Vodafone Egypt Organization

8/18/2012

Vodafone Egypt Organization

Table of contents

Vodafone organization profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Vodafone external environment
...........................
Vodafone stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vodafone core values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vodafone code of ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vodafone corporate social responsibility . . . . . . . . . . . . . . . . . . . . .
Vodafone Corporate governance . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vodafone organizational culture according to hoefstede . . . . . . . .
Vodafone organizational and departmental objectives . . . . . . . . . .
Vodafone competitive advantage . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vodafone SWOT analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vodafone Egypt Orgnizational Chart . . . . . . . . . . . . . . . . . . . . . . .
Technology Chain of command . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Service Management Span of control . . . . . . . . . . . . . . . . . . . . . . . .
Centralization and Decentralization status . . . . . . . . . . . . . . . . . . . .
Recruitment Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selection Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vodafone Training programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Performance appraisal methodology . . . . . . . . . . . . . . . . . . . . . . . .
Compensation scheme and Benefits . . . . . . . . . . . . . . . . . . . . . . . . .
Key Performance Indicators
(KPIs) . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Product /service standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Process Standards
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Conclusion
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Self Assessments scores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Vodafone organization profile

Vodafone is a leading global player in mobile telecommunications. It operates in over 26
countries worldwide. Vodafones story in Egypt began in March 1998 when the Egyptian
Telecommunications ministry announced the Misrfone group (of which Vodafone owned 30%
share) was awarded the second license for GSM operations in Egypt. This decision was part of
the move to privatize and liberalize the Egyptian market at the time. The first license was given
to the national incumbent which had launched the first mobile services in 1996 (the company is
now called Mobinil). In 2007, the telecommunication market grew further and became even
more competitive when the third entrant to the market Etisalat was awarded the third license for
GSM operations.
Vodafone has gone from strength to strength over the years and by beginning of 2011 it had
become not only the market leader in terms of revenue but also the number one network in the
largest customer base.
Vodafone now serves more than 38 million customers and is proud to offer the best advanced
technology for its customers, the best working environment for its people and the strongest
corporate responsibility for its community.
As part of its global strategy to become a total communication provider, the Egypt business
acquired 51% of Raya Telecom in September 2006, Which offered a variety of resources that
would help Vodafone expand. Raya had a solid experience in the fixed-line data communication
field and proved an ideal match for Vodafones growth strategy, The remaining portion of Raya
telecom was acquired in June 2007 (full ownership).
2006 saw further expansion for the team in Egypt when they launched their renowned off-shore
operations under the name of Vodafone international services. Which is dedicated to outsourcing
business process and IT services for Vodafone operators and beyond. Its 2,200 proffesionals
collectively speak 10 different languages and provide world class customer and technical support
for customers in 80 countries.
In 2008, Vodafone expanded with the acquisition of Sarmady which dominated some of Egypts
most popular internet content and services, fixed and mobile including sports, film, music, city
guides, classifieds and social networks. Sarmady put Vodafone in the forefront of data innovation
in the market, bringing significant growth in the mobile data market.
Vodafone is more than just a business, it is a group of people who recognize the impact that
commercial operations can have on society, its stakeholders and the environment.
Vodafone is proud to be considered a leader in corporate social responsibility in Egypt with its
aim to connect and develop the community, accelerating the countys advancement.

Vodafone external environment

Contemporary Management, Vodafone Organization

Economic and Political

Egypt is currently undergoing a political and constitutional process of modernization, the most
extensive in its modern history yet to be carried out. As Egypt experienced profound change and
daunting political and economic challenges in 2011. After the 25 January democratic uprising
toppled the authoritarian regime. While the Egyptian economy was generally resilient to the
worldwide economic and financial crisis, it was severely affected by the people's uprising, the
subsequent social unrest as well as by the war in neighboring Libya. Revenue from tourism,
representing 11% of GDP fell by about a third, and international investor confidence was dented,
leading to large outflows of portfolio investments and to diminished Foreign Direct Investment.
The Balance of Payments, led mainly by capital account deficits, has deteriorated markedly
during the period. As a result, the stock of foreign reserves halved since January 2011 in the face
of strong depreciation pressures of the Egyptian pound. Access to external sources of financing
was essential. Official unemployment, already high in previous years, increased to 12.4% by end
2011. The economic environment in Egypt is set to remain very difficult over the next year,
Vodafone said, with weak consumer demand, a harsh regulatory backdrop and ongoing
competition creating material barriers to growth. The Egyptian government has passed several
laws with the aim of smoothing the way for investors in the ICT industry in Egypt. Egypt
represents a low cost base, especially after the local currency was floated. Egypt has a skilled
and competitively cost-effective human resources pool.
Technological
Vodafone Egypts primary aim is always to be the best mobile network operator in Egypt, The
highly skilled technology professionals work tirelessly to develop state of the art architecture of
Vodafones core voice, data, transport and fixed networks. In order to provide customers with
secure, reliable, highly available and efficient enterprise services. Vodafone is currently
deploying the latest Mobile broadband technology in Egypt so the customers would be able to
enjoy to data speed up to 43.2 Mbps.
Socio-cultural
Egypt has a population of more than 75 million. About 65% of Egyptians are under the age of 25,
and more than 15 million young Egyptians are currently in education (primary, Secondary and
technical). Meanwhile, over 300,000 university students graduate each year, as do more than
1.06 million high-school students. More than 25,000 Egyptians graduate each year from
technical universities, more than a third of whom speak two or more languages.

Vodafone stakeholders
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Opinion formers, Experts and Non-Governmental Organizations Vodafone engage with

opinion formers and experts through focus groups on climate strategy and on mobile advertising
to obtain feedback on strategy and reporting. Vodafone regularly consult with NGOs when their
campaign or focus is relevant to business. Vodafone engage with NGOs on specific issues
included: 1. Piloting mobile aid payment transfers with humanitarian organisation Concern
Worldwide. 2. Engaging with the Carbon Disclosure Project on climate impacts in supply chain.
Governments and regulators Vodafone engage with governments and regulators to inform
them about the nature of business and industry, and Vodafone team develop positions which
outline how they believe policymakers should approach specific issues.
Consumers Perception questions are included in regular surveys to evaluate Vodafone reputation
in markets. Vodafone conduct consumer research on specific issues. For example, in 2008/09,
Vodafone conducted surveys to gauge customer satisfaction with Vodafone Passport regarding
roaming costs in Europe and to assess consumer attitudes towards mobile advertising.
Investors Vodafone meet regularly with investors to discuss business issues, through one-to-one
meetings and an annual investor road show with the group director. The issues raised
spontaneously most frequently in these discussions were climate change and access to
communications for people at the base of the economic pyramid.
Local communities Vodafone engagement with the communities is mainly focused on the
responsible deployment of the network.
Employees Vodafone engage with employees regularly, both informally in team meetings and
more formally through an annual People Survey and Performance Dialogues. Also through
Vodafones European Employee Consultative Council, which meets at least three times a year.
Industry organizations Vodafone work with a range of industry organizations (University of
Cambridge program and World Business Council and CSR Europe and the European Alliance).
Suppliers Vodafone work with its suppliers to improve business standards in the supply chain
through qualification process and regular assessments, as well as capability-building projects
with individual suppliers.

Vodafone core values

Contemporary Management, Vodafone Organization

Vodafone core purpose Is to connect people and communities and Accelerating the
advancement of Egypt.
Vodafone has a unique can-do culture Vodafone do things The Vodafone Way
Vodafone Way is Vodafones culture, Its Vodafones way of doing things and working together
as ONE team around the world.
Vodafone want to be one of the worlds most admired brands by living the Vodafone way:
-

Customer Obsessed We are passionate about exceeding customer expectations.

Ambitious & Competitive We bring energy and passion to our work and always aim to
beat the competition.
Innovation Hungry We create and deliver new products, services and ways of working
that delight our customers.
One Company, Local Roots We work across Vodafone to achieve the best outcome for
customers, employees and shareholders.

All this would not be possible if we did not operate with Speed, Simplicity and Trust.
-

Speed We drive speed to market. We relentlessly prioritise and pursue the outcomes that
matter to our business
Simplicity We make things simple for our customers, partners and colleagues
Trust We are reliable and transparent to deal with. We deliver for others and trust others
to do likewise.

Vodafone code of ethics

Contemporary Management, Vodafone Organization

Compliance with the law Vodafone comply with the provisions of all applicable domestic and
international laws and appropriate standards and principles.
Financial integrity We will provide the best possible return for our shareholders over the longer
term. We will base our investment decisions, acquisitions and business relationships on economic
criteria but will also take into account social and environmental considerations.
Public policy We will voice our opinions on government proposals and other matters that may
affect Vodafone and our stakeholders. We will not make gifts or donations to political parties or
intervene in party political matters.
Communications We will communicate openly and transparently with all our stakeholders
within the bounds of commercial confidentiality. We will protect confidential information from
improper disclosure, and any authorized communication of confidential information should be
limited to individuals who need it to carry out their work.
Customers We will value the trust our customers place in us and will safeguard the information
provided to us.
Employees We will base relationships with and between employees on respect for individuals
and their human rights and will not tolerate child labor. We will not accept any form of
discrimination, harassment or bullying. We will pursue equality of opportunity and inclusion for
all employees through our employment policies and practices.
Environment We will commit to protecting the environment. We will minimize our use of finite
resources (such as energy, water and raw materials) and the release of harmful emissions to the
environment. We will seek to improve the environmental performance of the products and
services we provide.
Communities and society We will engage with local communities to help us understand and
respond to any concerns they may have, for example in relation to network deployment. We will
always provide our stakeholders with access to correct, relevant and current information and
build trust through integrity, transparency, honesty and objectivity. We will invest in society in a
way that makes effective use of our resources, including support for charitable organisations.
Health and safety We will protect the health, safety and wellbeing of our customers, employees,
partners and the communities in which we operate and disclose any information that comes to
our knowledge that clearly demonstrates that any of our products or services breach
internationally accepted safety standards or guidelines.
Individual conduct We will act with honesty, integrity and fairness in our dealings both
internally and externally. We will not tolerate any form of bribery, including improper offers of
payments or gifts to or from employees. We will avoid any contracts that might lead to, or
Contemporary Management, Vodafone Organization

suggest, a conflict of interest between personal activities and the business. We will neither give
nor accept hospitality or gifts that might appear to incur an obligation. We will pursue mutually
beneficial relationships and seek to promote the application of our Business Principles with our
business partners and suppliers.

Vodafone corporate social responsibility

Vodafone is proud to be considered a leader in corporate social responsibility in Egypt with it
aim to connect and develop the community, accelerating the countrys advancement. Vodafone is
Contemporary Management, Vodafone Organization

one of the first corporate companies in Egypt to establish a department dedicated to Corporate
Social Responsibility activities. This reflects the commitment to Corporate Responsibility at the
most senior level, and how it is embedded into Vodafones business. The department was
established in 2004 and has since been engaged in philanthropic and community support
projects.
Vodafones CSR covers a wide range of activities:
- Environmental issues (recycling, waste management, and network deployment)
- Education development
- Community support programs
- Health support programs
- Employment engagement programs to encourage a community spirit among our people
2011 saw the launch of the Vodafone Foundation Literacy Initiative, a nation program (in
cooperation with UNESCO) to tackle a major problem in Egyptian society, illiteracy. The
initiative aims to eradicate illiteracy among 17 million Egyptians over the next 5 years.
The team in Egypt is proud to be helping address a basic human need which can help the
advancement of Egypt today and for generations to come.

Vodafone Corporate governance

Directors and Organization The Companys board of directors presently consists of thirteen
directors, there were five executive directors and eight non-executive directors, including the
Chairman. The Board, which meets eight times each year, provides the effective leadership and
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control required for a listed company. Actual financial results are presented to each meeting,
together with reports from the executive directors in respect of their areas of responsibility. From
time to time, the Board receives detailed presentations from non-Board members on matters of
significance or on new opportunities for the Group. Financial budgets and forecasts are regularly
discussed at Board meetings. The non-executive directors periodically visit different parts of the
Group and are provided with briefings and information to assist them in performing their duties.
The Board is confident that all its members have the knowledge, talent and experience to
perform the functions required of a director of a listed company. On appointment, all directors
are provided with appropriate training and guidance as to their duties, responsibilities and
liabilities as a director of a public and listed company and also have the opportunity to discuss
organizational, operational and administrative matters with the Chairman, the Chief Executive
and the Company Secretary.
Committees of the Board The standing Board committees are the Audit Committee, the
Nominations Committee and the Remuneration Committee.
Internal Control The Board has established procedures that implement in full the Turnbull
Guidance, Internal Control: Guidance for Directors on the Combined Code, for the year under
review and to the date of approval of the Annual Report. These procedures, which are subject to
regular review, provide an ongoing process for identifying, evaluating and managing the
significant risks faced by the Group.
Relations with Shareholders The Company holds briefing meetings with its major institutional
shareholders in the UK, the US and in Continental Europe, usually twice each year after the
interim and preliminary final results announcements, to ensure that the investing community
receives a balanced and complete view of the Groups performance and the issues faced by the
business. Telecommunications analysts of stockbrokers are also invited to presentations of the
financial results and to visit the Company in the summer months for discussions on matters
relating to the Groups operations. The Company, through its Investor Relations team, responds
to enquiries from institutional shareholders.

Vodafone organizational culture according to hoefstede

Power distance (High)
Vodafone Egypt culture rejects the unequal distribution of power among people in the
organization, as the people tend to be tolerant of power, follow orders and accept differences in
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rank. which results in a great deal of deference to the leader in making decisions and most all
major and small decisions have to be approved by the leader.
Uncertainty (High)
Vodafone Egypt culture is uncomfortable with risk and change, Egyptians want strict rules,
policies and procedures at work to eliminate risk. Change is also very difficult.
Individualism-Collectivism (collectivism > individualism)
Vodafone Egypt emphasizes collective accomplishment and the interests of the groups more than
individualism and self interests.
Masculinity- Femininity (Moderate)
Vodafone Egypt has a moderate traits and attitude towards gender roles as both genders have the
same career opportunities.

Vodafone organizational and departmental objectives

Vodafone organization objective is building a strong Vodafone Brand:
-

To delight the customers and build market leadership without having to compete on
pricing.
Brand is a global one with a local tone that keeps it close to the customers hearts.

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Having the best marketing talents from the local market and industry knowledge through
our links into the Vodafone Group.
Vodafone departmental objectives and tools to build that strong brand is to excel in the
following areas:
-

Superior Coverage. - Better Sound Quality. - Excellent Customer Care. - Leadership in Customer
Relevant Product Innovation

From Strategy to operational plan:

-

Market led- Vodafones market-led strategy

is
to supply customers with those products and
services which are of high value to
customers. Benefits to customers take
precedent over Vodafones need to sell services or to
group corporate dictates.
Customer focused- Vodafones customer focused strategy
is to maintain communication with customers through market surveys, complaint
resolution and continuing to ask the customer about their needs for new products and
services.
Competition Aware- The competitive awareness strategy is to maintain an understanding
of competitors products and pricing while sticking to the Vodafone strategy of
differentiation through service and more reliable mobile service. By sticking to the
Vodafone competitive offers, Vodafone offered a real difference to customers seeking
quality and reliability in mobile service.
Employee driven Employee- driven strategy is a business requirement. As a company of
knowledge workers, Vodafone recognizes that the firm is best served when the employees
are rewarded and developed in their careers. Vodafone commits to providing
compensation that is industry leading while guiding employees in their career growth
with training and skills acquisition opportunities and advancement with the company.

Vodafone competitive advantage

-

Internal flexible working:

o Increased productivity, higher staff retention levels, better motivated employees,
increased corporate agility and responsiveness, reduced property costs, better
business continuity practices, reduced absenteeism, reduced days lost through

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sickness, increased legislative compliance, better corporate image, increased

customer satisfaction, reduced travel costs and better green credentials
-

An innovator and pioneer in the telecommunications industry through service

differentiation and more reliable mobile service.

Quality and reliable mobile service.

Best network coverage.

Speed of delivery new ideas/services to the market.

Experienced staff with a powerful knowledge.

Keep cost base lower than competition.

Most trusted service brand.

Vodafone SWOT analysis

Strengths
-

One of the largest telecom operator in

the world.
One of the most popular cellular service

Contemporary Management, Vodafone Organization

Weaknesses
-

Despite higher confidence there are still

limited and uncertain sources of
domestic and foreign investment.
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provider.
High brand visibility
Tieup with international sports like
FormulaOne
Good Market share.
Strong financing.
Strong infrastructure, and low
infrastructure costs.
Highly skilled labor, with increasing
quality and technical knowledge
Growing IT sector.
Good international connectivity.
Strong ability to manage change and
acquisition.

Opportunities
-

Need for modernization of equipment

and infrastructure.
Still low overall penetration rates mean
that there is significant room for growth
Ease of forming public private
partnerships.
Potential to utilize technology.
Strong incentives from the government
to invest.
Government commitment to
privatization will likely yield
opportunities in the near future,
especially if fixed line competition is
introduced.
Increased demand for multilingual IT
services.
Strong IT graduates
Untapped Market.

Price competition from Mobinil and

Etisalat.
Untapped Market.
Managerial resources thin due to rapid
growth and numerous acquisitions.

Threats
-

Potential for government interference

through licensing issues or other
regulatory actions.
Slower subscriber growth and market
saturation.
Stalled economic reforms in the future
could scare off foreign investments.
Rising wages from demand for scarce
programmers and engineers.

Vodafone Egypt Orgnizational Chart

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Technology Chain of command

There is a clearly defined chain of command inVodafone as responsibilities are clearly defined
for everything and everyone. However, management is responsible for deciding upon the tasks
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for the employees. This is done through a Performance Dialogue exercise that is held every 6
months.

Service Management Span of control

On average, a manager manages around 4-5 employees. Managers in Vodafone cannot manage a large
number of employees efficiently and effectively. In the organization, the number of employees increases
as we go down.

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Centralization and Decentralization status

Vodafone is decentralized but to a certain extent. Employees can take decisions without going
back to managers in matters that are pre-agreed on in periodic meetings.Vodafone encourages
decisions to be made by cooperation of all impacted stakeholders. The employees have the
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opportunity to have a say in the decision making process as long as they have the ability and the
experience to do so.

Recruitment Techniques
Recruitment begins by specifying the human resource requirements, initiating activities and
actions to identify the possible sources from where they can be met, communicating the
information about the job, terms and conditions and prospects they offer, and enthuse the people
who meet the requirement to respond to the invitation by applying for the jobs.
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The Recruitment process:

- Determining the vacancies.
- Sourcing strategy
- Preparing and publishing the information.
- Processing and assessing applications.

Selection Techniques
Selection technique to choose the right type of candidates to man various positions in Vodafone.
In order to achieve this purpose, a well organized selection procedure and at each step, unsuitable
candidates are rejected.
Steps in the selection process:
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1- Reception:
- Vodafone create a favorable impression on
the applicants right from the stage of
reception inorder to Attract people with
talents, skill and experience.
2- Screening Interview
- Management used to describe the job in
enough detail so the candidates can
consider whether they are really serious
about making application
3- Application Blank
- Vodafone used to collect information of the
applicant's academic, social, demographic,
work related background and references.
4- Employment testing
- In order to assess intelligence, abilities and
personality traits. Test is a standardize,
objective measure of a person's behavior,
performance and attitude.
5- Comperhensive interview
- Applicant will be interviewed by personnel
departement interviewers (Supervisor, Executive)
6- Back ground investigations
- Vodafone undertake an investigation of those applicant who appear to offer potential
as employees.
7- Medical Examination
- By examining applicant's physical qualities like clear vision, perfect hearing, un
usual stamina, tolerance of hard working conditions, clear tone etc
8- Hiring Decision
- The line manager has to make the final decision whether to select or reject the
candidate.

Vodafone Training programs

At Vodafone we recognize the importance of learning and development obtained through on-thejob experiences, tailor-made programs and also assignments. We also strongly believe in
complimenting such development through interaction with others via networking, coaching,
mentoring and also through formal learning programs.
Vodafone offer a wide range of online courses related to a specific aspects of buisness or key
skills sets.
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Learning through experience Leading or participating in projects, working on a crossfunctional teams, or accepting an international assignment are valuable on-the-job
learning experiences which provide our staff with the opportunity to learn and develop
while preparing them for new roles within Vodafone.
Training and Learning programs Vodafone offers a variety of formal and informal learning
programs that target individual development. These courses are directly tied to business
needs and are designed to develop specific competencies. Vodafone training courses help
prepare our team members for their current and future roles and cover a wide range of
content including leadership, Vodafone culture, diversity, business and financial acumen,
and more.

Professional Development Vodafone offers a host of courses and learning opportunities

for professional development, which include a wide range of topics including functional
and technical targeted at the specific needs of the job.
Management development We offer a series of courses that focus on a variety of
management and business topics each year. These programs are designed to engage every
manager in actively achieving current and future business results whilst ensuring their
personal and career development.

Development Opportunities

INSPIRE programme is a global development programme available to our Managers &

Senior Managers. This programme is designed to identify and develop high potential
employees and accelerate their progression into leadership roles. Participants take part in
a three/six-month international rotation programme, receive commercial training and
personalised leadership development through Imperial College.
Virtual business challenge At Vodafone, we believe that diversity is a key driver of
creativity, leadership and innovation. This Challenge delivers an intense and highly
interactive experience combining teamwork, simulation, know-how, feedback and live
coaching. As a member of a cross-functional team employees will articulate a business
vision, strategy and goals for their virtual company. They will be able to measure success
against the stated objectives and the criteria identified as critical for the virtual companys
long term success.

Performance appraisal methodology

Everyone at Vodafone gets a regular individual performance review which is internally known as
the Performance Dialogue System. This ensures that employee keep setting goals for himself and
get feedback on his progress.
The Performance Dialogue is a valuable tool of assessment and verification to help workers to
recover any deficiency of knowledge through targeted training projects in order to better respond
to customer needs and make more efficient the company in a highly competitive market.
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The employees performance is measured as per Vodafone Way.

Annual performance dialogue
o Its the time of the year where Vodafone employees sit down with their line manager
for the annual performance dialogue. Vodafone encourages all employees to have a
PD, and SMART objectives. These should have been agreed last year and should be
Specific, Measureable, Attainable, Realist and Time-bound.

Quarterly review process

o Throughout the year Employees should have a one-to-one with the line manager. If
employee is told there are weaknesses, he should ask for evidence and his manager
should provide support in improving these. If there is no evidence, employee should
challenge this. There should be no surprises and weaknesses should have been
identified long before the PD.

Levelling or calibration should ensure there is consistency across the business, but forced
distributions or quotas are not applied as every team is different.

Compensation scheme and Benefits

Vodafone offers competitive and fair rates of pay and benefits to attract and retain the best
employees. Vodafone want to ensure that our people feel their efforts are recognised and their
rewards are connected with their performance.
Vodfone monitor employee views of the compensation packages through the annual Vodafone
People Survey.
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Rewarding performance
We are implementing a range of initiatives that reward our employees based on their contribution
to the success of the business. The annual bonus plan for all our global managers, which covers
approximately 4,500 employees, includes an individual performance element measured over the
year and assessed through our global performance dialogue process. Most of our local operating
companies offer employees not covered by the global bonus plan the opportunity to participate in
local plans that reward their performance.
Vodafone awards shares based on an assessment of an individuals potential, future performance
and their business criticality in supporting the delivery of Vodafones strategy.
Share plans
We offer a variety of share plans as an incentive for our employees to stay at Vodafone. Our
global AllShares Plan is designed to ensure everyone in the Company has a stakein our success.
All permanent employees are made an award of shares on the condition that they remain at
Vodafone for a further two years.
Benefits
Vodafone offers a competitive range of benefits for employees. The benefits packages offered are
determined by legislative and tax requirements and industry benchmarks. Depending on the
location, we offer benefits such as life assurance, accident insurance, private medical insurance,
subsidised mobile phones, and service and retirement benefits.
Retirement benefits are provided through a variety of arrangements, including defined benefit
and defined contribution schemes.

Key Performance Indicators (KPIs)

Vodafone organization KPIs
KPI
Free cash flow
Service revenue

Purpose
Provides an evaluation of the cash generated by
our operations and available for reinvestment,
shareholder returns or debt reduction.
Measure of our success in growing ongoing

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revenue streams.
Data revenue is expected to be a key driver of
the future growth of the business

Data revenue
Fixed line revenue
Capital expenditure
EBITDA (Earnings before interest, Taxes,
Depreciation & Amortization) and related
organic growth
Customer delight index
Net promoter score (NPS)
Adjusted operating profit
Proportionate mobile customers
Proportionate mobile customer net additions

Voice usage (in minutes)

Measure of success in offering total

communications services
Measure of our investment in capital
expenditure to deliver services to customers.
Measure used by management to monitor
performance at a segment level.
Measure of customer satisfaction across our
controlled markets.
NPS is used to monitor customer satisfaction.
NPS will be incorporated into the competitive
performance assessment used in determining
managements remuneration
Measure used for the assessment of operating
performance, including the results of
associates.
Customers are a key driver of revenue growth
in all operating companies in which we have an
equity interest.
Measure of our success at attracting new and
retaining existing customers.
Voice usage is an important driver of revenue
growth, especially given continuing price
reductions in the competitive markets in which
we operate.

Service Managment department KPIs

KPI

Improving Efficiency

Contemporary Management, Vodafone Organization

Purpose
Fault Management
Service Operations
Service Availability
Service Delivery
E2E service assurance
24

Strengthen Quality

Operational Excellence

Focus on all customer touchpoints

Building services oriented teams supporting all

Customer services (Voice, Internet, Charging,
Value added services)

24x7 full scale superior service operations

Readiness & Proactive measures

Quality boost all VF-EG Services
Technology Changes in Control
Cost control in all what we do
Services Maintenance
Network Changes, Upgrades &
Acceptance.

Keeping customer experience in heart.

Keeping our work-life balance.
Best value from vendor relationship
Boost people competence
Customer Care
Retail and dealers
Corporate and enterprise sales
Commercial CRM
Voice
Internet
Charging
Value added services
Service operations center.
Service management advanced group
Service technical support front desk
Transport and MTX management
End-to-End Service Assurance

Product /service standards

We fully recognise the responsibility towards customers, employees and communities within
which we operate. We are fortunate in being able to help deliver essential elements of sustainable
development through innovative communications and information services to people around the
globe.
We believe that through identifying relevant key performance indicators, performance will be
measured in a way that enables risks to be identified and managed and performance to be
Contemporary Management, Vodafone Organization

25

tracked. The management system being developed will be supported by a web-enabled data
collection system. The Vodafone Group management system will complement, not replace,
systems at the national level. In those areas where significant risks are identified particular
guidelines or standards will be developed to help in their management.
Vodafone is certified for the development and implementation all of the here below Management
Systems within the framework of an Integrated management:
- Quality Management System according to ISO 9001:2008, aiming to the continuous
and systematic improvement and development of its activities, as well as customer
satisfaction. (Approval Certificate No: 362212)
- Quality Management System in Vodafone Retail Chain according to ISO 9001:2008,
aiming to companys commitment to offer products and services with Passion for its
Customers through retail chain and specifically a chain composed of owned and
franchisee shops. (Approval Certificate No: 362212)
-

Environmental Management System according to ISO 14001, aiming to the systematic

management of company's activities that affect the environment. (Approval Certificate
No:362212/D)

Occupational Health and Safety Management System according to OHSAS 18001 /

ELOT 1801, aiming to the provision of a healthy and safe working environment for all
employees. (Approval Certificate No:362212)

Information Security Management System according to ISO 27001, aiming to the

assurance of information security regarding the company, the customers, the shareholders
and the partners. (Approval Certificate No:362212/F)

Business Continuity Management System according to BS 25999-2:2007, aiming to

the assurance of the continuity of critical company activities, and ensuring the continuity
of critical services to customers in the event of unexpected incidents. (Approval
Certificate No: 362212/H LRQA)

n the development of services that correspond to customers' needs, Vodafone, has adopted a
specific framework of systematically assessing quality of services end-to-end, from their concept
and planning phase until their delivery to the market. This framework includes the following
methods:
Service evaluation is conducted aiming to ensure that new products and services are designed,
Contemporary Management, Vodafone Organization

26

developed and implemented according to quality requirements, company policies and processes
aiming to meet customer needs.
Quality of Service monitoring One of the most important methods for target setting and
network development prioritisation is to simulate and understand customers' perception on the
use of mobile telecommunications network.
Suppliers & Partners performance evaluation Aims to identify areas for improvement and to
implement appropriate actions in order to achieve mutual beneficial synergies.
Participation in Vodafone Group Network & service quality team Aiming to measure quality
of all services and especially those conveyed on new technologies, participates in the Vodafone
Group Network & Service Quality Team.
The purpose is to:

Plan and introduce Quality of Service indicators for services that are implemented within
the framework of large corporate projects
Ensure the use of quality plans and measure their implementation
Identify required changes in the company, in order to incorporate new services and
technologies

Process Standards
We are committed to achieving the highest standards of services and high quality of products as a
strategic choice of the company. Vodafone company strives constantly to anticipate and
understand customers needs and delight them with high level of customer services.

Contemporary Management, Vodafone Organization

27

Throughout Vodafone there is a deep passion for what we do and how we do it. Our shared
vision is to enrich the lives of our customers and helping individuals, businesses and
communities to be more connected in a mobile world.
Steps of the process standards:
1. Monitor and assess all business processes regarding customer experience through:
assessment of customers complaints, conducting assessments and coordinating "mystery
shopper's" and "mystery caller's" surveys
2. Review customer service policies, redesign customer service systems and facilitate the
change of organizational structures in order to promote to all customer interfacing
departments best practices concerning customer relationships.
3. Paricipate in the planning and implementation of corporate projects by monitoring and
assuring the quality of deliverables in order to ensure customers satisfaction (internal and
external).
4. Inform, train and encourage Vodafone retail chain employees in quality issues as well as
the account managers in self-assessing the retail stores in relevant issues.
5. Develop quality plans of the provision of services and products taking into consideration:
-

Customers needs and expectations (questionnaires, surveys, complaints reports

etc)

Legal obligations, national and other legislation and regulations

Studies, researchers and case studies focused on processes

Benchmarking

6. Assure continuous, even and effective compliance with policies, standards and
procedures of Vodafone Group.
7. Coordinate the maintenance, the implementation and the continuous improvement of
companys quality management systems according to ISO 9001:2000.
All Vodafone employees are responsible to:
1. Develop and introduce a process model in which all main business processes are
defined and depicted.
2. Define the interrelations and interactions of business processes based on
companys process model.
3. Identify, understand and document all core processes and sub-processes.

Contemporary Management, Vodafone Organization

28

4. Set qualitative and quantitative performance indicators in companys processes

and sub-processes
5. Review and assess regularly the effective implementation of business activities by
monitoring the performance indicators
6. Develop action plans in order to achieve process improvements.
7. Involve employees in process management

Contemporary Management, Vodafone Organization

29

Conclusion
Egyptian economy is an emerging one and is growing very fast in market competition level
among telecomunication service providers. New players are coming who will necessarily
intensify the competition. New products and new schemes are being offered by the telecom
service providers. The need for large information capacity has grown teremendously due to the
demandof real information.
Vodafone company is providing good services to the customers, the company advertisment and
marketing strategy are imperessive and attracting customers they have many tarriff plans for
different category of people. Vodafone is an international company which has its own reputation.
Vodafone has various functional departments such as Human resource management, sales,
marketing,Technology and finance department.
In a very competitive telecom market in Egypt due to its brand image and brand positioning the
company has a huge growth potential.

Contemporary Management, Vodafone Organization

30

Self Assessments scores

Ch. 1: Emotinal intellignce
score = 7
Ch. 2: Learning tendencies
Not exist
Ch. 3:Are you cosmopolitan
score = 18 (local orientation)
Ch. 4: Instrumental value survey
score: 13
-

Competence values score: 207

Moral values score: 194

Ch. 5: Time orientation

-

Monochronic values score: 39

polychronic values score: 34

Ch. 6: cognitive style

-

Sensing (S type) -4
Intuitive (N type) 2
Thinking (T type) 2
Feeling (F type) -2

Ch. 7: Turbulance tolerance test

- TTT score is 1.791
This instrument gives an impression of my tolerance for managing turbulent times, the average score is
1.5 and the highest TTT score, the m ore confortable with turbulance and change.
Ch. 8: Facts and inferences
- T,T,T,T,F,T,T,F,T
Good planning depends on good decision making by people doing the plannning. Being able to
distinguish facts and understand ones inferences are important steps towards imporving the planning
process.

Ch. 9: Organizatinal design preferences

Contemporary Management, Vodafone Organization

31

score = 74
I am more confortable with the mechanistic design
Ch. 10: Ambigity
score = 9
Th highest intutive score is 12 and the lowest is 0, to be better prepared for tomorrow then it is important
to pay attention to the use and development of the intutive skills for decision making.
Ch.11: Assertivness
-

Aggressive: 15
Passive: 15
Assertive: 21

The maximum score in any single area is 24. The minimum score is 6.
Ch.17: Work-Life Balance
1. Family demand score: 4.5
2. Work demand score: 6
3. Work family conflict score: 1
Work life is defined as a form of inter-role confilict in which the role pressure from the work and
family non-work domainsare mutualy non compatible in some respects
Demands of one role make it difficult to satisfy demands of others.
Ch.18: Enterprenure orientation
Score : 60
This is assessment offer an impression of my enterprenure profile which state that Iam a potential
enterprenure.

which of the tests can be used in your organization and why?

Contemporary Management, Vodafone Organization

32

The Work- life balance test can be used in my organization because it will Help individuals and
families achieve a balance between their work, family and lifestyle commitments by introducing
work-life balance policies can provide benefits for both employees and employers.
Good work-life balance policies and practices are good for business:
-

Getting and keeping the right staff

Getting the best from staff

Being an employer of choice and future proofing

Improving productivity

Contemporary Management, Vodafone Organization

33