taking strides towards a sustainable future€¦ · · 2016-12-06taking strides towards a...
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2015-2016 Sustainability ReportVodafone Qatar
TAKING STRIDES TOWARDS A SUSTAINABLE FUTURE
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means: electronic, mechanical, photocopying, and recording or otherwise, without the publisher’s’ prior written permission.
© Vodafone Qatar LLC 2016
2015-2016 Sustainability ReportVodafone Qatar
TAKING STRIDES TOWARDS A SUSTAINABLE FUTURE
Welcome to Vodafone Qatar’s Sustainability Report. Explore the report to find out more about our approach to key sustainability issues and our performance in 2015.
About this Report 042015 Highlights 05CEO Letter 06
About this Report
01Product Proposition 34Innovation 35Customer Satisfaction 36Privacy & Security 37Responsible Marketing 38
Customer Experience
06
Overview 10Our Strategy 11Public Policy 12Awards & Recognitions 13Memberships & Associations 13
About Vodafone Qatar Q.S.C
02Suppliers Assessments & Selection 42Empowering Local Suppliers 43Conflict Minerals 43
Responsible Supply Chain
07
Socio-Economic Impact 16Financial Performance 16Shareholder Value Growth 17
Business Overview
03Diversity & Inclusion 46Training & Development 48Rewards & Recognition 50Health & Safety 52
Our People
08
Stakeholder Inclusiveness 20Materiality Analysis 22Sustainability Strategy 24
Sustainability Management
04Social Contributions Policy 56Youth Empowerment 56Education 58Community Development 59
Social Investment
09
Governance 28Compliance 28Risk Management 29Ethics 30Internal Control 31Human Rights 31
Business Ethics and Governance
05Network Efficiency 67Environmental Performance 67
Our Environmental Footprint
10
11GRI G4 Content Index 72
Report Highlights
2nd
7th amongst GCC telecommunications firms in terms of market share
Vodafone Qatar among top 10 GCC Telecom Firms10
Top
14th
biggest firm in Qatar (Ranked by Arabian Business Magazine)
3.45
ISObillion
Awarded the ISO 22301:2012 Top Global Business Continuity
Certification
55%
86%
of procurement spending went to local suppliers
in Qatar
of our workforce is between the ages
of 18 and 40
100%
27%
58%of Qataris in senior management
attended the Advanced Qatari Development Program focusing
on leadership skills
of our new suppliers have been screened based on labour practices,
human rights, impact on society and environmental assessments
reduction in water consumption
0
112
1:1
49
incidents of occupational diseases or fatalities
calendar days of maternity leave, versus 50 days for the market standard
is the male-to-female remuneration rate at any employment level
A diverse workforce representing 49 different countries
About This Report (G4-23) (G4-28) (G4-29) (G4-30) (G4-31) (G4-32) (G4-33)
We have followed the GRI principles of sustainability context, stakeholder inclusiveness, materiality, completeness and have reported on the periodical information which is reliable and accurate.
The content is intended to reflect a balanced view of our current performance, practices and issues important to our stakeholders. These include customers, employees, governments, regulators, communities, suppliers, lenders, bondholders and equity investment partners.
Whenever comparable data has been available, we have made the point of comparing between indicators reported on in the 2014 and 2015 reports.
Scope of Reporting Our first report last year covered the calendar year 2014. For this report, however, we have decided to switch to reporting based on the fiscal year in order to stay aligned with all Vodafone Group reporting timelines. In order not to miss a quarter due to the switch, the report covers the period between January 2015 and March 2016.
Our aim is to showcase Vodafone Qatar’s sustainability performance in a straightforward, transparent and informative way for our stakeholders. The report presents Vodafone Qatar’s annual update on key performance information, and any restatements have been noted throughout the report.
It provides data on specific targets in our sustainability plan which are constantly shared with the Vodafone Group Sustainability team for feedback and guidance. The report’s scope does not include the impacts stemming from the company’s overseas operations, or from third party suppliers. For more details on our reporting boundaries for material aspects, check page 24. Monetary values in this document are reported in Qatari Riyals (QR), unless otherwise stated.
This is our second year reporting on corporate sustainability according to the GRI G4 framework. The content is prepared based on the “In Accordance” – Core option of the latest Global Reporting Initiative (GRI) G4 Reporting Framework and in line with international standards.
External AssuranceWe have implemented a combined assurance model to provide management and the board with confidence on the information disclosed in this report.
We have opted out of independent assurance for nonfinancial disclosures, although we may take these steps into consideration for future reports. The company’s annual financial statements were independently audited and assured by PricewaterhouseCoopers.
Contact Point
We hope this report will serve to encourage dialogue between Vodafone Qatar Sustainability team and our stakeholders. For more information about our sustainability programs and social investments, and for comments, feedback or questions about this report, please contact: Dana Haidan, Head of Corporate Responsibility at Vodafone Qatar email: [email protected]
GRI Sustainability Report to be published
Company valued at US$
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CEO Letter (G4-1) (G4-13)
Dear Stakeholders,
It is with great pleasure that I present to you Vodafone Qatar’s second sustainability report.
The Information and Communication Technologies industry plays a crucial role in achieving sustainable living and improving livelihoods. It is this belief that drives us to deepen our understanding of sustainability and its impact on the company’s long-term success. We aim to develop our sustainability approach every year to reach a holistic and integrated sustainable business strategy manifested across all operations and implemented by all teams.
In an effort to follow a more systematic way to implement our strategy and measure performance, we began the sustainability reporting journey last year and issued our first report. We started with a comprehensive stakeholders’ engagement process, engaging over 1820 key business stakeholders, which resulted in a list of material sustainability issues and shaped the content of both reports. This process also ensured that all our sustainability focus areas were aligned with the Qatar National Vision (QNV) 2030.
Our business strategy is underpinned by a non-compromising commitment to ethical behaviour in the way we do business. We prioritise our Code of Conduct and ensure all our employees undergo annual training to comprehend and practice its principles. The “Doing What’s Right” annual awareness campaign sheds light on competition laws, anti-bribery, anti-corruption, health, safety, security and conflict of interest amongst other topics. The “Speak Up” whistleblowing mechanism encourages employees to report any unethical or unlawful behaviour they witness, while preserving their privacy and anonymity. In short, ethics present the underlying fabric which defines how we are perceived by our customers and all stakeholders.
During the last fiscal year ending March 31st, our customer numbers grew by 7% reaching 1.5 million customers, but our revenue declined by 8% to 2.1 billion. This apparent contradiction is explained by a decline in international revenue particularly in mobile prepaid. This was partially offset by the exceptional growth
in data and encouraging growth in consumer postpaid as well as Enterprise. Customer feedback analysis showed that there was a significant interest in data usage over national and international calling.
Dear Stakeholders, it is with great pleasure that I present to you Vodafone Qatar’s second sustainability report.
Mr. Ian GrayCEO Vodafone Qatar
06
Although these trends are likely to continue, we now expect greater emphasis on competition in quality and service. Despite the challenging conditions, the Company continued to improve its infrastructure and services, spending a total of QR 396 million representing 19% of revenues reinvested. The higher quality of our network was substantiated by an independent technical audit conducted in April 2016 which showed that the Company was the best performing in Qatar for mobile voice and data combined by achieving ‘Best in Test’ certification.
We also achieved ISO 22301:2012 Business Continuity Management certification, commending our reliability in operations and strict security practices. In addition, and for the second year in a row, we received the ‘Best Telecom Company’ title at the Arabian Business Awards 2015. We are also happy to announce that we became fully compliant with Islamic Sharia practices this year.
Our social investment strategy leverages our expertise to drive positive social change. We ensure that all our contributions have an impact on mobile communication technologies, protecting the natural environment and supporting the communities in which our stakeholders live. This gets realised through three main avenues: community investment programmes, partnerships and collaborations, donations and sponsorships.
This year, we partnered with organisations and led projects focused on youth empowerment, education and community development. One of our key partners is The Youth Company (TYC), a grassroots social enterprise that has an outreach of more than 120,000 Qatari youths. This partnership has allowed us to create shared value through empowering youth and also promoting Vodafone products and services customised for the youth segment. We continue to provide support to the Al-Johara programme, which gives Qatari women the chance to learn entrepreneurial skills and earn a living by selling Vodafone products and services.
Focusing on education as a key development pillar has led us to create partnerships with influential local and international universities. Vodafone employees volunteered in conjunction with the Reach Out To Asia to teach digital literacy to migrant workers, one of our main customer segments. We also joined the Northwestern University in Qatar to conduct market research on using mobile tools in higher education.
On the community empowerment and development front, we have launched “Vodafone for All”, an initiative that provides customised
plans for people with disabilities, and gives them access to home delivery and pickup of bills or products purchased online. Moreover, we expanded our digital parenting programme, AmanTECH, to ensure its wide reach to all parents in Qatar through ongoing awareness activities.
On the environmental front, we are fully aware that the ICT industry contributes to 2% of global greenhouse gas emissions (GHG). We currently measure our carbon footprint by emissions resulting from our diesel and electricity consumption.
There was a 32% increase in total emissions this year due to expanding our operations and setting up new sites that cannot be connected to reliable electricity grid, and where we need to install our own diesel generators.
To mitigate the impact of this, we invested in hybrid power systems at sites that depend on diesel generators. These systems combine diesel generators with batteries for greater fuel efficiency, and use smart controls to cut diesel usage by up to 64%.
None of our commitments to sustainability would materialise without the dedication and passion of our skilled and diverse team. The growth of our employees is of utmost importance and we support their development through customised programmes and needs-based training. Cultivating an environment that is centered on employee’s aspirations, creativity, wellbeing and safety guarantees we attract the best talent.
In conclusion, we are dedicated to achieving our economic, environmental and social goals. We cannot envisage long-term success without an equal and parallel commitment to each of these three aspects. Our deepest gratitude goes towards all stakeholders that support us and hold us accountable for achieving our sustainable business goals. We look forward to delivering on your expectations.
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Overview 10Our Strategy 11Public Policy 12Awards & Recognitions 13Memberships & Associations 13
ABOUT VODAFONE QATAR Q.S.C.
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About Vodafone Qatar Q.S.C.Overview (G4-3) (G4-4) (G4-5) (G4-6) (G4-7) (G4-8)
Vodafone Qatar Q.S.C. “Vodafone Qatar” has its headquarters in Doha, Qatar and is part of one of the world’s largest telecommunications group, Vodafone Plc. With mobile operations in 26 countries and fixed broadband operations in 17 countries, Vodafone has 56 partner markets and a market capitalisation of £61 million.
Vodafone Qatar is the holder of the second Public Mobile and Fixed Telecommunications Networks and Services License in the State of Qatar. Our Qatari shareholders - both individual and institutions - own 73% of the company.
Our core business includes domestic mobile services, international direct dialing services, and international roaming services. Our business strategy focuses on delivering a reliable network and wide range of quality services. This enables us to be one of the world’s leading telecommunication companies.
Parallel to our investments in network and technology upgrades over the years, we have also evolved our business to embrace the digital age and fast growing demand for data in Qatar.
Our increasingly strong links with all elements of Qatari society enable us to support the Qatar National Vision 2030 laid out by His Highness, The Emir of Qatar, Sheikh Tamim bin Hamad Al-Thani.
2009 - 2010
2011 - 2012
2013 - 2014
2015 - 2016
2010 - 2011
2012 - 2013
2014 - 2015
• IPO launched with more than 80,000 Qatari investors.
• Launch of prepaid service
• Launch of postpaid service
• 4G launched• ●We launch AmanTECH,
our children’s digital safety programme
• Full compliance with Islamic Sharia practices
• Customers receive price freedom on international calls
• Launch of business mobility and fixed products
• 63% of Qatar’s population is in our mobile customer base (1.3 million)
• Named ‘Best Telecom Company’• 4G+ launched
The below timeline highlights our achievements since we started our operations in Qatar:
Our Strategy
Despite these difficult trading conditions, we have taken important steps to strengthen our operations and network infrastructure in order to adapt to the changing market and be better positioned to deliver long-term returns. The Company has now completed its comprehensive network modernization programme which began last year, spending nearly QR 1 billion in total.
Today, Vodafone Qatar’s network is stronger than ever and we were named “Best in Test” by the international leader in mobile performance testing, P3 Communications. A technical audit conducted in April 2016 endorsed our first-rate network performance in Qatar.
We look to the future with confidence and optimism that the market is showing signs of recovery. We believe the company now possesses the necessary quality infrastructure, clear direction, and experienced leadership to deliver value for our shareholders.
Looking forward, Qatar’s telecommunications sector will continue to grow both in the fixed and the mobile markets. Fixed will represent a very important future growth opportunity for Vodafone Qatar as we expand our product portfolio.
We are focused on our mission to deliver innovative products and services and exceptional customer experience by taking an increasingly segmented approach to the market, and differentiating ourselves through our international brand and superior network, delivered by a talented, effective and efficient team.
Fully in line with Qatar’s National Development Strategy for 2011-2016 and its 2030 National Vision, Vodafone Qatar is committed to providing innovative services and solutions designed to further develop the telecommunications sector in Qatar as the country progresses toward its vision of becoming a knowledge-based economy.
As of March 2016, Vodafone Qatar’s network was serving more than 1.5 million customers, leveraging the global capabilities of Vodafone Group and catering for all segments of society through its wide range of products and services. Last summer we further differentiated our offering by launching our London Edition, the first telecom product of its kind in the world.
We have continued our efforts to make our positive contribution to society by developing engaging community initiatives such as our online child safety programme, AmanTECH, and our Ramadan charity campaigns. We also continue to support youth empowerment through our Falla Youth programme, and advance Arabic literature through our annual “Write Your Story” literary competition.
Vodafone Qatar constantly aims to create a fantastic place to work, embracing the diversity that has become engrained in our working environment with over 49 nationalities and a healthy mix of men and women. It is a diversity that brings enormous benefits to our company and Qatar’s community as a whole. We constantly invest in our employees and focus our energy on staff development by designing programmes to engage and retain top talent. By aligning our development programmes with company goals, we build a robust leadership pipeline.
The past year has been challenging for the company with the impact of structural changes in our industry. These include the increasing use of data at the expense of international voice traffic, and sustained price competition - particularly in the prepaid market - severely impacting our revenue performance. Meanwhile, our cost base has increased in line with the growing scale of our business operations, collectively leading to a reduction in earnings.
GROWMarket
Share
Be truly ADMIRED
throughout society
Delight and REWARD our shareholders
Create a Fantastic
place towork
DIFFERENTIATE through
customer experience
OUR VISIONExpand successful product offerings and be the best at what we do.
OUR MISSIONTo be a customer focused, high quality and innovative business, delivered by a talented, effective and efficient team.
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Awards & Recognitions
Memberships & Associations (G4-16)
Groupe Speciale Mobile Association (GSMA) - Member
In 2015, Vodafone Qatar joined the GSMA network. GSMA represents the interests of mobile operators worldwide, uniting close to 800 operators with more than 250 companies in the broader mobile ecosystem.
The Middle East IR Society (MEIRS) - Founding MemberVodafone Qatar is a founding member of the MEIRS local chapter. The Qatar Chapter was the first individual Country Chapter to be launched in January 2012.
ISO 22301:2012 Top Global Business Continuity Certification: During 2016, we received the prestigious ISO 22301:2012 Global Business Continuity Certification, demonstrating the company’s commitment to the highest levels of reliability and security in business and technical operations. Awarded by the British Standards Institution (BSI), the certification provides an international best practice framework for identifying potential threats, evaluating their impact, and developing the capability to minimise the impact of business disruption.
Qatar’s Biggest Firms: Vodafone Qatar has been ranked as the 14th biggest firm in Qatar by Arabian Business Magazine.
‘Best Telecom Company’ at Arabian Business Awards 2015: For the second year in a row, Vodafone Qatar was named ‘Best Telecom Company’ at the Arabian Business Awards 2015 in recognition of the company’s accomplishments over the past year.
Head of CSR Named Amongst 100 Most Talented CSR Leaders: Dana Haidan, Head of Corporate Social Responsibility at Vodafone Qatar, has been named amongst the “100 Most Talented CSR Leaders” by the World CSR Congress held in Mumbai, India under the theme “Connecting Minds: Creating the Future.” The World CSR Congress is a nonprofit organisation.
Public Policy (G4-DMA) (G4-SO6)
With large-scale business relationships covering a wide range of issues, we engage with local regulators and governments on aspects directly relevant to our company and industry, as well as those of broad public interest. All of our policies, expenditures and activities comply with local laws, Vodafone Qatar internal policies and the Group’s Public Policy Principles.
We are direct and transparent about our views and actions with all our stakeholders, and ensure all our actions are taken in the best interest of our company, employees, shareholders, customers, and the communities we operate in.
When it comes to political donations, we adhere strictly to Vodafone Group’s Business Principles which state that “We will voice our opinions on government proposals and other matters that may affect our stakeholders but we will not make gifts or donations to political parties or intervene in political party matters.”
We define political donations as:
• Gifts of money or other property, sponsorships, subscriptions or other fees paid for membership or affiliation to a political
Viral growth on social media: Vodafone Qatar is now one of the top ranked brands on YouTube in Qatar with more than 38,754 subscribers. This makes it one of the fastest growing YouTube channels in the country according to Socialbakers Vodafone Qatar currently has 555,749 fans on Facebook, 170,532 followers on Twitter, 27,863 fans on Instagram, 14,188,647 views on YouTube and 17 million minutes watched – that is how many minutes there are in 30 years. We have also recently launched our Snapchat channel for higher youth engagement.
Vodafone Qatar among top 10 GCC Telecom Firms.
Vodafone Qatar has been ranked 7th amongst GCC telecommunications firms in terms of market share with a value of US$3.45 billion.
Best CSR initiative award: Vodafone Qatar was recognised with the Best CSR Initiative Award at the third Conference on Corporate Social Responsibility & Awards. The Award underlines Vodafone’s commitment to sustainability reporting which has become a strategic business value, serving as a differentiator in competitive industries and fostering investor confidence and trust.
The Middle East Investor Relations Society (MEIRS) is an independent non-profit organisation dedicated to promoting the Investor Relations (IR) profession and industry standards in corporate governance. The mission of MEIRS is to enhance the reputation, efficiency and attractiveness of the Middle East capital markets.
Ministerial Committees:• Qatar National Spectrum Coordination Committee– Member• Telecommunication Infrastructure Coordination Committee
– Member• Steering Committee on the Qatar Internet Exchange Point• National Committee for Internet Safety
10
Our services and solutions have been recognised by a number of external awards during. These include:
party, direct or indirect payment of expenses, money lent, or services, facilities or property provided otherwise than on commercial terms
• Any expenditure in respect of the preparation, publication or dissemination of any advertising, promotional or publicity material of whatever nature, which at the time of its publication or dissemination is capable of being regarded as intended to affect public support for a political party or other political organisation, or an independent election candidate
• Activities on the part of the company which are capable of being reasonably regarded as intended to affect public support for a political party or other political organisation, or an independent election candidate, or to influence voters in relation to any referendum
Subscriptions to trade associations are excluded. Trade associations are a key platform for best practice sharing and industry reform and we are required to adhere to membership conditions which include annual membership fee.
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Socio-Economic Impact 16Financial Performance 16Shareholder Value Growth 17
BUSINESS OVERVIEW
Busi
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Socio-Economic Impact (G4- DMA) (G4-EC7), (G4-EC8), (G4-EC9)
Shareholder Value Growth
Financial Performance (G4-9) (G4-EC1)
The socio-economic impact created by telecommunications companies does not stop at the financial value created. At Vodafone Qatar, we believe we have the means to empower communities through our core business: enabling connectivity for all stakeholders, innovating enterprise solutions, creating jobs, developing infrastructure projects and supporting various humanitarian, social and cultural causes.
We have announced our full support for the Qatar National Vision 2030. We are committed to reviving and preserving the heritage of Qatar, reinforcing the values and concepts of national identity, and supporting Qatarisation.
Our annual report publishes all financial data, policies and procedures in details and can be found under the “Investor Relations” section on our website.
representing an EBITDA margin of 21% after adjusting for one-off non-recurring items. Reported EBITDA was QR 401 million for the year
There has been a recorded increase of 7% in our customer base but our revenue declined by 8% to QR 2.1 billion. This apparent contradiction is explained by a decline in international calling revenue particularly in mobile prepaid. This was partially offset by the exceptional growth in data and encouraging growth in consumer postpaid as well as enterprise. These challenging market conditions resulted in an EBITDA margin of 21% which is a 3pt decline from last year, as we incurred higher costs associated with installing equipment to significantly improve the quality of the company’s services.
On a three-year trailing stock performance, Vodafone Qatar has given its investors returns in excess of 40% when benchmarked to leading Emerging Markets Fund which provided negative returns in the range of 15-25% over the same period.
1,548,000
QR 466 m
QR 396 m
QR 451 m
QR 2,119 m
QR 107
Mobile Customers
Reported net loss
Capital expenditure
Underlying EBITDA
Total Revenue
Mobile Average Revenue per User
compared to March 2015
loss per share
revenues reinvested
EBITDA margin
over the same period
last year
year-on year reduction
+7%
QR 0.55
19%
21%
-8%
-13%
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SUSTAINABILITY MANAGEMENT
Stakeholder Inclusiveness 20Materiality Analysis 22Sustainability Strategy 24
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Stakeholder Inclusiveness (G4-DMA) (G4-17) (G4-24) (G4-25) (G4-26) )
Active engagement with our stakeholders is crucial to the way we do business. In line with our commitment as a telecommunications provider in Qatar, we strive to understand the expectations of our stakeholders, namely our customers, employees, business channels, suppliers, media, shareholders, investors, local authorities and the overall local community.
We know that quality engagement with our stakeholders helps us address and respond to their changing expectations and needs. We engage with our stakeholders in diverse ways, be it through surveys, our websites, social media channels, market research, briefings and periodic meetings.
We have appointed relevant functions dealing directly with each group of stakeholders to act as contact centers and gather feedback from various channels to understand the expectations and suggestions of different stakeholder groups.
We examine, define and proactively act upon the expectations and suggestions we gather from stakeholders, with the primary aim of enhancing the stakeholder experience at every opportunity presented.
Our stakeholders’ engagement programmes include:
• AL Mumayaz, aimed at engaging with our retail partners
• Imtiaz, aimed at engaging with our retail and sales employees
• The Annual General Meeting (AGM), aimed at engaging with shareholders
• The All Hands quarterly meeting, aimed at engaging with employees
• CSR Majlis, aimed at engaging peers and experts in Corporate Social Responsibility and Sustainability Tech Nights, a series aimed at introducing new devices and their features to customers
Approach to stakeholder engagement, including frequency of engagement, type and by stakeholder group
Environmentalists• Independent Sustainability Stakeholder Engagement Study (2014)
Media• Regular one-on-one engagements• PR Events
Business ChannelsDistributors – Mass Retailers –Vodafone Retailers• Regular one-on-one engagements• Independent Sustainability Stakeholder Engagement Study (2014)• Zone Retails Meet• Vodafone Al Momayaz
Enterprise Customers• Independent Sustainability Stakeholder Engagement Study (2014)
Regulators• Compliance with ICT Qatar• Independent Sustainability Stakeholder Engagement Study (2014)
Suppliers• Tender and RFPs• Independent Sustainability Stakeholder Engagement Study (2014)
Community, NGOs and Pressure Groups• Independent Sustainability Stakeholder Engagement Study (2014)• Vodafone CSR Majlis• As part of the Engagement work led by the Sustainability division• Community Engagement through social activities• AmantTech• Techshow• TechNewsletter
Employees• Akhbarna Newsletter, Vodafone Hub, Emajlis, Vodafone Tube• Sharepoint Workspace• People Mangers Update• Team Huddles• Line Manager Briefing Sessions • Employees Satisfaction Survey• Independent Sustainability Stakeholder Engagement Study (2014)• Snapcomms
Investors• Annual General Meeting (AGM)• Communicate through Investor Relations department • Issue annually audited financial statements• Analyst Meetings• Independent Sustainability Stakeholder Engagement Study (2014)
Customers• Serve customers through call centers• Conduct surveys (customer satisfaction, store experience
and brand tracker)• Independent sustainability Stakeholder Engagement Study (2014)• TechShow• Tech Nights• Tech Newsletter• Unboxing Videos
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Materiality Analysis (G4-15) (G4-18) (G4-19) (G4-20) (G4-21) (G4-22) (G4-24) (G4-27)
Vodafone’s materiality assessment aims to understand our company’s most relevant issues in order to monitor and fine tune our sustainability strategy, our priorities and our key performance indicators.
In 2014, we performed our first materiality assessment of sustainability issues relevant to our business success in accordance with the GRI G4 guidelines. We have evaluated a list of 66 business sustainability issues through an extensive internal and external stakeholder’s engagement. This exercise has resulted in identifying 20 high material sustainability issues corresponding to 16 GRI sustainability aspects which defined the content of last year’s report.
In our efforts to determine the issues most crucial to the company, we adhere to the guidelines of inclusivity, materiality and responsiveness as defined by the AA1000 Principle Standard.
For this year’s report, we used the findings of last year’s materiality assessment to design our new sustainability strategy framework
focusing on the identified key material issues. We also conducted in-depth interviews with every stakeholder group and internal executives to analyse our current and future risks, as well as our business opportunities. Each stakeholder had an important role to play in improving our sustainability operation in the different facets of our business. This assessment allowed us to receive the feedback on shaping our new sustainability strategy, ways to implement our sustainability processes and define opportunities for partnerships and alliances.
We have also drawn sources of qualitative and quantitative information that have been gathered throughout the preceding 15 months. This is to determine the relevance and significance of issues identified through the stakeholder engagement process. This report considers the risks and opportunities associated with these areas and details how we are addressing each of them.
As a result of our consultations, sustainability issues addressed within this report that are material with their boundaries of impact include:
Shareholders Value Growth
Governance
Compliance
Suppliers Assessment
Ethics and Integrity
Gov
erna
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Economic
Social
Envi
ronm
enta
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Finance Performance
Community Investment
Indirect Economic Impact
Energy
Carbon Emissions
Effluents and Waste
Material
Environmental Compliance
Occupational Health and Safety
Employment
Product and Service Labelling Anti-Corruption
Customer Privacy Training and Education
Human Rights Marketing Communications
EnvironmentalistsGovernmentCustomers
Employees ShareholdersInvestors
Local Community
Suppliers
Media
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Sustainability StrategyWe are in no doubt that operating our business in a sustainable manner has a significant positive contribution on our company’s success, from both a societal and economic viewpoint. By making sustainability a key aspect of our company vision, we demonstrate a solid long-term social commitment and sustainable economic strategy to our stakeholders which makes perfect business sense on every level while making the crucial difference within the community in which we operate.
This is the basis on which our business performance will increasingly be judged and we embrace it.
In 2014, we undertook a systematic review and thorough stakeholder engagement of the issues that are most material to our ability to execute our business strategy and those that have the greatest social, environmental and economic impacts on our stakeholders
As a result, we have adopted a new sustainability framework and long-term business sustainability strategy.
We will focus our efforts on systematically instituting policies, introducing measurement methods, process controls, data systems, targets, reporting and assurance throughout the group to embed sustainability into infrastructure planning, project management, operations, supply chain management and risk management.
In an effort to align ourselves to the right topics with respect to sustainability management and to work on aspects which – directly or indirectly – make a positive contribution to our company success, we have identified six focus areas. We are committed to:
• Business Ethics: The highest standards of ethical conduct in all our business dealings. We strive to manage our business ethically, transparently, and responsibly throughout our operation
• Customer Experience: Delivering a prime customer experience through innovative propositions, ensuring highest quality of customer service, and the optimum privacy and security standards
• Responsible Supply Chain: Setting the highest ethical purchasing standards for our suppliers to comply with, while ensuring ethical and transparent selection and tendering practices
• Employee Wellbeing: Providing a wealth of professional and personal development opportunities, effective health and wellness programmes, and exceptionally safe work environment
• Social Investment: Leveraging our expertise in communication technology so we can drive a positive social impact and contribute to the sustainable development of our communities
• Environment: Enhancing our people, products, infrastructure and vendors’ capabilities and operational efficiencies in order to reduce the environmental impact of our operations and protect our customers’ potential health risk from mobile masts
Sustainability Drivers• Alignment with the Vodafone Way: The Vodafone Way is our
internal culture which sets out a consistent way of working for everyone
• Stakeholder Inclusiveness: We conduct business in an inclusive way with all of our stakeholders to gain buy-ins and capitalise on the power of partnerships and collaboration
• Governance and Accountability: Every business transaction and investment has to be supported with a robust governance system to ensure better accountability and scalable impact
• Business Alignment: We invest in opportunities that create shared values between the business and our communities
Our community investment activities are in line with the Social Investments Committee policies. The committee approves the social investments budget for the forthcoming year, reviews recommendations, decides on supported projects, and conducts periodic checks on charitable donations to ensure compliance with company Charitable Donations and Political Donations policies.
à Customer ObsessedWe are passionate about exceeding customer expectations
à Innovation HungryWe create and deliver new products, services and ways of working that delight our customers
à Ambitious and CompetitiveWe bring energy and passion to our work and always aim to beat the competition
à One Company Local Roots We work across Vodafone to achieve the best outcome for customers, employees and shareholders and operate with:
à SpeedBring products and services to market quickly and prioritising the things that really matter
à SimplicityMake things simpler for our customers, business partners and colleagues
à TrustAct with honesty, integrity and fairness, being reliable and transparent, and valuing the confidence that people place in us as a company
7The Vodafone Way
• Customer Obsessed
• Innovation Hungry
• Ambitious and Competitive
• One Company Local Roots
• Speed
• Simplicity
• Trust
Enable a Sustainable Living for all through operating ethically, responsibly and contributing to community development
Governance & Accountability
Business Alignment
Stakeholder lnclusiveness
The Vodafone Way
Business Ethics
Responsible Supply Chain
Social Investment
Customer Experience
A.1Transparency
A.2Anti-bribery & Corruption
A.3Reporting Concerns
C.1Suppliers Compliance with Business Principles
C.2Audit Against Suppliers Code of Conduct
C.3Investment in Local Suppliers
E.1Youth Empowerment
E.2Education
E.3Digital Society
B.1Privacy & Security
B.2Responsible Marketing
B.3Competitive Products & Services
D.1Diversity & inclusion
D.2Employees Empowerment
D.3Employees Wellbeing
F.1Environmental Footprint
F.2E-waste Management
F.3Mobiles, Masts & Health
Talent Development
Environment & Health
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BUSINESS ETHICS AND GOVERNANCEGovernance 28Compliance 28Risk Management 29Ethics 30Internal Control 31Human Rights 31
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Governance Compliance (G4-SO8)(G4-EN29) (G4-DMA) Risk Management (G4-2, G4-14)
Corporate governance, transparency and business ethics are at the core of Vodafone Qatar’s principle values. We continue to receive recognition for our commitment and performance in these areas.
Vodafone Qatar continues to keep the best interests of its stakeholders and investors while excelling in conducting our core business areas. We strongly believe that a reliable governance structure is key to guiding our growth and delivering for our shareholders, investors and customers.
The Vodafone Qatar Board of Directors is the highest governance body, responsible for approving all economic, environmental and social policies and regulations that facilitate the management of the company and positions Vodafone Qatar as a leader in its industry. The Executive Management team is then responsible for implementing and carrying out all procedures to ensure that we operate to world-class standards. To further strengthen the governance framework, we have undertaken a few modifications to the Board Charter to increase the responsibilities of the Board as well as align it with the Qatar Financial Market Authority (QFMA) Guidelines.
A full disclosure document detailing Vodafone Qatar’s compliance with the Qatar Financial Market Authority (QFMA) Corporate Governance Code – titled Corporate Governance Report 2015- 2016, is publicly available on the dedicated investor relations section of our website.
Investors RelationsSharia Compliance forms the foundation of all our financial and investor relation strategies, while delivering on performance, transparency, investor engagement and reporting disclosures.
Transparency and DisclosuresAs part of our proactive commitment to transparency and high standard disclosures, we continuously hold one-on-one meetings with the members of the investment community, and we were part of several major investment conferences during the year. We publish our performance updates – in line with the QFMA – at the end of every quarter, with comprehensive reporting in our half year and annual filings. Our performance reporting is followed by conference calls with financial analysts to provide a platform for communication between the investor community and Vodafone Qatar’s Executive Management team.
We abide by the laws of Qatar and ensure that our representatives share similar beliefs. We ensure our employees engage annually in the Code of Conduct awareness training, Doing What’s Right.
During this reporting period, we had zero fines levied against us in terms of compliance. Neither did we have any pending or newly registered cases against us.
This year, further progress was made on integrating sustainability issues within Vodafone Qatar’s risk management processes.
The telecommunications industry is ever changing with rapid developments across all services and products. Thus, the reliance on the adaptive nature of risk management systems is crucial and always increasing.
Vodafone Qatar has deployed models that identify, assess and manage risks company-wide. These processes are designed to identify potential events that may influence the business, in order to manage risks within acceptable limits and provide a reasonable guarantee for business continuity.
We have policies and processes for the following:
• Enterprise Risk encompasses compilation and mitigation of risks across all levels of the company. The high priority risks are overseen by an Executive Committee member who plans and creates an action plan
• Fraud Risk includes the possible losses to the business arising out of fraud, theft or other crime, whether internal or external. Vodafone Group’s policy remains unchanged with regards to maintaining zero tolerance to such instances
• Security Risk to staff, customers, guests or contractors along with Vodafone property, is mitigated to provide complete safety while working in or visiting Vodafone locations worldwide
• Compliance Risk addresses confidentiality of customer information and incidences of bribery which are of utmost importance to Vodafone and follow a zero tolerance rule towards any instances comprising such risks
• Technology Risk is the area that receives the largest number of updates, due to the nature of technology and its rapid evolution
• The risks addressed during the year have been:
o Deploying Business Contingency Plans (BCP) and other documents to meet the ISO22301 certification requirements
o Defining and maintaining Risk Management processes in line with ISO27001 and ISO22301
o Deploying Data Classification and Handling processes
o Development of Data Leakage Prevention policy
Going forward, Vodafone Qatar will look at finalising the Security 2020 Strategy by developing strong security foundations for a long-term diverse customer base.
There will also be a high focus on implementing Data Loss Prevention (DLP) solutions.
Sharia ComplianceStarting 2015, Vodafone Qatar became Sharia Compliant. The company is further developing a Sharia Compliance Policy which defines all related standards, policies and procedures. It takes into account all business activities including products and services, banking relationships and contracts.
The Board has appointed Sharia advisors to manage and approve Vodafone Qatar’s financial transactions, as well as develop strategies to integrate Sharia in all aspects of our operations. A Sharia auditor has also defined roles to perform internal audits for Vodafone Qatar’s operations and to produce quarterly reports that guarantee we maintain our compliance status.
For more information about our Sharia compliance auditing procedure, please refer to our annual report for the year 2015-2016 available in the Investor Relations section of our website.
(G4-34), (G4-35), (G4-36), (G4-37), (G4-38), (G4-39), (G4-40), (G4-41), (G4-42), (G4-43), (G4-44), (G4-45), (G4-46), (G4-47), (G4-48), (G4-49), (G4-50), (G4-51), (G4-52), (G4-53), (G4-54), (G4-55) (G4-DMA)
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Internal Control ProcessesThe Vodafone Qatar Board takes overall responsibility for processes relating to internal risk management and controls. We have a dedicated compliance programme in accordance with the best practices mandated by Vodafone Group.
As part of the compliance programme, the Vodafone Group Policy Manual identifies 24 discrete governance policies designed to ensure that all material financial and business risks are identified and managed appropriately.
Periodic monitoring through compliance and internal audit validates the effectiveness of existing internal controls and processes. The Audit Committee examines the recommendations provided by the internal auditor and produces internal assurance reports.
Internal AuditVodafone Qatar’s Internal Audit Department is a service provided and supported by Vodafone Group as part of the company’s internal governance and compliance framework. The Internal Audit Department provides objective and independent assurance over critical business processes and projects.
It reviews business and technology processes to identify risks, review controls and make recommendations to enable better management of the business.
External AuditorThe decision to appoint external auditors, including a review of the external auditor’s remuneration, is made at the Annual General Assembly at which all shareholders are able to participate. The external auditors attend the Annual General Assembly to present their report and to answer queries from shareholders.
PriceWaterhouseCoopers (PwC) currently holds the position of Vodafone Qatar’s external auditors. They conduct a full audit at the end of the financial year and supplement this with a review of the company’s half-year results.
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Internal Control Human Rights (G4-DMA) G4-HR1) (G4-HR2) (G4-HR3) (G4-HR5) (G4-HR6) (G4-HR7) (G4-HR8) (G4-HR12)
Our local society is increasingly concerned about how business activities impact human rights. It has become clear for companies operating in Qatar that one of the central measures of a company’s social responsibility is its respect for human rights.
We take the following measures to ensure alignment with the Group policies on human resources:
• 100% of our employees, including security personnel, take code of conduct training courses on which include human and labour rights
• Vodafone Qatar has policies on whistleblowing to report against discriminatory behaviour within the workplace. We follow a zero tolerance policy towards harassment, bullying, intolerance, inappropriate treatment or negative behaviour of any kind. There have been zero incidents of discrimination at the workplace within the reporting period
• No incidents of child labour, forced labour, or violation of human rights towards our employees, suppliers, communities or indigenous people
Ethics (G4-56) (G4-57) (G4-DMA) (G4-SO4) (G4-SO5)
Our ethics represent the underlying fabric which defines the way we do business and the way our business practices are perceived by our customers.Vodafone Qatar holds its Principles of Code of Conduct in very high esteem and expects its employees and associates to reflect those values. It sets our business principles, company policies and it applies (alongside local legislation) to every market in which Vodafone operates.
Doing What’s Right:Every year we run the “Doing what’s Right” awareness campaign which provides global messages with local customised collaterals, covering topics such as competition laws, Anti-Bribery, Anti-Corruption, Health and Safety, Security, Conflicts of Interest, among others.
It is mandatory for all board members, executive managers and employees to read and comply with Doing What’s Right. Employees are also mandated to complete an online learning course covering the above mentioned topics.
All our employees are aware of their responsibility to create and maintain an ethical environment. Through our “Speak Up” reporting mechanism, if any employee witnesses any unethical or unlawful behaviour, he or she is responsible for informing their direct supervisor or a member of the executive team through our available communication channels whether by email, phone or face-to-face.
All employees and whistleblowers have the complete right to remain anonymous. During the reporting period, our grievance mechanism “Speak Up” was used twice to report disagreement incidents by two employees with their line managers that were addressed and resolved immediately.
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CUSTOMER EXPERIENCE
Product Proposition 34Innovation 35Customer Satisfaction 36Privacy & Security 37Responsible Marketing 38
SERVICE & LABOUR Segment: India 10 Offer
Service providers and labour workers represent half of the Qatari population. We have worked hard to ensure we have a substantial share in this vital market segment through customised product offerings.
We provide the Indian community in Qatar with the lowest calling rate of 10DHS per minute. In addition we have introduced several data promotions that offer up to six times the value on data recharge.
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Product Proposition (G4-PR6) (G4-DMA)
Innovation
QATARI Segment: World’s first luxury telecoms plan - London Edition
The London Edition is a first in the consumer market and was born out of a demand from Qatar’s frequent travelers to the UK. It unifies our services across both countries giving customers incredible value and unmatched service on their Qatar and UK phone numbers. Vodafone now makes it easy to manage both numbers with one single worry-free plan that is payable through a single bill and eliminating all roaming charges. In addition, customers receive a total of 50GB and 30 hours of international calling to use between Qatar and the UK on both SIMs, in addition to 2GB of roaming data in all Vodafone Passport listed countries.
Driven from our global core business strategy “Connecting People and Businesses” we consider it our responsibility as an ICT company to keep our customers connected with their businesses, their loved ones and the world,by offering the latest technologies in the most efficient and cost effective way It is crucial to open up the dialogue with our customers, employees, suppliers and partners to address the change in customer needs, and identify growth areas in which we can sustainably strengthen our position. This year, we launched three new innovative products to enhance our customers’ experience:
Understanding our customers’ needs and exceeding their expectations is at the forefront of our business strategy. We realise that our customer experience is essential for our growth. We focus on bringing innovative propositions, delivering excellent service and ensuring our customers’ privacy and security.
Vodafone’s App CornerThe rise of mobile apps has revolutionised the way we live and do business. Thus, we have made access to some of the world’s latest and most popular apps easy and interactive with Vodafone’s App Corner. This is a dedicated digital zone that allows customers to get acquainted with essential apps and recommends five apps to try monthly. It also provides a user guide for each of the popular app stores including Google Play,
The App Store, BlackBerry World and Windows Store. The user guides provides simple steps on how to create accounts, link payment methods and more.
Upgrading our Network In January 2015, we began our network evolution by upgrading every network site in Doha with the latest state-of-the-art technology, which means that 100% of our network is brand new. Also in second half of 2015 we launched HD Voice, to provide optimal voice quality experience for our customers. We keep on installed new outdoor and indoor sites to allow customers to enjoy more 3G and 4G coverage, in greater Doha area and also paying special attention outside the capital.
A big network rollout was done in Qatar’s desert camping season, improving the service in popular camping areas like Sealine and Fuwairit. Special rollout was also done in populated areas like Shahanya, Al Khor, Samal, Ras Laffan, Dukhan, ..., to guarantee an optimal network in all these areas. [KLVQ1]. We have taken our network experience to further heights with 3 Band carrier aggregation. This year, Vodafone Qatar became the first telecom operator in Qatar to have the top speed of up to 375 Mbps live on its network. Our customers have enjoyed the widest 4G coverage while roaming in 50 countries. We have also enriched our Vodafone Passport Pack, allowing customers to roam for as low as local rates and in 78 countries
Creating smart cities to improve quality of life has been identified as an important focus area by Qatar’s various authorities.
We have made a major upgrade to the network allowing us to meet data usage demands and increase our 3G capacity by 2.5 times and the 4G capacity by three times. Overall coverage has improved by 15%, and customer feedback measured by the Net Promoters Score (NPS) has improved by 20% as a result.
Internet of Things and the M2M PlatformCreating smart cities to improve quality of life has been identified as an important focus area by Qatar’s various authorities. The transportation sector is a priority area as it deals with growing traffic problems, in addition to the emphasis on keeping Qatar’s emerging smart cities safe.
In March 2016, we brought the power of our international network to Qatar with the launch of our Global Machine to Machine (M2M) Platform as the connectivity solution that enables a wider concept of the Internet of Things (IoT).
This means that Vodafone Qatar’s capabilities now include a scalable Global M2M Platform with interactive portal for end users, global SIM cards powered by the world’s largest network, highly secure solutions, more than 1300 M2M experts, broad portfolio of M2M terminals, application and service enablement development, testing and deployment. IoT communications are made possible by a device that is attached to a machine to capture an event that is relayed over a network delivering data to applications.
The intelligent devices are embedded in a remote asset and capture events such as temperature, location, consumption, heart rate, stress levels, light, movement, altitude and speed. These sensors include a Global M2M SIM card that is able to receive and transmit the event data wirelessly to a central server, where an application translates this data into meaningful information that can be analysed and acted upon.
Sustainable living is highly dependent on people connecting with each other. This is why we are fully committed to delivering connectivity and innovative services that enable customers to stay connected. We provide a reliable growing network to empower our customers with sophisticated mobile voice and data services. As the world shifts towards data rather than voice or SMS services, we have taken the lead to ensure our 4G and 4G+ networks are ever expanding. We develop the best product proposition for our customers by offering the best and latest solutions that are affordable, accessible, inclusive and applicable for all. Many of our plans have been customised specifically based on the needs of certain customer segments. Below are some of our customized plans:
YOUTH Segment: Falla Club
The Falla Club and plans are tailored exclusively for customers under the age of 24. The subsidised plans and benefits are designed for youth and packed with data, local calling and discounts on lifestyle benefits.
The youth segment in Qatar is estimated at 150,000 and our market share is 32%.
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Based on customer feedback, we use formulas to calculate the Touch Point Net Promoters Scores (TNPS). Any score above 40 is considered excellent, this is measured on a scale from -100 to 100 as per the standard TNPS measurement process.
TNPS TNPS
May - Jul 14 45 Apr 15 - Jun 15 66
Aug - Oct 14 57 Jul 15 - Sep 15 69
Nov 14 - Jan 15 61 Oct 15 - Dec 15 67
Feb 15 - Mar 15 62 Jan 16 - Mar 16 56
Other achievements that have been realized to support customer service include:
• The delivery of a new Premium Business service where we provide our top business customers with a dedicated agent when calling, as well as direct ability to chat with/email agents via a dedicated web site
• Launching a state-of-the-art virtual assistant internally for all our retail and customer care agents. The virtual assistant’s advanced natural language processing (NLP) technology intuitively adapts to the language and intention of a user’s search and learns the best way to respond to customers over time
• Launching our network-wide money back guarantee. If our new customers are not happy with our network experience, they receive a refund
Promoters
Neutral
Detractors
41%47%13%
45%44%11%
Last Year current Year
Privacy & Security (G4-DMA) (G4-PR8) (G4-PR1) (G4-PR2)
We are entrusted with the confidentiality of people’s communications and for managing an immense volume of personal information.
We are committed to never letting down our customers, employees and other stakeholders, to safeguard their personal information and communications, and in the products and services we provide. We have created a Privacy Policy to help our customers understand how we collect, use and protect their information when they use our products, services and visit our web and Wireless Application Protocol (WAP) sites. This policy can be found on our website and can be accessed by anyone.
We align our Privacy Policy with the Ministry of Transport and Communications’ Consumer Protection Policy which includes Consumer Protection Rules, Dispute Resolution, Policy Compliance, and Monitoring and Review. At the same time, we understand that traditional Internet security measures such as firewalls, Intrusion Detection Systems (IDS) and antivirus software cannot stop a clever Distributed Denial of Services (DDoS) attack. Hence, we use the best available technology to detect and mitigate potential threats.
This year, we launched DDoS mitigation proposition for businesses and governments in Qatar to provide secure connectivity to all Internet customers, enabling safer communications for all. The ability to make use of information technology can have a far-reaching impact on a society›s development. Our approach for promoting a digital society is based on digital inclusion, which focuses on widening access, enhancing skills, protecting customers and creating opportunities for individuals and the community at large, while developing new products and services to better people’s lives in Qatar.
Aimed at promoting digital literacy amongst parents and improving children’s digital safety, we have launched AmanTECH, which stands for “Safe Technology” in Arabic. AmanTECH was created to empower parents with the knowledge they need about trends in the digital world and safety updates to be able to guide their children to use these platforms and enjoy their digital rights effectively and safely.
Through our proactive efforts to provide our society with safe digital products, we have not faced any non-compliance incidents relating to the safety of our products and services. By the same token,
we have not received any official complaints due to privacy or security breaches in 2015.
Customer Satisfaction (G4-DMA) (G4-PR5)
The We Care ProgrammeThe We Care Programme was initiated in January 2015 by Vodafone Group. The initiative is a customer experience transformation programme that covers all its 17 operating companies. It began with market research conducted through semi-structured interviews and thematic analysis. This involved interviewing customers and observing their behaviour across channels, as well as identifying internal and external base practices. The objective of the programme is for each Vodafone operating company to become a leader in customer experience as measured by NPS (Net Promoter Score). It is structured to run over a period of three years.
The biggest achievement so far has been implementing Vodafone HeartBeat – a new Touch Point Net Promoter Score (TNPS) measurement platform which has a mobile app component that allows real time monitoring and actioning of all data. This platform is deployed across major customer touch points including the MyVodafone app, call centre and retail stores. A dedicated team communicates with each customer that provides negative feedback. In parallel the team works internally to create awareness and address reasons for customer dissatisfaction.
Based on their feedback, we organise our customers into three categories:
Promoters: satisfied customers who are likely to recommend our products and servicesNeutral: neutral and not yet satisfiedDetractors: unsatisfied customers who will not recommend our products or services
This year, 45% of our customers were Promoters and only 11% Detractors. We are committed to continuously increasing our Promoters percentage.
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Fraud ManagementWe minimise financial loss to the business resulting from fraud, theft or other crime – whether internal or external – through effective prevention, detection and investigative action.
It is the policy of the Board of Vodafone Group Plc. that the Group and each of its companies maintain zero tolerance to fraud, theft or other crime targeting company assets, products or services by our employees, suppliers or other parties.
This zero tolerance is implemented through the following practices:
1. Fraud risk is periodically assessed and reviewed in light of changes to Vodafone’s internal or external environment
2. Appropriate systems and processes are implemented to prevent and detect fraud, theft or other crime targeting company assets, products or services
3. All incidents of internal fraud or other crimes are reported on a monthly basis to the Group Head of Fraud Management and Investigations on a template provided
4. All incidents of fraud, theft or other crime above Euro 75,000, (or other significant criminal incidents which could have an impact on the brand or another local market) or involving an employee or contractor at E Band or above, are immediately reported to the Group Audit Director, Group Director of Corporate Security and the Group Head of Fraud Management and Investigations.
5. It is the obligation of all employees, including contracted staff and suppliers, to disclose any activity or suspected activity of dishonesty or potential criminal acts in accordance with Vodafone’s Duty to Report Policy
Roles and responsibilities:• The local CEO is responsible to ensure that the standard
is applied
• The Head of Corporate Security is responsible for the operational effectiveness of activities
• All employees, including contracted staff and suppliers are responsible to disclose any activity or suspected activity of dishonesty or potential criminal act
Responsible Marketing (G4-DMA) (G4-PR4) (G4-PR7) (G4-PR9)
Our marketing strategy is aligned with our mission and principles. These govern all the relevant aspects of fairness, transparency and integrity in communication.
We understand that people are more likely to support a company they perceive as being ethical and fair at all levels. Betraying customer trust by publishing misleading marketing information will not just disappoint them, but will negatively affect their experience and damage our brand value.
Thus, trust between the customer and Vodafone is essential for our long-term business sustainability. Our marketing
department is responsible for compliance with these principles and all related policies. Moreover, our legal and regulatory department monitors all communications, campaigns and projects throughout the year to detect any breaches of our principles and initiate preventative measures.
We have developed the Global Responsible Marketing Guidelines which govern our daily communications activities. In addition, we comply with the Consumer Protection Policy issued by the Communications Regulatory Authority (CRA), a division under the Ministry of Transport and Communications.
The CRA is Qatar’s Telecommunications regulator and has published the Advertising, Marketing and Branding Code (Code) that all companies within the industry adhere to in their communications and advertisements. The CRA enforces the code by issuing an order, imposing penalties or seeking clarifications.
Our pricing structure and the contract terms and conditions to all our customers are clearly defined through different channels. Our service and product prices are on display at all our retail stores and
available on our website. Our staff at retail shops explain all details to all customers before signing any contract. Advertising is managed locally, aligned with local standards and culture.
During the reporting cycle, we have received one formal note from The Communications Regulatory Authority (CRA) concerning one of our marketing promotions.
In January 2016, The CRA noted that one of our promotions was deemed as misleading as it read: “3 Months Free & 3GB for Free.”
Vodafone immediately understood how the wording could be misinterpreted, removed any references to “Free” and changed the promotion to “3 Months Saving” instead. No fines were imposed in this incident.
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RESPONSIBLE SUPPLY CHAINSuppliers Assessments & Selection 42Empowering Local Suppliers 43Conflict Minerals 43
Suppliers Assessments and Selection
Empowering Local Suppliers
Dependency between organisational performance and supply chain efficiency is critical. Therefore, our industry has witnessed an increasing focus on implementing sustainability practices and embedding them across the supply chain.
Our Core Values and Business Principles guidelines and the Code of Ethical Purchasing (CEP) declares a commitment to “promoting the application of our Business Principles by our business partners and suppliers.” It details all expectations and the requirements we extend to all our suppliers.
These include environmental, social, human rights, labour and ethical responsibilities. The Code has been developed in consultation with all stakeholders including employees, suppliers, investors and the non-governmental organisations we work with.
The role of Vodafone’s Supply Chain Management team is critical and every financial commitment is made with the team’s involvement throughout the sourcing process.
The involvement starts very early in the process during the scoping of projects and their requirements. Before vendors qualify for bidding, they go through a prequalification stage which looks into a combination of financial requirements and compliance with Vodafone’s Code of Ethical Purchasing policy. This encompasses labour and human rights, health and safety, sustainability, ethics and economic contribution.
After they pass the prequalification stage, all suppliers go through an intensive assessment process. Here, we carefully evaluate their commitment and practices towards respecting human and labour rights, environmental responsibility, and providing a healthy and safe environment for all their employees.
The supplier assessment process is conducted by the Vendor Team based in Hungary (VOCH). The vendor request is initiated on our Global Supplier Portal and the VOCH team assesses each vendor and either rejects or approves, based on the vendor’s ability to comply with our requirements. Whenever any supplier is deemed as high-risk, we ask that they demonstrate their ability to meet our requirements through additional assessments and investigations.
Conflict Minerals
Conflict minerals such as tin, tantalum, tungsten and gold are often mined in conflict areas where they frequently aid armed conflicts.
Technology companies increasingly find themselves needing conflict minerals and thus have a responsibility to ensure that their needs do not contribute to the conflict in any way. Vodafone respects human rights and does not contribute to conflict nor profit from it in any way.
We have not supported any party in any ongoing conflict or contributed to any form of torture, inhumane treatment, forced labour, child labour, human rights violations, violations of international humanitarian law, crimes against humanity or genocide.
We closely monitor initiatives to ban the use of conflict minerals in mobile phones and other telecommunications products. Our policy strictly prohibits dealing with any supplier with a history of working with conflict minerals. Whenever we find any conflict mineral in products we purchase, we work with our suppliers towards the immediate removal of the mineral.
Furthermore, Vodafone opens an investigation and suspends purchasing new products from the supplier until the issue is resolved and fully disclosed. As a result of our strict policies, we have not received any grievances regarding negative impacts on society resulted by any of our suppliers in relation to conflict minerals.
We believe that the road to maintaining a healthy and sustainable supply chain relies in part on investing in local suppliers.
Vodafone Qatar currently relies on more than 369 suppliers, which is proof that our procurement spending creates significant impact on the growth and development of our vendors.
Whenever possible, our preference is to work with local suppliers operating in Qatar. We view it as our responsibility to play an integral part in boosting the national economic development of every country we operate in. The decision whether to opt for local or international suppliers depends on the project scope, business requirements, value and risks.
This year, we have awarded 55% of our procurement spending to local suppliers based in Qatar. We aim to continue finding local suppliers that pass our assessment process and adding them to our supply chain.
This year, and as part of our supplier’s on-boarding process, 100% of our new suppliers have been screened based on labour practices, human rights, impact on society and environmental assessments.
After the supplier is approved, the VOCH team conducts ongoing screenings and corporate responsibility audits to validate our suppliers’ continuous alignment with our sustainability guidelines.
Our Supply Chain Management team regularly educates and reinforces our supplier base on best practices and guidelines to be followed. Each supplier receives feedback on their performance. If any action calls for concern, we engage them to understand our concerns and recommend corrective actions they should respond to, with action plans for rectification.
We are not aware of any negative human rights impact, environmental breaches, or forced child labour violations related to our suppliers. Nor have we identified or received any complaints of negative social and environmental impacts within our supply chain.
(G4-DMA) (G4-LA15) (G4-HR11) (G4-SO2) (G4-SO10) (G4-SO11)
(G4-12), (G4-EC9), (G4-EN32), (G4-La14), (G4-LA16), (G4-HR10), (G4-SO9), (G4-DMA)
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OUR PEOPLEDiversity & Inclusion 46Training & Development 48Rewards & Recognition 50Health & Safety 52
Diversity & Inclusion (G4-DMA) (G4-10) (G4-LA1) (G4-LA12) (G4-LA13)
In order to create and drive a culture of inclusion and collaboration which respects, values, celebrates and makes the most of the diversity of our people who are as diverse as our customers, we developed a diversity and inclusion strategy to improve our gender balance by increasing the number of women in leadership positions. In line with the Qatar National Vision, we also follow a Qatarization strategy for our local operations. This ensures our workforce has a good balance of local and international talent to combine our global expertise and best practices with a deep understanding of the dynamics of the local market.
Number of male employees
Number of male employees
Number of female employees
Number of female employees
Part Time
Part Time
Part Time
Part Time
Full Time
Full Time
Full Time
Full Time
Current Year
Last Year
402
401
139
154
10
12
5
5
129
142
397
376
74%
73%
26%
27%
2%
2%
1%
1%
24%
27%
73%
70%
HeForSheAmong 52 employees in our top management team, 43 are men and nine are women. In order to increase the number of female managers, we took part in the UNWomen’s “HeForShe IMPACT 10x10x10” programme, a global solidarity movement which calls upon men to take action and become global advocates for gender equality.
The programme collaborates with ten CEOs, ten heads of state and ten university presidents to drive impact towards gender equality within and beyond their institutions.
By taking part in this journey, we have been able to improve our diversity and inclusion across the organisation whilst also aligning with our 4C’s strategy:
• Engaging colleagues• Focusing on customers• Driving initiatives with our diverse communities• Living our diversity values through our communications
With the 4C’s at the forefront of our actions, we have been committed to continuing our efforts in order to:
• Increase the representation of women in our leadership positions
• Expand access to mobiles as a tool for the empowerment of women
• Bring mobile education to refugee girls in countries where Vodafone operates
We seek to employ youth. This keeps our company young and vibrant, while maintaining senior expertise and experienced talent. 86% of our workforce is between the ages of 18 and 40.
Vodafone celebrates a diverse international workforce from 49 different countries. Our employees are 90% expats and 10% Qataris. We continue investing in local Qatari talent and are determined to continuously increase the percentage of local employees.
This year, we have reduced our employee turnover rate by 4%.
Employees broken by number of years of service
Last Year
22752%
17032%
8816%
0-3 years 3-6 years + 6 yearsYears of Service
Current Year
28853%
15028%
10319%
0-3 years 3-6 years + 6 yearsYears of Service
Employees broken down by age range
Last Year
10119%
34765%
7714%
102%
18-30 31-40 41-50 51+Age Range
This Year
11221%
35129%
6913%
91%
18-30 31-40 41-50 51+Age Range
Newly hired employees
Current Year
Last Year4626%2119%
13774%
9081%
Employee turnover rate by gender
Current Year
Last Year 5%5%
12%8%
17%13%
Overall Turnover Rate
Equal RemunerationWe ensure equal pay for both genders at any job level and our current male-to-female remuneration rate at any employment level is 1:1.
Al Johara ProgrammeOur Al Johara Programme gives Qatari women the chance to learn entrepreneurial skills and earn a living by selling Vodafone products and services to their friends, families and communities. The initiative has created a community where women can share technology and learn about the latest devices and tech trends as well as socialise.
The pilot project began in 2010 with women who had no work experience and who preferred to work within a female-only environment due to cultural reasons.
Becoming involved in the programme has been a significant step for them as they have gained work experience, financial independence, and confidence.
• Revenue per sales agent has increased by 20% from last year.• The quality score for the team has increased by 10% from last
year to reach 80%
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Training & Development (G4-DMA) (G4-LA9) (G4-LA10) (G4-LA11)
This in turn improves our overall competitiveness on the long-term. All of our employees go through periodic performance and career development reviews which result in customised training and development plans catered to their specific needs. In 2015 we identified three key strategic areas: Qatarisation Development, Customer Experience Excellence (Frontline Capabilities) and Capability Building Across all Functions.
Qatarisation DevelopmentQatarisation Development, is aligned with the Qatar National Vision 2030. It provides development opportunities and career progression tools for our Qatari employees to prepare them for different leadership positions. On the staff level, we offer the Institute for Leadership & Management (ILM) Award Accreditation for leadership, management and coaching, as well as wider organisational and workplace issues. This programme is designed to boost performance and transition from a team member to a team leader.
54% of our Qatari staff have attended leadership training and 70% of overall attendees have received ILM certificates.
On the senior and managerial level, we have the Advanced Qatari Development Programme which focuses on developing leadership and business skills to accelerate career progression.
58% of Qataris in senior and managerial positions have attended Advanced Qatari Development training.
For our female Qatari employees, we offer Springboard, an international award winning development programme designed by women for women. Initiated by The British Council, it aims to help Arab women realize their potential and achieve success in their personal and professional lives.
46% of our female Qatari employees have attended Springboard training and the rest will be trained next year.
Customer ExperienceThe second focus area, Customer Experience Excellence, offers a set of training programmes to better prepare our frontline employees to support two main stakeholder groups: enterprises and consumers. To support enterprises, we train our employees through the Solution Selling Programme which focuses on sales practices, strategic planning and contributing to overall team success. The Global Certification assesses our sales professionals’ capability levels in solution selling against a global set of criteria.
To support consumers, we’ve designed the Empower Programme; a comprehensive development initiative for sales leaders covering 100% of Vodafone Customer Care staff and franchises focusing on customer experience, business acumen and leadership skills.
Career Path Development The last focus area is Capability Building across All Functions. As part of this we offer the Career Path Development Framework, which defines competency areas and the expertise level required for each role within the company. We also customise Learning Journeys built for each function, based on individual development needs.
This year, we increased our employee participation in training by 17%. We also increased the number of training hours by 3,875 hours. That is an extra five hours of training per employee.
The Vodafone Way of MentoringMentoring gives employees valuable feedback, insight and support, while instilling wisdom and knowledge. The Vodafone Way of Mentoring scheme kicked off in October 2015. We invited some of our most reputable line managers to take part in a six-month voluntary mentoring scheme in which they provide guidance to high-performing employees. The aim is to support employees in their aspirations to grow into bigger or broader roles, or to move cross-functionally within the business.
Current Year
Current Year
Last Year
Last Year
Total number of training hours for total workforce
Average hours of training per year per employee
18,456
3641
22,331
Employee development is a significant material aspect of our people management strategy. We invest in training and development for every job level and function to support employees with their anticipated progression within the company.
Partnership with Mada Accessibility Center:
The retail staff were trained on the accessibility features of all the handsets Vodafone offers with accessibility features to ensure they can guide a customer with disabilities to help them choose a handset suitable to their needs and to help them make the best use of their selected smartphone taking into account their disability.
Retail staff were also trained on using the Global Accessibility Reporting Initiative (GARI). This is an accessibility mobile finder that helps people with disabilities in finding handsets, tablets and apps with accessibility features to support their communication needs based on their disability. GARI can now also be found on Vodafone’s e-shop. Our website also includes the Vodafone Accessibility Guide which provides guidance about using mobile technology for different kinds of disabilities.
Training on Human Rights Policies & ProceduresAll our employees are aware of their responsibility to global human rights and policies as they are asked to study the company’s code of conduct as part of their job acceptance. They are also fully aware of their labour rights as part of the contract signing process. In addition to this, 13% of our employees have undergone specific training focused on human rights, due to the nature of their job that requires them to be extra aware of the human rights issues they could face.
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Rewards & Recognition (G4-LA2) (G4-LA3)
We tie performance KPIs directly into the rewarding system, and offer competitive and fair range of benefits:
Enhanced Maternity PolicyThis year, Vodafone Group became one of the first organisations in the world to introduce a mandatory minimum global maternity policy. By the end of 2015, women working at all levels across Vodafone’s 30 operating companies have been offered at least 16 weeks fully-paid maternity leave, as well as full pay for a 30-hour week for the first six months after their return to work.
This means that our female employees who were either on or about to go on maternity leave benefited from one extra month of paid leave. This makes us one of the best providers for maternity benefits in Qatar, where the market standard is only 50 calendar days off, in comparison to Vodafone’s 112 calendar days. The table below shows Vodafone Qatar’s high employee retention rates across after parental leave:
Return To Work and Retention Rates After Parental Leave, By Gender
We’re at our Best When You’re at YoursThis campaign was launched in February 2015 and focused on the following eight beliefs to incorporate into our work ethic:
• We are an industry leader that empowers people to shape their world
• Mobile for good• World of opportunities• Exceptional work, exceptional people• Deliver great results• Live the Vodafone Way• Drive to keep growing• Always doing what’s right
The slogan was added to every employee’s email signature, our Akhbarna internal e-newsletter and the health and safety checklists at all of our cell sites
Housing Transport Flights to home
countries
School fee reimbursements
Parental leave
Company mobile subscription
Social allowance and pension
contribution for GCC Nationals
Global medical coverage
Indicator (by gender) Male Female Male Female
Total number of employees that were entitled to parental leave
252 71 278 69
Total number of employees that took parental leave
21 14 34 13
Total number of employees who returned to work after parental leave ended
21 14 34 11
Total number of employees who returned to work after parental leave ended who were still employed twelve months after their return to work
21 12 34 11
Return to work and retention rates of employees who took parental leave
100% 86% 100% 91%
Vodafone Heroes’ Scheme
This initiative is one of Vodafone’s most successful, aimed at identifying employees that have really succeeded at “being at their best”. Their stories are highlighted and shared on social media to motivate current employees and attract future talent.
Admired Leaders ProgrammeOur responsibility towards top performers is to recognise their efforts, empower them and mentor them to become the next generation of senior leadership.
This year, we celebrated 40 of our high potential employees for the completion of two of the company’s Institute of Leadership & Management (ILM) certified leadership programmes and the Vodafone Admired Leaders. The programmes covered areas related to Customer Obsession, Simplicity, Applied Thinking and Change Management.
Top Three Employers in MENA
We are honoured to have been named among the Top Three Employers of the Year in the MENA region during the 7th Annual MENA HR Excellence Awards 2015.The event was held alongside the 10th Annual Human Assets Expansion Summit MENA.
Vodafone also came in second place for “Employer of the Year – Private Sector”. This was the result of our continuous efforts in providing our employees with the best environment to excel and thrive.
IMTIAZ“IMTIAZ” (Arabic for Excellence) is a programme established in 2013 that runs bi-annual two-phase competitions. All sales and retail stores staff are evaluated based on a variety of criteria that meet the company’s commercial targets and The Vodafone Way of doing business. At the essence of this lies Customer Obsession, Speed, Trust and Simplicity.
As part of the annual Reward and Benefits review, we regularly monitor all allowances and benefits against market trends, the top benchmarked organisations and approved budgets.
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Health & Safety Having healthy and motivated employees is key to increasing productivity and competitiveness.
Our health and safety approach includes promoting good health, preventing risks, avoiding physical or mental illness, accidents or incidents caused by the working environment.
The high level of representation of our employees in formal health and safety (H&S) committees is important, as it allows better decision making in incident prevention mechanisms. A total number of 17 employees are represented in our Executive and Technology TLT Committees.
The nature of our work for both full-time employees and contractors is not prone to high incidence or risk of occupational injuries or diseases. During the reporting period, we recorded no incidents of injury, occupational disease or fatalities across all our operations.
We have conducted special awareness training, where we have trained 56 employees and 601 contractors on H&S practices. As a result of our continuous training in this area, our staff awareness has increased significantly with an increase in an H&S survey score from 69 to 93%.
We are continuously increasing the focus on our suppliers’ and independent contractors’ safety and stress-related incidents, and improving the H&S culture among our employees, stakeholders and communities.
Wellness InitiativesThis year, we introduced three wellness initiatives aimed at the direct engagement of our employees on H&S topics:
Breast Cancer AwarenessBreast cancer is rated as the second most common type of cancer in Qatar. Therefore, we took the opportunity in October 2015 to raise awareness about the importance of early detection amongst our female employees.
World No Tobacco Day Campaign120 employees in Vodafone Qatar participated in the Primary Health Care Corporation (PHCC) awareness campaign about smoking risks.
Road SafetyAccording to the United Nations, 1.3 million people lose their lives and 50 million others are seriously injured each year on roads. This year, we have decided to install on-board diagnostic devices (OBD) in all our vendors’ vehicles to monitor performance and decrease the potential of road accidents.
Wellness Cup ChallengeThis challenge addresses health, safety and general wellbeing in a fun competitive atmosphere. 22 employees participated in this competition on the Vodafone Group level.
H&S training delivered to employees and contractors.
Monthly Quarterly
Fatalities
Fatalities
Work Related Injuries
Work Related Injuries
Executive Committee
Technology TLT
Percentage of the total workforce represented in formal joint management committees for both Last Year & Current Year
Vodafone Employees
Independent Contractors
Vodafone Employees
Independent Contractors
Vodafone Employees
Independent Contractors
Vodafone Employees
Independent Contractors
Vodafone Employees
Last Year
Current Year
2016 Target
Independent Contractors
Frequency of Meetings
10
0
0
0
0
20
54
43
4
8
24
18
6
20
30
30
5
16
59
59
242
136
90
93
282
145
100
120
300
0
0
0
3
7
Current Year
Current Year
Last Year
Last Year
Defensive driving
Training
First aid and CPR training
Fire wardens
Riggers and workers
(G4-DMA) (G4-LA5) (G4-LA6) (G4-LA7)
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SOCIAL INVESTMENT
Social Contributions Policy 56Youth Empowerment 56Education 58Community Development 59
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Social Contributions Policy
Youth Empowerment
We believe that the true value of a business lies in how it creates economic, environmental and social value. We incorporate our core competencies to engage with the community, hoping to deepen personal links, enhance the quality of life in our surroundings and open up more opportunities, creating a better future for people in Qatar.
We have identified three main social investment avenues by which we aim to create a positive impact in Qatar:
• Community investment programmes • Partnerships and collaborations • Donations and sponsorships
These avenues are regulated through our Charitable Donations Policy, which ensures that all contributions are linked to utilizing mobile communication technology for social welfare, or that they protect the natural environment or support our stakeholders’ communities. We assess all requests we receive through our Social Investments Committee based on transparent and objective evaluation criteria.
Measuring ImpactOur Social Investments Committee meets quarterly to measure the impact of our contributions based on certain KPIs. These include the number of beneficiaries, volunteers and volunteering hours. It also encompasses improvements to quality of life, improvements in people’s technology-related skills and more project-specific KPIs.
We are currently looking into implementing more strategic measurement tools to gauge the level of public benefit we are delivering through our social investments.
Our primary challenge is that the number of local charities is limited. Moreover, these charities still follow traditional approaches by focusing on fundraising for a wide array of projects with no centralized focus, rather than being implementation partners for projects within a specific area with a deeper expertise in that domain.
We are always open to considering all social causes and community segments, as long as they pass through our Social Investment Policy assessment process. During this year, most of our projects revolved around three areas: Youth Empowerment, Education and various Community Development partnerships. The Social Investment Section of the report goes into the details of all initiatives.
For Vodafone, youth represents the future. They are a symbol of innovation, dreams and new opportunities. We focus on empowering youth and guiding them to become successful contributing members to their communities.
• Wild Khaleeji - Regional Parkour TournamentVodafone sponsored the annual tournament “Wild Khaleeji”, the first of its kind in the world that promotes free running as an active sport for all. The sponsorship strongly underlines Vodafone’s commitment to support young talent through platforms that develop and nurture their interests and enhance their lifestyle in Qatar.
Partnership with The Youth CompanyThe Youth Company (TYC) is a grassroots organisation established in Qatar in 2007. It operates as a social enterprise, creating social value through empowering youth in an efficient, effective and sustainable manner.
TYC has an outreach of more than 120,000 Qatari youths through volunteering programmes, internships, events, conferences and co-working spaces. It is run by a small and dynamic creative team and has over 90 sponsors, including state endorsements.
Our partnership with TYC has created shared value on several levels. We have been able to empower youth across three key programmes, and at the same time further promote our products to them:
• Youth Change Everything ConferenceA conference targeting school and university students, which aims to develop leadership skills among youth through a series of interactive workshops, discussions, networking sessions and motivational talks.
Falla ClubPartnership with Red BullWe have partnered with Red Bull where we support all Red Bull’s youth-targeted events focused on culture, sports or entertainment. We provide promotional support to the events via bulk SMS advertising to the youth within the community, and by providing free wifi and data recharge cards to attendees. Our partnership has attracted more than 6,000 visitors to multiple events, and had a social media reach of 3.5 million.
Amateur DriftingThe amateur drifting competition was held in November 2015 and provides safe and controlled spaces for youth to learn and practice car drifting. Through Vodafone’s support, the even attracted over 6000 attendees. .
Vodafone TuesdaysPromoting culture and entertainment, we have partnered with CINECO, a media company that distributes movies in theaters in certain malls in Qatar. Every Tuesday, our customers can use the My Vodafone mobile app to generate a code that entitles them to a free ticket with every ticket they purchase. Our “Falla Club” youth customers get a free ticket with popcorn and a drink.
Employ MeIn 2015, we participated at The National Initiative for Training and Qualifying Qatari Youth «Employ Me»; an initiative organised by the Ministry of Labour and Social Affairs, in cooperation with a number of governmental and private agencies. It aims at qualifying youth and improving their skills through special training programmes in computer, English language, practical skills and the needed requirements for different jobs.
Partnership with Bedaya CenterWe have also partnered with Bedaya Center, a joint initiative between Qatar Development Bank and Silatech, which provided a group of Qatari youth access to a wide range of services including career guidance, self-assessment, employability skills development, entrepreneurship, mentoring opportunities, volunteering, practical training and networking activities.
Ajyal Youth Film FestivalWe joined hands with the Doha Film Institute as a signature sponsor and Official Telecoms Partner for the third edition of the Ajyal Youth Film Festival.
As well as extending financial support, we have assisted with community outreach and marketing initiatives to raise further awareness of the annual event through SMS campaigns, in-store promotional activities, exclusive access to festival information for Vodafone customers and screenings of the 2015 Ajyal trailer at Villagio and City Center malls. Ajyal helps unlock young people’s creative potential and supports the development of creativity based on knowledge and learning.
Qatar ToastmastersVodafone Qatar and Qatar Toastmasters Club signed a Memorandum of Understanding for Platinum Sponsorship of
the youth public speaking contest, Qatar Open. The annual competition is popular among high school students, and aims to nurture public speaking skills to enable participants
to become better leaders in the future.
youth represents the future. They are a symbol of innovation, dreams and new opportunities. We focus on
empowering youth and guiding them to become successful contributing members to their communities.
• Run the World FestivalA vibrant festival focused on culture and sports that welcomes 150,000 visitors representing more than 50 different cultures, age groups and interests.
(G4-DMA), (G4-SO1)
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Education
Community Development
The combination of technology and education can accelerate the exchange of views and information, bringing the world to each of us. At Vodafone, we focus our contribution in creating a significant socio-economic impact through our substantial efforts to support job creation, Qatarisation, education and community development.
“Better Connections” programmeTen of our employees have volunteered in the “Better Connections” programme developed by Reach OutTo Asia and Ministry of Transport and Communications.
The programme aims to develop the digital literacy skills of blue-collar migrant workers. The volunteers supported the 8-months long programme from April-November 2015, delivering 5-hour digital skills training workshops every Saturday.
Annual Literary CompetitionWe launched the third edition of our annual literary competition, where we published some of the best literary works of 2013-2014, identified by the competition’s jury board, in a book called Marasina. It was made available for visitors of the Doha International Book Fair in both regular print and Braille format.
Engaging with Ibn Taymiyah Secondary School for BoysFor the second year running, we hosted 22 students of Ibn Taymiyah Secondary School for Boys for a tour of the company’s premises located at the Qatar Science & Technology Park. The students discussed with Vodafone’s senior management the expanding world of digital communications and how Vodafone is contributing every day to the development of communications technology and the customer experience in the country.
As part of one of the largest telecommunications companies in the world, we understand that our social responsibility should not be limited to the community we operate in, but also extend beyond borders to help underprivileged communities.
The Giving ChallengeThis was the most successful community development programme we initiated in 2015. The Giving Challenge was an excellent example of harnessing the power of social media and youth for doing good. We gathered 14 social media influencers under the age of 30 in Qatar to understand what inspired and influenced them so that we could better understand how to engage with their demographic.
The focus group meetings resulted into launching the Giving Challenge initiative. The campaign ran throughout Ramadan, where four young social media influencers used their social media reach and impact in the community to encourage their followers to vote for their charities of choice on Vodafone’s website. Vodafone donated QR20 for every vote.
The campaign raised QR 450,000 in total donations and expanded beyond Qatar reaching over 5 million people across several social media platforms.
Employees volunteering for Qatar CharityVodafone’s employees’ volunteering efforts have raised QR 50,000 that were donated to Qatar Charity’s Family Sponsorship programme, supporting low-income families in the country.
For every hour of employee volunteering during the Holy Month of Ramadan, Vodafone Qatar pledged to donate QR 1,000 to encourage more employees to volunteer. Vodafone employees spent a total of 50 hours supporting Qatar Charity’s Workers’ Iftar Programme.
Partnership with Reach Out To Asia (ROTA)Education and humanitarian legacy in IndonesiaROTA in collaboration with Vodafone Qatar organised a humanitarian trip with 24 volunteer students from Hamad bin Khalifa University to a school ROTA helped build after the 2006 earthquake which hit Indonesia.
The trip aimed to raise awareness about the importance of education and its vital role in developing countries. ROTA also played a key role in developing students’ social skills and an understanding of other cultures and heritage.
Mobile EducationWe joined the Northwestern University in Qatar (NU-Q) classroom study that explored the potential for mobile education tools in Qatar. Eight students were researching the market for mobile tools in higher education, as well as how those tools are used in the learning process.
Corporate Social Responsibility StudyWe supported an independent study conducted by Carnegie Mellon University’s Business Ethics department that looked at Vodafone’s corporate social responsibility framework and the implementation of business ethics principles across different areas within the organization. The study was conducted by 5 Business Administration students with a minor in Business Ethics over the course of 5 months where they presented to members of Vodafone Qatar’s executive team their research findings and recommendations to strategically implement business ethics principles within the organization in line with its corporate social responsibility strategy.
Partnerships with UniversitiesOur partnerships with universities has grown during 2015. We have joined the jury panel of the System Analysis & Design Course Group, a project offered by the College of Business & Economics at Qatar University. Our role was to evaluate students who have been working on analysing and designing a digital system to enhance knowledge sharing across the College of Business & Economics based on the concept of an academic social media platform.
We have also collaborated with Qatar University to organise a competition to encourage students showing creative projects. The competition, led by the Department of Management and Marketing Community Outreach Committee (COC), was themed “Compete, Show your Skills & Get Rewarded”. It aimed to motivate and encourage students to deliver their course projects in a creative and innovative way.
We have also launched the “Qatari Cultural Outreach Programme” in collaboration with Eid Charity. The programme aims to connect the different Qatari student associations within several UK universities to collaborate on cultural and sports activities and remain in touch with their Qatari heritage during their studies.
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Collaborating with “WEYAK” under the World of Difference Programme
Vodafone has named Fahad Mohammed al Naimi as its participant in its ‘World of Difference’ initiative for 2015. Now in its fifth year, the ‘World of Difference’ programme gives people an opportunity to receive funding while they work for 6 - 12 months for a local charity of their choice and undertake projects to help the community in Qatar.
Partnership with “Aspire”Based in Qatar, Aspire Zone is a unique sport, sports medicine, research and education foundation for the international sports industry. Our partnership this year included supporting the country’s biggest festival celebrating sports, arts and culture during Ramadan. The festival was inaugurated by His Excellency Dr. Hamad Bin Abdulaziz Al-Kuwari, Minister of Arts & Culture and has attracted 22,000 people. Our Al-Johara team played a key role in promoting our products and at the same time representing working Qatari women to further attract more women to join our team.
Vodafone for All: Power to People with DisabilitiesAccessibility and inclusion of people with disabilities are fundamental rights recognised by Vodafone Qatar. This year, we marked International Day of Persons with Disabilities (3rd of December) by launching new plans and services for people with disabilities. Customers holding a valid card from the Qatar Society for the Rehabilitation of Special Needs now enjoy customised plans and services at our branches. Alternatively, for their convenience, customers with disabilities are offered the Red Team service for home delivery and pickup of bills or any products purchased online.
Nepali Ram JhamWe partnered with NCell, the first mobile network operator in Nepal, to create a cultural and entertainment event providing an opportunity for blue-collar customers to reconnect, celebrate and commemorate the essence of their culture, ambiance of their streets and taste of their food. It brought a specific community
ROTA and Vodafone Qatar Continue Humanitarian Support in Cambodia26 ROTA volunteers, students and teachers from Qatar-based independent schools for girls travelled to conduct vital educational training for local schools.
World Blood Donor DayIn response to Hamad Medical Corporation’s (HMC) calls for blood donation, Vodafone held a blood donation drive at its headquarters located at the Qatar Science and Technology Park (QSTP). More than 100 Vodafone employees donated blood to the HMC Blood Bank.
‘THANK YOU’ ProgrammeVodafone Qatar in partnership with the Eid charity launched the ‘THANK YOU programme to honour cleaning staff. The programme ran for four days and targeted six primary and middle schools to thank the people who keep their schools clean.
Volunteering with INJAZIn line with our commitment to support entrepreneurial tutoring endeavors, Vodafone staff volunteered with INJAZQatar to take a number of students through a job shadowing programme.
The shadowing job day for each group of students was full of learning where they got to observe the daily work of the hosting manager. It involved a range of activities such as meetings and observing employees’ interactions.
Students joining Vodafone’s Job Shadowing Day said: “The best thing about this programme was the opportunity to link the theoretical part with the practical part in the work environment. We loved the working environment at Vodafone and how the employees interact with each other.
They were all very helpful and supportive. It was great to have had the chance to talk with experienced professionals and set our expectations for the future career. The multicultural environment attracted us and we would love to be part of it.”
Qatar Cyclists and SandstormersWe sponsored the Qatar Cyclists and Qatar Sandstormers to ride 800 km through four European countries aiming to raise awareness for the «Cyclists for Education» initiative that was signed between Qatar Charity, Qatar Cyclists and the Qatar Sandstormers.
The initiative aimed to raise QR 5 million for Rebuilding a Girls School in Gaza for over 900 students. The Qatar Sandstormers is a cycling team supported by Vodafone Qatar and comprised of Vodafone employees who aim to use their passion for cycling to raise donations for important causes.
Every year, the team participates in the Global Biking Initiative cycling ride across Europe in which cycling teams from other Vodafone markets around the world come together to cycle over 800 KMs in 7 days.
Each cycling team raises funds for a different cause and the team with the highest number of donations is recognized. In 2015, The Qatar Sandstormers was recognized as the team with the biggest number of donations raising over QR 500,000.
segment together with an aim to entertain, educate and empower. We utilised our communication channels to market the event, and our staff volunteered to help in organising on the day of the event.
More than 10,000 attendees watched five Nepali artists perform traditional folklore music and stand-up comedy. The venue was charged with positive energy, excitement and a sense of oneness and community.
Partnership with the Doha Athletics ClubIn order to address obesity and encourage children to embrace and enjoy sports, we partnered with the Doha Athletics Club to provide a track running program, twice a week, for children living in Qatar from both genders and all abilities.
The training was provided by Level 3 International Qualified Track and Field Coaches. The trained children had the opportunity to participate in several country-wide competitions.
we partnered with the Doha Athletics Club to provide a track running program, twice a week, for children living in Qatar from both genders and all abilities.
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Partnership with the Qatar Tourism AuthorityTo celebrate Eid, the Islamic religious holiday, we worked with the Qatar Tourism Authority to give welcome gift packages to all tourists landing in Doha over the holiday period. All tourists received a complimentary Vodafone sim card.
Partnership with the Qatar Museum - Culture PassCulture pass is a Qatar Museum free membership that provides discounts, exclusive offers, and easy access to museums and galleries. Vodafone has provided the Museum with free call centre services to promote the Culture Pass.
Doha DashFor the third year in a row, Vodafone staff, families and business partners - including more than 2,500 members of the public – participated in the Vodafone-supported Doha Dash organised to celebrate National Sport Day. The Losail International Circuit played host to the event, which included a 5km and 3km timed race, in addition to a ladies’ walk and a 1km mini Doha Dash for children, giving participants of all ages and abilities the opportunity to take part in the event.
Partnership with the Qatar Marine Sports Federation (QMSF)We collaborated with QMSF in February 2015 to launch the Offshore Powerboat Qatar Cup.
Cricket Live Streaming
We partnered with a local mall to publicly live stream the ICC Cricket World League Competition during March 2016. Over 2,700 community members attended the streaming.
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OUR ENVIRONMENTAL FOOTPRINT
Network Efficiency 6 7Environmental Performance 67
Resp
onsi
ble
Supp
ly C
hain
Network Efficiency (G4-EN7) (G4-DMA)
Environmental Performance
As a leading telecommunications company, we take serious responsibility in mitigating our negative environmental impact, and are determined to set a regional and global example in energy efficiency. Whether reducing emissions, waste and energy consumption or preventing and remediating spills, releases and impact of radiation, we are committed to environmental stewardship and reducing the impact of our products and operations.
The bulk of our carbon emissions is produced by our suppliers due to the production of ICT equipment and we plan to start measuring their carbon footprint. Currently, we ensure that all vendors we deal with comply with our procurement requirements for environmental sustainability in order to be part of our value chain.
During the year, we have taken the following measures to further improve energy efficiency:
• Installing smart energy devices that enable remote monitoring and controlling of equipment to maintain optimum performance
• Upgrading to use hybrid power systems that combine diesel generators with batteries and use smart energy meters to cut 64% of diesel usage of our cell sites. So far, we have deployed nine hybrid sites as a pilot phase, with a further 51 planned over the coming months
• Sharing network equipment with other operators as per Network Deployment Procedures and Players
• Studying the application of renewable energy sources which are economically viable and reliable, such as Combined Heat Power and Hydrogen Fuel Cells
As Ramy Boctor, Chief Technology Officer of Vodafone Qatar, comments: “Every day, Vodafone Qatar is upgrading and expanding its network to cater for our customers’ ever-increasing data requirements.
To minimise the resulting increases in energy use and carbon emissions, we continue to roll out energy efficiency measures and new technologies across our network.
This falls strongly in line with our commitment to sustainability, innovation and to bringing the best in research and development from across our global network to Qatar.”
On a normal diesel generator-backed site, there’s at least 24,000 litres of fuel burnt every year.
On a hybrid power solution, a telecommunications operator can run the same diesel generator for 6-8 hours only, with the rest being powered by specialised batteries. This helps ensure cell site stability and reduces overall air and noise pollution in the area.
Fuel Consumption (G4-EN22)
Our focus on energy efficiency and combating climate change are of strategic value to Vodafone Qatar, since worldwide increase in energy consumption will result in fossil fuel scarcity and increased global concern for the impact on climate change. Our commitment to resource conservation is evident throughout our operations, from large-scale network installations and related projects, to numerous smaller, energy-saving efforts.
In order to power our network equipment with electricity, we usually purchase power from Kahramaa, the Qatar General Water and Electricity Corporation. Whenever we expand to set up our network equipment in areas in which Kahramaa doesn’t provide services, we install our own power generators which we call “Gensets”. Most of our diesel consumption goes towards powering these generators. This year, the number of Genset sites has increased by 36% and therefore the fuel consumption has increased by 35%.
There were no significant spills of oils or other hazardous material from our business operations this year. We carry out routine technical audits to ensure the probability of oil spills remains at zero, and risks of contamination are eliminated.
Electricity Consumption (G4-EN3) (G4-EN6)
The number of sites in which we rely on Kahramaa to power our network equipment has increased by 8%, and the number of sites powered by our own electricity generators has increased by 36%. The growth and expansion in our business operations has led to a 27% increase in our electricity consumption.
5,136,000
16,386,58320,764,452
6,945,462
+35%
+27%
Diesel Consumption (Litres)
Electricity Consumption (kWh)
Fiscal Year 2014 - 2015
Fiscal Year 2014 - 2015
Fiscal Year 2015 - 2016
Fiscal Year 2015 - 2016
% of Change
% of Change
Fiscal Year 2014-2015
Fiscal Year 2015-2016
% Difference
Kahramaa Sites (number) 635 683 8%
Genset Sites (number) 240 326 36%
Electricity Consumption (kWh)
16,386,583 20,764,452 27%
We set tough performance goals for ourselves, and we accept them as a call to action to create value for our customers and shareholders. We engage with our vendors, customers and various players to establish a responsible supply chain, to encourage emissions control, responsible disposal, and make informed choices about product-life cycles from factory to disposal. As we comply with local environmental laws in Qatar, we have not received any form of fines or sanctions for non-compliance in the current reporting period.
(G4-DMA)
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Water ConsumptionWe mostly consume water in our offices. Due to efficient water management and awareness campaigns, we are happy to have decreased our consumption this year by 27%.
Waste Management (G4-EN2) (G4-DMA) (G4-EN23)
We started measuring liquid and solid waste this year. We plan to measure our performance annually and benchmark against previous years. Our liquid waste is mostly oil waste used in our network equipment. Solid waste is usually comprised of different kinds of batteries and other materials such as filters, plastic or cardboard.
We dispose of all waste through proper environmentally-friendly practices. We partner with third parties who are specialised in the proper disposal of all kinds of waste to ensure our negative impact is kept to the bare minimum.
E-Waste – Handset Recycling (G4-DMA)
Electronic waste is growing exponentially and globally with the short lifecycle span of the products and their accessories, an increasing consumption of electronic devices in our daily life, a lack of established product stewardship among the significant manufacturers and of efficient technologies to recycle and reuse.
E-waste is a major concern largely due to the toxicity of some of the substances if processed improperly. Mobiles devices are used on average for less than two years.
Recycling or «E-cycling» is critical for preserving landfill space and ensuring that hazardous materials in e-waste are properly disposed.
Last year, we launched a mobile phone trade-in service, making Vodafone the first operator in Qatar to offer this service. The service encourages customers to exchange their old handset with a new 4G-enabled smartphone.
All old handsets are then handed to HYLA Mobile for refurbishment. HYLA is one of the global leading providers of products and services that capture, extend and optimise the life and value of used mobile phones.
It ensures 100% of customers’ data security by professionally wiping all data from phones before refurbishing or reselling them.
4,919
323,719130,252
147,986
3,615
-27%
278,238
Water Consumption (cubic metres)
Fiscal Year 2014 - 2015
Fiscal Year 2015 - 2016
Oil (Litres)Batteries (kg)
Other (kg)
Total Liquid Waste
(Litres)
Total Solid Waste (kg)
Fiscal Year 2015 - 2016
% of Change
Source Fiscal Year 2014-2015 Fiscal Year 2015-2016 % Of Change
Carbon emissions generated by diesel consumption (tonnes of CO2) 13,354 18,058 35%
Carbon emissions generated by electricity consumption (tonnes of CO2) 9,832 12,459 27%
Total emissions 23,186 30,517 32%
Total number of Kahramaa and Genset sites) 875 1009 15.3%
Emissions intensity (total emissions/number of Kahramaa and Genset sites) 26 30 14%
Water consumption per employee: 6.7 cubic meters annually
323,719
Office and Paper WasteDue to the nature of our business, we consume a lot of paper for printing service bills, and producing documents, leaflets and brochures to promote new services. We encourage our customers to support us in initiatives designed to reduce paper usage, such as switching to e-billing. We emphasise responsible usage of paper and promote practices like printing only when necessary, double-sided printing and sending documents electronically whenever possible. Our office recycling programme encourages the segregation of waste (including paper, glass, tins and plastic. Any residue then goes to local landfills. We continue to look for new initiatives, solutions and technologies to help us minimise and recycle office waste.
Carbon Footprint (G4-DMA)(G4-EN5) (G4-EN16)(G4-EN18)
As a leader in the telecommunications sector, we understand that our industry contributes 2% of global carbon emissions. Therefore, as part of our environmental responsibility, we started reporting on our carbon emissions in our last sustainability report, which provided a benchmark for comparison for future years.
The following table demonstrates emissions resulting from our diesel and electricity consumption. As we continue reporting, we plan to implement GHG protocols to measure our carbon footprint across the value chain. This includes emissions generated by employees’ commuting and our suppliers’ operations.
Our carbon emissions have increased as a result of rising fuel and electricity consumption to expand our operation and meet increasing business needs. Carbon emissions per customer: 0.02 tonnes of CO2e.
Emissions intensity (total emissions/number of Kahramaa and Genset sites)
Fiscal Year 2014 - 2015
Fiscal Year 2015 - 2016
3026
30,517
12,459
18,058
23,186
9,832
13,354Carbon Emissions (tonnes of CO2)
Fiscal Year 2014 - 2015
Fiscal Year 2015 - 2016
Total Carbon Emissions
Carbon Emissions
from Electricity
Consumption
Carbon Emissions
from Diesel Fuel
Consumption
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GRI G4 CONTENT INDEX
GRI
G4
Cont
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7372
GRI G4 Content Index (G4-32)
General Standard Disclosures PageExternal
AssuranceUNGC
PrincipleStrategy and Analysis
G4-1 8 Not Assured Statement of continuing
supportG4-2 31 Not Assured
Organisational Profile
G4-3 12 Not Assured
No specific COP
requirement
G4-4 12 Not Assured
G4-5 12 Not Assured
G4-6 12 Not Assured
G4-7 12 Not Assured
G4-8 12 Not Assured
G4-9 18 Not Assured
G4-10 48 Not Assured
G4-11 Collective Bargaining and Trade unions are prohibited in Qatar Not Assured
G4-12 44 Not Assured
G4-13 8 Not Assured
G4-14 31 Not Assured
G4-15 24 Not Assured
G4-16 15 Not Assured
Identified Material Aspects and Boundaries
G4-17All entities in our Financial Report are covered by our Annual
Report (http://bit.ly/2cPBDTF) 22
Not Assured
No specific COP
requirement
G4-18 24 Not Assured
G4-19 24 Not Assured
G4-20 24 Not Assured
G4-21 24 Not Assured
G4-22 No restatements of information24 Not Assured
G4-23Changed from reporting on a calendar year basis to a fiscal
year basis6
Not Assured
Stakeholder Engagement
G4-24 22, 24 Not AssuredNo specific
COP requirement
G4-25 22 Not Assured
G4-26 22 Not Assured
G4-27 24 Not Assured
General Standard Disclosures
General Standard Disclosures PageExternal
AssuranceUNGC
PrincipleReport Profile
G4-28 6 Not Assured
Sphere of influence
G4-29 6 Not Assured
G4-30 6 Not Assured
G4-31 6 Not Assured
G4-32 6, 74 Not Assured
G4-33 6 Not Assured
Governance
G4-34
Page 4 «Board Composition» and Page 7 «Board Committees», 2015-2016 Corporate
Governance Report (http://bit.ly/2ctg7Ub)30
Not Assured
Principles 1-10
G4-35
Page 4 «Board Meetings» and «Board Composition», 2015-2016 Corporate Governance Report (http://bit.ly/2ctg7Ub)
30
Not Assured
G4-36 Not Assured
G4-37 Not Assured
G4-38 Not Assured
G4-39 Not Assured
G4-40 Not Assured
G4-41 Not Assured
G4-42 Not Assured
G4-43 # Not Assured
G4-44Page 4 «Board Meetings» and «Board Composition», 2015-2016 Corporate Governance Report (http://bit.ly/2ctg7Ub)
30Not Assured
G4-45 30 Not Assured
G4-46 30 Not Assured
G4-47 30 Not Assured
G4-48 30 Not Assured
G4-49 30 Not Assured
G4-50Page 12 & 13 «Internal Control and risk Management», 2015-2016 Corporate Governance Report (http://bit.ly/2ctg7Ub)
30Not Assured
G4-51Page 8 «Remuneration Committee», 2015-2016 Corporate
Governance Report (http://bit.ly/2ctg7Ub)30
Not Assured
G4-52Page 8 «Remuneration Committee», 2015-2016 Corporate
Governance Report (http://bit.ly/2ctg7Ub)30
Not Assured
G4-53Page 12 «Stakeholders Rights», 2015-2016 Corporate
Governance Report (http://bit.ly/2ctg7Ub)30
Not Assured
G4-54Page 12 «Internal Control and Risk Management», 2015-2016
Corporate Governance Report (http://bit.ly/2ctg7Ub)30
Not Assured
G4-55Page 12 «Internal Control and Risk Management», 2015-2016
Corporate Governance Report (http://bit.ly/2ctg7Ub)30
Not Assured
Ethics and Integrity
G4-56 32 Not AssuredPrinciples
1-10G4-57 32 Not Assured
G4-58 32 Not Assured
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GRI
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7574
DMA and Indicators Page Omission(s)External
AssuranceUNGC Principle
Category: Economic
Material Aspect: Economic Performance
G4-DMA 18 - Not Assured Principle 7
G4-EC1 18 - Not Assured -
G4-EC4 We have not received any financial assistance from the government - Not Assured -
Material Aspect: Indirect Economic Impacts
G4-DMA 18 - Not Assured -
G4-EC7 18 - Not Assured -
G4-EC8 18 - Not Assured -
Material Aspect: Procurement Practices
G4-DMA 44 - Not Assured -
G4-EC9 18 - Not Assured -
Category: Environment
Material Aspect: Materials
G4-DMA 70 - Not Assured Principles 8 & 9
G4-EN2 40 - Not Assured Principles 8 & 9
Material Aspect: Energy
G4-DMA 68 - Not Assured Principles 8 & 9
G4-EN3 69 - Not Assured Principle 8
G4-EN6 69 - Not Assured Principles 8 & 9
G4-EN7 69 - Not Assured Principles 8 & 9
Material Aspect: Emissions
G4-DMA 69 - Not Assured Principles 7, 8 & 9
G4-EN16 71 - Not Assured Principle 8
G4-EN18 71 - Not Assured -
Material Aspect: Effluents and Waste
G4-DMA 70 - Not Assured Principle 8
G4-EN23 70 - Not Assured -
Material Aspect: Compliance
G4-DMA 30 - Not Assured -
G4-EN29 30 - Not Assured -
Material Aspect: Supplier Environmental Assessment
G4-DMA 44 - Not Assured -
G4-EN32 44 - Not Assured -
Category: Social
Sub-Category: Labor Practices and Decent Work
Material Aspect: Employment
G4-DMA 48 - Not Assured Principle 6
G4-LA1 48 - Not Assured Principle 6
G4-LA2 52 - Not Assured -
G4-LA3 52 - Not Assured -
Specific Standard Disclosures DMA and Indicators Page Omission(s)External
AssuranceUNGC Principle
Material Aspect: Occupational Health and Safety
G4-DMA 54 - Not Assured Principle 1
G4-LA5 54 - Not Assured Principle 1
G4-LA6 54 - Not Assured Principle 1
G4-LA7 54 - Not Assured Principle 1
G4-LA8 Collective Bargaining and Trade unions are prohibited in Qatar - Not Assured Principle 1
Material Aspect: Training and Education
G4-DMA 50 - Not Assured Principle 1
G4-LA9 50 - Not Assured Principle 1
G4-LA10 50 - Not Assured Principle 1
G4-LA11 50 - Not Assured Principle 1
Material Aspect: Diversity and Equal Opportunity
G4-DMA 48 - Not Assured Principle 1 & 6
G4-LA12 48 - Not Assured Principle 1 & 6
Material Aspect: Equal Remuneration for Women and Men
G4-DMA 48 - Not Assured -
G4-LA13 48 - Not Assured -
Material Aspect: Supplier Assessment for Labor Practices
G4-DMA 44 - Not Assured -
G4-LA14 44 - Not Assured -
G4-LA15 45 - Not Assured -
Material Aspect: Labor Practices Grievance Mechanisms
G4-DMA 44 - Not Assured -
G4-LA16 44 - Not Assured -
Sub-Category: Human Rights
Material Aspect: Investment
G4-DMA 33 - Not Assured Principles 1 – 6
G4-HR1 33 - Not Assured Principles 1 - 6
G4-HR2 33 - Not Assured Principles 1 - 6
Material Aspect: Non-Discrimination
G4-DMA 33 - Not Assured -
G4-HR3 33 - Not Assured -
Material Aspect: Child Labor
G4-DMA 33 - Not Assured Principle 5
G4-HR5 No case of child labor hiring in our operations and partners - Not Assured Principle 5
Material Aspect: Forced or Compulsory Labor
G4-DMA 33 - Not Assured Principle 4
G4-HR6 33 - Not Assured Principle 4
Material Aspect: Security Practices
G4-DMA 33 - Not Assured Principles 1 & 2
G4-HR7 33 - Not Assured -
Material Aspect: Indigenous Rights
G4-DMA 33 - Not Assured -
G4-HR8 33 - Not Assured -
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DMA and Indicators Page Omission(s)External
AssuranceUNGC Principle
Material Aspect: Supplier Human Rights Assesment
G4-DMA 44 - Not Assured Principle 1-6
G4-HR10 43 - Not Assured Principles 1 - 6
G4-HR11 45 - Not Assured -
Material Aspect: Human Rights Grievance Mechanisms
G4-DMA 33 - Not Assured -
G4-HR12 33 - Not Assured -
Material Aspect: Local Communities
G4-DMA 58 - Not Assured -
G4-SO1 58 - Not Assured -
G4-SO2 45 - Not Assured -
Material Aspect: Anti-Corruption
G4-DMA 32 - Not Assured -
G4-SO4 32 - Not Assured -
G4-SO5 32 - Not Assured -
Material Aspect: Public Policy
G4-DMA 14 - Not Assured -
G4-SO6 14 - Not Assured -
Material Aspect: Compliance
G4-DMA 30 - Not Assured -
G4-SO8 30 - Not Assured -
Material Aspect: Supplier Assesment for Impacts on Society
G4-DMA 44 - Not Assured -
G4-SO9 43 - Not Assured -
G4-S10 45 - Not Assured -
Material Aspect: Grievance Mechanisms for Impacts on Society
G4-DMA 44 - Not Assured -
G4-S11 45 - Not Assured -
Sub-Category: Product Responsibility
Material Aspect: Customer Health and Safety
G4-DMA 39 - Not Assured -
G4-PR1 39 - Not Assured -
G4-PR2 39 - Not Assured -
Material Aspect: Product and Service Labeling
G4-DMA 40 - Not Assured -
G4-PR4 40 - Not Assured -
G4-PR5 38 - Not Assured -
Material Aspect: Marketing Communications
G4-DMA 36 - Not Assured Principle 1
G4-PR60 cases. Vodafone Qatar does not sell any
banned or disputed products36
- Not Assured -
G4-PR7 40 - Not Assured -
Material Aspect: Customer Privacy
G4-DMA 39 - Not Assured Principle 1
G4-PR8 39 - Not Assured Principle 1
Material Aspect: Compliance
G4-DMA 40 - Not Assured -
G4-PR9 40 - Not Assured -
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