How we create value

Ready for the future

The future will remain challenging in the light of the current economic climate and government cuts. Competition in the market will continue to increase. As a result, we expect the growth in turnover for mobile services to be slightly negative in the next financial year compared with this year. The current tariff portfolio (including Vodafone RED) is, however, expected to enable us to increase our market share. We are strengthening our grip on the fixed telephony market, in both the business and consumer segments, and will continue to invest in the capacity and coverage of our network by rolling out 4G. Our current status with regard to financing and personnel is expected to remain the same in the next financial year.

Our areas of focus for the coming years are:

  • Data services: the accessibility and development of (new) mobile data services is an important spearhead, with the constantly increasing use of mobile internet and the management of associated privacy and security aspects.
  • Network: we need the best data network and the best IT systems for our products and services. We are therefore striving to achieve a quick roll-out of HSPA+ (for 3G) and LTE (for 4G). In addition, we are continuing to invest in energy efficiency. We are doing this by means of ISO 14001 certification in 2013, amongst other things.
  • Customer experience: We are striving to provide an optimal service to our customers and good value for money. We are also introducing new services to buy telephones back from customers and are providing information to parents on how their children can use mobile phones safely.
  • Integrated fixed and mobile communication for the business and consumer market: as employees are becoming more mobile and smartphones and laptops are becoming increasingly secure, convergence between fixed and wireless communication is becoming more and more important. In addition, we also offer fixed internet, voice and TV at home. To strengthen and expand our position on the market for fixed broadband services, in May 2013 Vodafone acquired Wiericke, a supplier of triple-play services (internet, television and telephony) over fibre optics.
  • New services: innovations are geared primarily towards machine-to-machine applications, mobile commerce (making payments and cashing in discount vouchers with your mobile) and settling accounts via your mobile bill. Special attention is given to encouraging innovations in the healthcare sector.

Always a challenger

By constantly challenging the status quo, we have made breakthroughs to the benefit of our customers.

  • 1995:    Libertel was the first competitor for KPN
  • 1999:    Libertel was the first to introduce prepaid onto the Dutch market
  • 2004:    Vodafone was the first to introduce the UMTS network in the Netherlands
  • 2010:     Vodafone was the first and only company to offer 28.8 Mbps on the Dutch market
  • 2010:    Vodafone was the first to integrate data into basic subscriptions
  • 2011:    Vodafone entered the consumer fibre-optic market with Vodafone Thuis (internet, calls and TV)
  • 2013:    Vodafone was the first to introduce faster speed by offering dual carrier on the 3G network
Strategic pillars Our aim KPI 2012/2013 KPI 2013/2014
A Great Place to Work To create an inspiring working environment and invest in committed and effective employees.
  • Score of at least 75% for the Employee Engagement Index

  • Score of at least 24 for the Employee Net Promoter Score

  • 2.5% growth in the number of women in top management compared with the previous financial year (2011/2012: 28%)

  • Employee Engagement Index ≥80 (+4)
  • Management Index ≥ 75 (+3)
  • Employee Net Promoter Score (ENPS) >30 (+9)
  • Simplicity score ≥ 50 (+5)
The Easiest Place to do Business To create an optimal customer experience by offering a consistent and uncomplicated service in an accessible way.
  • 1st place for the Net Promoter Score (NPS), at least 5 points ahead of the next best scoring competitor
  • Score of >80% for Customer Effort Score
  • 100,000 used handsets collected for recycling and reuse
  • Net Promoter Score (NPS): +5
  • Customer Effort Score (CES) +10pp
  • Channel CES: ≥85%
  • 120,000 used handsets collected for recycling and reuse
Building for the Future To develop a reliable and stable infrastructure that is able to cope with the huge growth in data expected in the future. At the same time we want to reduce our negative impact on the environment and invest in innovative products and services that will allow us to offer solutions for social issues.
  • Upgrade and improvement of the network in 4 phases: completion of phase 1, start of phases 2-4.
  • Upgrade and improvement of the IT infrastructure in 2 phases: completion of phase 1.
  • 50% CO2 reduction in 2020 compared with 2006/2007.
  • 30% more energy efficient in 2020 compared with 2005, 2% more energy efficient each year.
  • Network innovation: completion of phase 2, 100% in accordance with schedule of requirements: 40% of 3G sites upgraded in March 2014
  • IT infrastructure: completion of IT project for the upgrade and improvement of the IT infrastructure, 100% in accordance with schedule of requirements
  • Environment: 50% CO2 reduction in 2020 compared with 2007
  • 30% more energy efficient in 2020 compared with 2005, 2% more energy efficient each year
  • ISO 14001 certification for the environment and security standard ISO 27001 for the management and security of valuable (customer) data
  • Innovative products and services:
    • Remain market leader in machine-to-machine (M2M)
    • Development and roll-out of new data services
A Playful and Connected Brand To be a dynamic and daring telecom company that offers its customers an outstanding network, excellent customer service, innovative services and good value for money. We will only be able to achieve this by being accessible, open and easily approachable for customers and entering into dialogue with them.
  • Brand target: Brand Equity Score (BES) 15
  • Campaign target: Campaign Health Tracker - Cut Through Score 40/50
  • Brand target: Brand Equity Score (BES) 14.5
  • Campaign target: Campaign Health Tracker - Cut Through Score 50/60
An Improved and Leading Reputation To improve our reputation by analysing the needs of each stakeholder to ensure that we discuss the right subjects with the right people, anticipate these as effectively as possible, take action and communicate what we have done.
  • A place in the top 10 of the Reptrak
  • A place in the top 10 of the Transparency benchmark
  • Top 10 in Reptrak
  • Top 10 in Transparency benchmark
Our financial Performance To deliver solid financial performance in terms of operating turnover, margin and cash flow, which results in a growing market share in the mobile telecom market and improved profitability.
  • Focus on profit from mobile services
  • Increased cost efficiency to secure EBITDA
  • Increase in investments in converged business and solid capital investments in mobile.
  • Focus on profit from mobile services
  • Increased cost efficiency to secure EBITDA
  • Increase in investments in converged business and solid capital investments in mobile (LTE).
2012 2013 en Vodafone Magazine