
India have developed solutions that enable
m-Learning and support Adult Learning a state
wide literacy programme, conducted by the
Education Department of the government.
Reducing the impact from SIM cards
From May 2011, we introduced the simple concept of delivering the bills to our customers in a
smaller sized envelope, by folding the original bill. With nearly 6 million bills printed every
month, this small step is helping us save millions of trees each year.
Saving trees, one fold at a time
31
Sharing of education content via mobile,
m-Learning serves as a classroom, enabling
people to study and accomplish their dreams.
It works as an effective tool for children, women
and elderly, providing them a convenient
platform to study within the confines of their
home. By delivering education at their
doorsteps, we hope to enlighten millions across
the country.
-
7/27/2019 Sustainability_report2013 Voda Fone
33/51
PRO
DUCTS
Vodafone Sustainability Report 2011-1232
m-HealthDue to its sheer magnitude, India faces numerous challenges while trying to meet the basic healthcare needs
of the people. However mobiles, with its wide reach, can and have been playing an important role in healthcare
sector at the regional, community and individual levels. m Health or mobile health is an effective tool to
make round-the-clock healthcare facility available for all. Taking cognizance of this very critical issue, Vodafone
India took a step in the healthcare sector with its project e-Mamta.
Our solution
The system enables tracking of following parameters:
In every village, the coordinator daily sends an SMS, using
a Vodafone SIM, recording the attendance information to
a central system attached to our network. The systemsummarises the information and disseminates it to all
concerned personnel within a couple of hours.
Status of learners (male, female, caste ratios)
Attendance of coordinators (village, district, state)
Progress of learner (course completion)
Expenditure of the centre (monthly)
Functioning of the centre (feedback)
Overview of age of learners, sex ratio, castebreakup and dropout behavior
Overall mission progress through dashboard
Since the introduction of the system, there has
been progress in reporting of attendance from all
40,000 villages daily in Andhra Pradesh. On an
average, around 21,000 centres conduct classes
The satisfaction in being able to write ournames, finally, makes up for the difficulty
we have to go through, like the lack ofelectricity, etc...
- Adult learner, Woman aged 48,village - Ghatkesar, district - Ranga Reddy
Case study e-MamtaThe high infant mortality rate recorded in many
Indian states has been a cause of concern for the
government and the community. To address this
issue Gujarats Rural Health Mission introduced
e-Mamta Mother and Child Tracking System
programme. Under this programme, the ASHAs
(Accredited Social Health Activist) collect health
related data of all the community members andfeed it into a centralised system. The system is
programmed to send timely updates to all the
ASHAs and the mothers on their mobule, thus,
enabling the ASHAs to monitor the health of themothers and their children on a regular basis.
Since e-Mamta is executed through alerts sent on
the mobile, Vodafone developed a voice CUG
solution and provided 40,000 SIM cards to the
ASHAs, doctors and health-workers. As a result, the
mothers can now establish contact with the ASHAs
and health-workers any time to avail the services
and avoid any adversity. During the year, in which
the e-Mamta programme was introduced, a fourpoint drop in the infant mortality rate was
witnessed. We plan to partner with the government
for many such initiatives, in future as well.
every day, covering around 1.7 lakh adult students.
We have noticed that after monitoring has started,
even early morning classes are being scheduled.
As the system requires only the use of mobilephones by village coordinators, it provides a
simple yet effective medium for the Directorate
and District Headquarters to track the progress on
adult education on a daily basis. We are happy to
work with the Department of Adult Education, in
line with our objective of making a positive
contribution to the society.
-
7/27/2019 Sustainability_report2013 Voda Fone
34/51
Collaborating with our vendors and suppliers to
design feasible, cost effective solutions, to
associating with the non-governmental
associations, we always believe in fostering
sustainable partnerships. This stems from our
belief that what one can do well, two can do
better.
Partnerships that are
making a difference
-
7/27/2019 Sustainability_report2013 Voda Fone
35/51
Partnering with the suppliersOur partnerships with the suppliers are intended
to create complete value-management and
generate new opportunities, leading to
enhanced cost efficiencies for the business.
We proactively conduct supplier management,
relationship management and sustainabilityprogrammes with our suppliers.
Our selection of suppliers is based on stringent
processes. We require the suppliers to sign the
Code of Ethical Purchasing (CEP2 ) and include
clauses on anti-bribery in their contracts. In
addition to the capability and reliability criteria,
we also consider safety and sustainability
performance of the vendors, before on-boarding
them. We encourage the vendors andcontractors to adopt effective health and safety
management systems, which have been
incorporated as a critical evaluation parameter
in the selection of vendors.
Towards the beginning of 2011, our supplier
base had a count of over 52,000 suppliers. As a
part of the supplier segmentation exercise, we
undertake periodic consolidation of this supplier
base. We focus on high-risk suppliers and
periodically evaluate and score them on health,
safety and wellbeing parameters. We also
conduct audits on the implementation of CEP
for the high-risk suppliers.
As of March 2012, we reduced our supplier base
by 56% in order to control work activities better
from safety standpoint as well as quality and
other parameters. We assess and evaluate theperformance of our suppliers through the
Suppliers Performance Evaluation process. This
PARTNERSHIPS
is conducted bi-annually and captures feedback
across the performance pillars. All the high-risk
suppliers are evaluated and are required to attain
minimum acceptable scores in the evaluation.
HSW forms an integral part of the vendor
evaluation, with 20 of our top vendors being
assessed in HSW under Supplier Performance
Management (SPM) this year.
Our engagement with the suppliers is through
multiple channels, one of them being our
Annual Supplier Conclave. This year, the two-day
conclave was themed Sustaining Partnerships.
Through presentations, interactions and stalls at
the conclave, we communicated our interest incultivating long-term partnerships with the
suppliers and reinforced our stance on health,
safety and wellbeing practices, environment and
waste-management.
Internally, we have trained all the employees of
the supply chain function on health, safety and
wellbeing aspects as well as CEP, in continuation
to the initiative started last year. The supply
chain function is now 100% compliant to therequirements of CEP.
We train our vendors on the use of personal
protective equipments and fire prevention
services at sites and warehouses.
We also recognise the commitment
shown by our vendors on HSW
and reward outstanding
performance by them at the
annual vendors meet, hosted
by respective circles.
Vodafone Sustainability Report 2011-1234
2 Code of Ethical Purchasing(http://www.vodafone.com/content/dam/vodafone/about/sustainability/vodafone_code_of_ethical_purchasing_with_guidance.pdf
-
7/27/2019 Sustainability_report2013 Voda Fone
36/51
At the heart of our foundation is the belief that our mobile communications technologies can address
some of the world's most pressing humanitarian challenges and our responsibility is to utilise our
innovative mobile technology to improve people's lives.
The Vodafone Foundation recognises that education and women empowerment are critical catalysts for
positive change. As part of our social investment programme, the Vodafone Foundation funds projects in
India which focus on both support and disaster relief. The Vodafone Foundation also supports the unique
World of Difference programme.
The Vodafone World of Difference programme is a flagship initiative run by the Vodafone Foundation.
This programme operates in 22 operating countries worldwide and enables people to take time out from
their regular jobs and work for a charity of their choice. This is a unique way of taking corporate giving
that goes beyond the traditional cheque book approach tapping into skills, expertise and passion of
individuals so that they can make a difference to their community.
Railway Helpline: Empowering railway passengers
in Tamil Nadu
World of Difference
Harnessing the power of technology for the
greater benefit of the society, we collaborated
with the Government Railway Police (GRP) in
Chennai to promote an emergency customer
support helpline (9962 500 500) for railway
passengers. Enabling the commuters to seek
assistance from police in emergency situations,
the central helpline desk routes the case to the
nearest railway police official for takingnecessary action.
In 2011, the helpline received 3,747 calls
reporting complaints about nuisance, missing
passengers or baggage and use of prohibited
substances. Through this initiative, we hope to
provide commuters access to a platform that
will provide immediate redressal of grievances.
To raise greater awareness about the availability
of this service, we have partnered with the GRP
to promote this service across railway stations in
Tamil Nadu. We have done promotional drives
across railway stations and on-board trains.
Moreover, dedicated helpline booths have been
created at the Chennai Central Railway Station
and Chennai Egmore Railway Station.
Through this service, we hope to give the caller
the power to act and deal with a potentially
harmful situation and harness the true power
of communication.
Partnering with the community
35
-
7/27/2019 Sustainability_report2013 Voda Fone
37/51Vodafone Sustainability Report 2011-12
Sonal Gordon and Krishna Chaitanya Vakati, were among the 20 passionate employees, selected for the
World of Difference programme from over 150 eager applicants from all across India. Sonal was selected
to work with Aangan Trust in Mumbai, on their Shakti project which helps safeguard the vulnerable girl
childs right to safety, protection and development. Chaitanya dedicated his time to Rashtriya Life Saving
Society (RLSS), an organisation dedicated to reducing accident-related deaths through first-aid, aquatic
and life-saving courses. Both of them used their skills and expertise to make a world-of-difference to
their NGO partners.
Case studies
life-changing experience for the 20 employees
and for the NGO they worked with.
Many employees travelled to diverse locations
in India, leaving their family and friends behind,
to work on their assigned project with the NGO.The 19 NGOs benefited from the additional
resource, energy, enthusiasm and fresh
perspective that the Vodafone employees
brought to them, providing more than what
money alone can give, to make a lasting
difference in a short time period.
36
Sonal is extremely passionate about
empowering the girl child. Working with the
Aangan Trust enabled her to fulfill her
long-cherished dream of working for this cause.
During her time, Sonal developed a set of
innovative materials and activities to increase
the participation of young girls in Aangans
educational initiatives.
From teaching basic life skills to young girls
living in the slum communities of Dharavi and
Govandi, to creating a library of materials for
Aangans use on child rights issues, Sonal made
an invaluable contribution to the organisation.
The popular introduction of Sorry and Thank
you cards to young girls living in care to help
them express their emotions among peers
easily, is a highlight from Sonals placement.
Aangan Trust: Sonal Gordon
The World of Difference programme was
launched in India in November 2011 and offered
20 Vodafone India employees with a
once-in-a-life time opportunity to work on an
exciting project placement for six weeks with an
NGO of their choice. Whilst embarking on this
unique learning and development opportunity,
Vodafone employees underwent focused
training in the social sector and continued to
receive their salary. The programme in
partnership with DASRA, India's leading strategic
philanthropy foundation, proved to be a
-
7/27/2019 Sustainability_report2013 Voda Fone
38/51
Chaitanya helped Rashtriya Life Saving Society (RLSS) develop a sustainable communication strategy to
showcase their 15-year-old expertise in the life-saving space. Chaitanya leveraged his experiences and
expertise to develop lasting partnerships for RLSS with various corporates.
After careful study of their working model, Chaitanya developed a detailed marketing plan to help
increase the visibility of RLSS with focus on utilising technology. Moreover, he also assisted RLSS in its
fund raising efforts.
Chaitanyas role in re-developing RLSS communications plan including audio-visuals, communication
templates, pitches and souvenirs was crucial in RLSS plans to scale new heights. He believes that with
RLSS, his aim is to make a small but significant difference in the world. Im confident that one person can
make a difference and Ill do just that.
Launching World of Difference in India for the first time has been such an exciting development for
everyone involved. The results of the endeavors of the 20 brave employees, who left their family and
friends to work with an assigned NGO, have been truly overwhelming for all to see. From juvenile
detention centres to rural villages, the journeys made have been phenomenal. Feedback from our NGO
partners show that these 20 people have created real impact on the ground within a short space of time.
Furthermore, it has been wonderful to see that the experience has brought great satisfaction, a different
perspective and many new friendships to all the participants,
- Laura Turkington, Country Director, Vodafone Foundation
PARTNERSHIPS
37
Rashtriya Life Saving Society (RLSS):Krishna Chaitanya Vakati
She also developed a complete training module on beginners English for teachers, besides bringing
creativity through painting and singing during the language lessons. This enhanced learning, and made
the lessons more fun for everyone.
Sonal looks forward to continuing to touch the lives of as many girls as possible and make them aware of
what power they have within themselves and what difference they can make to their world.
-
7/27/2019 Sustainability_report2013 Voda Fone
39/51
PARTNERSHIPS
Vodafone Sustainability Report 2011-1238
Partnering with the customersWe partnered with a leading beverage company
to provide inventory, supply chain management
and sales force automation solutions.The objective of the partnership was to enable
the companys sales force to take online orders
for multiple Stock Keeping Units (SKUs) from
more than 147000 points of sale throughout
the country.
We also collaborated with a renowned
smart-phone manufacturer, and developed a
mobile application. The phones used by the
sales representatives enabled them to connect
with the company network, and remotely
access the online ordering system and check
stock availability.
The solution offered seamless order fulfillment
and reduced response time and order related
errors. It also increased the convenience ofretailers and promoted better utilisation of
sales opportunities.
Customers are our most important stakeholders.
We always look forward to understand their
needs better and deliver innovative
services, consistently.
-
7/27/2019 Sustainability_report2013 Voda Fone
40/51
Whether it is empowering our talent pool, collaborating to enhance our
supply chain, or protecting customers from breach of security, we firmly
believe that institutionalising effective processes and implementing them is
essential to sustain any positive measure. In this section, we talk about
processes that ensure smooth running of our operations, thereby making a
difference to the value generated for our internal and external stakeholders.
Processes that are
making a difference
SK
RI
-
7/27/2019 Sustainability_report2013 Voda Fone
41/51
In this dynamic industry, beside other risks, new fraud threats and business continuity are fast emerging
as key focus areas. We, at Vodafone India, are committed to protect customers interest and ensure
continuity in service.
- Pramod Rao, Senior Vice President, Fraud, Risk & Security
Vodafone Sustainability Report 2011-12
The telecommunications industry in India has
experienced rapid growth in the recent years.
With this rapid expansion, the industry is
constantly facing newer risks and challenges.
The increase in fraudulent activities such as use
of our network by unauthorised subscribers,
subscriber identity thefts, use of
telecommunications services in organised
crime/terrorist activity pose a serious threat to
our subscribers, our reputation and the society.
The external climate notwithstanding, at
Vodafone, we are committed to provide our
employees, stakeholders and customers an
environment where security risks are minimal
and pose little threat to the business. We work
towards mitigating these risks by addressing
telecommunications fraud management issuesand strengthening internal controls for fraud
detection and investigation.
PROCESSESWe have invested in the safety of our customers.
We have dedicated teams that work towards
identifying and investigating call record patterns
that are unlikely or unnatural. We believe that
proactive vigilance is vital in limiting fraud risks
and exposure. In a situation where we suspect
a security threat, we bring it to the attention
of law enforcement agencies or other
concerned authorities.
We are also aware of an organisations
susceptibility to internally perpetuated fraud.
Our Fraud, Risk and Security function works
together, with other teams, to investigate
incidents, make recommendations and
implement initiatives such as the whistleblower
hotline, duty to report mandate for employees,
referral verifications and candidate verifications.
40
-
7/27/2019 Sustainability_report2013 Voda Fone
42/51
Zero tolerancetowards fraud
Recognising the fact that the industry faces
similar instances of fraud and must come
together to combat fraud, in 2011, we worked
with GSMA to revive the Asia Pacific Fraud Forum
to encourage interaction and knowledge
sharing between various players in the industry.
The Forum, GSM operators from India, UAE,
Malaysia and Singapore came together to share
best practice in managing telecommunicationsfraud, techniques to identify and analyse fraud
against member networks, and effective
solutions in managing instances of fraud.
As a key member influencing the revival of the
Forum, we have been widely acknowledged
for our efforts by GSMA and other members of
the industry.
Makinginformation secure
Believing that proactive vigilance is vital in
limiting fraud, risks and exposure, call record
patterns identified as unlikely or unnatural
are immediately reported to the law
enforcement agencies or other concerned
authorities. Moreover, to ensure customer
information privacy and to maintain the
highest level of customer service, our systems
ar