What impacts value

As a company we do not operate in isolation: our ability to deliver value depends on the contribution and activities of a range of different stakeholders. In the table below we briefly outline those stakeholder groups who have a substantive impact on our ability to create value, outlining how they impact on value and identifying some of their primary interests relating to our business activities.

  Material relationships   Means of engagement   Material interests
 

Provide access to spectrum and operating licences, the basis for creating value.

 

Impose regulatory measures with potential costs implications.

  
  • Participation in consultations and public forums.
  • Submission and engagement on draft regulations and bills.
  • Engagement through industry consultative bodies.
  • Publication of policy engagement papers.
  • Partnering on key programmes in education, health and genderbased violence.
  
  • Ensuring spectrum is managed as a strategic resource, contributing to national broadband access and the digital economy, especially in underserviced and rural markets.
  • Promoting opportunities for job creation and socioeconomic development (including transformation and localisation).
  • Protecting consumer interests on service quality, costs and privacy.
  • Regulatory compliance on issues such as mobile termination rates, price, security, safety, health and environmental performance.
  • Contribution to the tax base.
 

Purchase our products and services, providing the basis for revenue growth.

  
  • Call centres, retail outlets and online.
  • MyVodacom app, messaging and USSD channels.
  • Net promoter score (NPS) feedback interviews and focus groups.
  • Facebook and Twitter.
  • Vodacom website.
  
  • Better value offerings.
  • Faster data networks and wider coverage.
  • Making it simpler and quicker to deal with us.
  • Converged solutions for business customers.
  • Managing the challenge of data-usage transparency.
  • Privacy of information.
  • Feedback on service-related issues.
 

Provide the financial capital needed to sustain and grow.

  
  • Investor interactions, including roadshows, conferences and meetings.
  • Investor days.
  • Annual, interim and quarterly results announcements.
  • SENS announcements.
  • Monthly and quarterly operational reviews with our parent Vodafone.
  • Investor relations section on our website.
  
  • Strategy to ensure sustained financial performance of South African and International operations.
  • Responsible investment to ensure growth, and to manage the risks and opportunities in our markets.
  • Responsible allocation of capital.
  • Sound corporate governance practices.
  • Transparent executive remuneration.
  • Stable dividend policy.
 

Their skills and involvement determine our ability to realise our vision of becoming a leading digital company that empowers a connected society.

  
  • Internal website.
  • Newsletters, internal magazine and electronic communication.
  • Employee Consultative Council with senior leaders and employee representation.
  • Employee hotline.
  • Leadership roadshows.
  • CEO mailbox.
  
  • Clear career paths and opportunities for career development.
  • Improved knowledge sharing across the Group.
  • Simplicity, agility and engagement.
  • Building the coaching capability of leaders.
  • Better understanding of reward structures.
  • Competitive remuneration.
 

Impact on our ability to cost-effectively provide products and services.

  
  • Supplier forums.
  • Ongoing site visits.
  • Audits.
  
  • Timely payment and fair terms.
  • Broad-based Black Economic Empowerment (BBBEE) compliance.
  • Improving health and safety standards.
  • Partnering on environmental solutions.
 

Add to the longer term viability of our markets by strengthening the socioeconomic context in which we operate.

  
  • Public participation where new base stations are required.
  • Change the World volunteer programme.
  • Vodacom Foundation partnering with communities.
  • Open days at universities.
  
  • Access to mobile voice and data services.
  • Access to basic services such as finance, health and education.
  • Free-to-use social media, education and job sites.
  • Investment in infrastructure.
  • Responsible expansion of infrastructure.
 

A key interface with our customers; they are custodians of our brand and reputation, and critical to ensuring effective delivery of our objective of delivering the best customer experience.

  
  • Annual business partner conference.
  • Bi-annual franchise roadshows.
  • Quarterly Franchisee Council Committee meetings.
  • One-on-one business meetings.
  • Training sessions on new products and services.
  • Store, franchise and retail visits.
  
  • Fair treatment.
  • Top management involvement with customers.
  • Making it simpler and quicker to deal with us.
 

Critical role in keeping stakeholders informed of business developments, new products and services and the impact of our business operations.

  
  • Face-to-face and telephonic engagement.
  • Interviews with the CEO and key executives.
  • Media releases and product-related publicity.
  • Roundtables.
  • Product launches.
  
  • Being informed of key activities and offerings.
  • Transparency.
Material relationships
Provide access to spectrum and operating licences, the basis for creating value.
Impose regulatory measures with potential costs implications.
Means of engagement
  • Participation in consultations and public forums.
  • Submission and engagement on draft regulations and bills.
  • Engagement through industry consultative bodies.
  • Publication of policy engagement papers.
  • Partnering on key programmes in education, health and genderbased violence.
Material interests
  • Ensuring spectrum is managed as a strategic resource, contributing to national broadband access and the digital economy, especially in underserviced and rural markets.
  • Promoting opportunities for job creation and socioeconomic development (including transformation and localisation).
  • Protecting consumer interests on service quality, costs and privacy.
  • Regulatory compliance on issues such as mobile termination rates, price, security, safety, health and environmental performance.
  • Contribution to the tax base.
Material relationships
Purchase our products and services, providing the basis for revenue growth.
Means of engagement
  • Call centres, retail outlets and online.
  • MyVodacom app, messaging and USSD channels.
  • Net promoter score (NPS) feedback interviews and focus groups.
  • Facebook and Twitter.
  • Vodacom website.
Material interests
  • Better value offerings.
  • Faster data networks and wider coverage.
  • Making it simpler and quicker to deal with us.
  • Converged solutions for business customers.
  • Managing the challenge of data-usage transparency.
  • Privacy of information.
  • Feedback on service-related issues.
Material relationships
Provide the financial capital needed to sustain and grow.
Means of engagement
  • Investor interactions, including roadshows, conferences and meetings.
  • Investor days.
  • Annual, interim and quarterly results announcements.
  • SENS announcements.
  • Monthly and quarterly operational reviews with our parent Vodafone.
  • Investor relations section on our website.
Material interests
  • Strategy to ensure sustained financial performance of South African and International operations.
  • Responsible investment to ensure growth, and to manage the risks and opportunities in our markets.
  • Responsible allocation of capital.
  • Sound corporate governance practices.
  • Transparent executive remuneration.
  • Stable dividend policy.
Material relationships
Their skills and involvement determine our ability to realise our vision of becoming a leading digital company that empowers a connected society.
Means of engagement
  • Internal website.
  • Newsletters, internal magazine and electronic communication.
  • Employee Consultative Council with senior leaders and employee representation.
  • Employee hotline.
  • Leadership roadshows.
  • CEO mailbox.
Material interests
  • Clear career paths and opportunities for career development.
  • Improved knowledge sharing across the Group.
  • Simplicity, agility and engagement.
  • Building the coaching capability of leaders.
  • Better understanding of reward structures.
  • Competitive remuneration.
Material relationships
Impact on our ability to cost-effectively provide products and services.
Means of engagement
  • Supplier forums.
  • Ongoing site visits.
  • Audits.
Material interests
  • Timely payment and fair terms.
  • Broad-based Black Economic Empowerment (BBBEE) compliance.
  • Improving health and safety standards.
  • Partnering on environmental solutions.
Material relationships
Add to the longer term viability of our markets by strengthening the socioeconomic context in which we operate.
Means of engagement
  • Public participation where new base stations are required.
  • Change the World volunteer programme.
  • Vodacom Foundation partnering with communities.
  • Open days at universities.
Material interests
  • Access to mobile voice and data services.
  • Access to basic services such as finance, health and education.
  • Free-to-use social media, education and job sites.
  • Investment in infrastructure.
  • Responsible expansion of infrastructure.
Material relationships
A key interface with our customers; they are custodians of our brand and reputation, and critical to ensuring effective delivery of our objective of delivering the best customer experience.
Means of engagement
  • Annual business partner conference.
  • Bi-annual franchise roadshows.
  • Quarterly Franchisee Council Committee meetings.
  • One-on-one business meetings.
  • Training sessions on new products and services.
  • Store, franchise and retail visits.
Material interests
  • Fair treatment.
  • Top management involvement with customers.
  • Making it simpler and quicker to deal with us.
Material relationships
Critical role in keeping stakeholders informed of business developments, new products and services and the impact of our business operations.
Means of engagement
  • Face-to-face and telephonic engagement.
  • Interviews with the CEO and key executives.
  • Media releases and product-related publicity.
  • Roundtables.
  • Product launches.
Material interests
  • Being informed of key activities and offerings.
  • Transparency.