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Vision 2020
We will digitise the organisation and ensure the right
skills and culture by:
g
g
Simplifying our existing internal system and empowering
our people through more collaborative structures;
g
g
Investing in developing, recruiting and retaining the skills
and talent needed for a digital future;
g
g
Developing a Vodacom ‘digital DNA’ by instilling a culture of
innovation, inclusion and engagement; and
g
g
Promoting greater levels of employee diversity and driving
transformation and localisation.
Agile organisation design
The rapid rate of change across the ICT sector requires significant
organisational agility.
We are simplifying our existing systems to strengthen our
competitive position, and we are empowering our people to
develop and deliver innovative products and services through
more collaborative structures.
During the year, we designed and delivered operating model
changes across the business, with a particular focus on our
consumer value chain. We have instituted a commercial regional
‘county’ model that divides the country into more manageable
units, allowing us to gather improved on-the-ground knowledge
and to react more rapidly to changing competitive dynamics.
This year, payroll as a percentage of service revenue remained
unchanged at 8%, illustrating discipline in growing the business
and maintaining a balanced people cost.
Digitalised people development
This year, we invested R277 million in employee training and
development, and an additional R24.8 million in leadership
development programmes. One of our key investments in
leadership development this year was to enrol five of our
Managing Executives across the Vodacom Group in the Harvard
Senior Executive programme.
We have various other initiatives in place aimed at growing talent
and personal development within the organisation. Our
International Assignee programme, for example, provides staff
with a developmental opportunity through a short-term
international assignment in a different Vodafone market.
In addition to developing skills internally, we are attracting skills
from outside our traditional business areas to ensure we have the
right talent for our new business ventures. We are placing a
particular focus on accessing new digital skills in areas such as big
data analytics, IT security and customer value management
(CVM). Through our ‘Discover Graduate’ programme we are
identifying and nurturing the best young talent coming out of
universities across all our markets. This year, we recruited
70 graduates in South Africa and 58 across our International
operations; 55% of the South African recruits are female, and 69%
are black Africans, the highest proportion since the programme’s
inception. 58 of the 70 graduates in South Africa are in strategic
business areas such as digital marketing and big data.
We strive to create a culture of recognition that motivates
employees to deliver performance that is above-and-beyond what
is expected. We strive for fair and consistent assessment of all our
employees. We believe in performance differentiation between
our people and in rewarding our top performers accordingly. We
are reviewing our performance management approach and will be
seeking to promote more regular feedback, remove performance-
rating labels and provide a better framework for assistance in
managing poor performance.
Innovative culture and engagement
To meet our ambition of being the world’s best telco at delivering
an unmatched customer experience, we have placed a strong
emphasis this year on the Winning the Vodacom Way programme.
We have successfully completed workshops with our Managing
Executives and are rolling out the programme to our executive
heads of department. This year, we introduced Vodacom CARE
digital organisation
and culture
04
We will build an organisation of the future where digital
is first for all employees, underpinned by innovation,
agility and new skills.
Our strategic performance
Vodacom Group Limited
Integrated report for the year ended 31 March 2017
36