Vodafone increased the dividend per share by 2.0% in 2015, and intend to grow this number annually.
All 6 KPIs of Vodafone are achieved. The KPIs are ‘Europe 4G Coverage’, ‘Europe 4G Customers’, ‘Europe Average Smartphone Data Usage’, ‘Europe NGN Coverage’, ‘Europe Fixed Broadband Customers’ and ‘Emerging Markets Active Data Users’.
Vodafone’s strategy to increase data usage is to include content packages to customers, such as Netflix, Spotify and Napsters. It is revealed that customers who signed up for these content packages typically use twice as much data as similar customers who do not have the content bundle.
Vodafone increased the dividend per share by 2.0% in 2015, and intend to grow this number annually.
Vodafone’s strategy to increase data usage is to include content packages to customers, such as Netflix, Spotify and Napsters. It is revealed that customers who signed up for these content packages typically use twice as much data as similar customers who do not have the content bundle.
All 6 KPIs of Vodafone are achieved. The KPIs are ‘Europe 4G Coverage’, ‘Europe 4G Customers’, ‘Europe Average Smartphone Data Usage’, ‘Europe NGN Coverage (owned assets)’, ‘Europe Fixed Broadband Customers’ and ‘Emerging Markets Active Data Users’.
They have done social work by donating 48.2m pounds to charity. Gives investors confidence that they are committed to a good brand image by doing CSR. 
They have integrated about 7500 employees in Germany and Spain. Shows they’re concerned with integration, that their people behind the business are important
A section that tells us how they’re identifying and managing risks. One interesting one is malicious attack on network/IT infrastructure. Putting that first on the list shows the priority and investment in cyber security.
The South African market is the fourth largest market for Vodafone with £4.3 billion revenue
4G networks already account for 30% of data traffic in European networks
Profit increased to £2 billion in 2015 from a £3.9 billion loss in 2014
Vodafone mentioned their growth targets and actual growth.
Vodafone also mentioned their key competitive differentiators
They stated their possible exposure to risks and the different types of risk.
I found it surprising that Vodafone has 27% of their service revenue from enterprise, and this seems to be an increasingly key part of Vodafone’s overall strategic direction: to move into enterprise services. Enterprise as a percentage of service revenue has also increased year on year from 12% in 2013 to 23% in 2014, to 25% in 2015. Going into the future, as the market for B2C communications begin to saturate further I think the make or break for the company will largely hinge on how Vodafone is able to steer its enterprise service forward. 
I was surprised what a large portion Vodafone spends on capital expenditure. Vodafone spent 9,197m on capital expenditure in 2015, while only having an EBITDA of 11,915 which seems like quite a large amount being spent on capital expenditure. I’m guessing this is usually the case for telecommunications companies as they have to invest quite a bit into their telecommunications infrastructure and equipment, including making sure that they’re kept working as any break down in infrastructure may have a very adverse impact on their company’s revenues. Perhaps it is likely that they will budget in redundancies into their infrastructure as well to prevent this from happening
It was also interesting to see how much the executives are being paid for the company. The CEO was being paid a fixed pay of 1,533,000 with targeted incentives amounting to 5,414,000 and a maximum bonus of 10,661,000. The CFO was being paid fixed pay of 901,000, targeted incentives amounting to 2,994,000 and a maximum bonus of 5,795,000. The CTO had a fixed pay of 801,000, targeted incentives of 2,661,000 and a maximum bonus of 5,151,000. Firstly, wow that is a lot of money. Secondly, it is interesting that such a large portion of the remuneration of the executives are based on bonuses, with the bonuses going close to 10x that of the fixed pay. Lastly, how the CFO is receiving better compensation as compared to the CTO. I would think that for a telecommunications company, the CTO would be more ‘important’ to the company as compared to the CFO but I guess there are many other considerations for the company in deciding executive compensation.
Vodafone has a high level of investment, £21 billion in capital investment in networks, IT and distribution, £4 billion for renewal and acquisition of spectrum and £13 billion on acquiring new fixed line businesses.
Vodafone did not manage to have a breakthrough in the America market, with most of its business being focused across two regions, Europe, and Africa, Middle East and Asia Pacific. 
Vodafone is increasingly moving towards total communications – providing numerous services other than mobile services.
Fast growing emerging markets in Asia and Africa generate a third of their revenue.
They have an employee engagement index to measure the level of commitment of the employees to work for them andtheir willingness to recommend Vodafone and the index is considered high at 77 points in 2015. 
They engage in many Corporate Social Responsibility (CSR) activities and help different stakeholders such as charities, children and even the environment.
The company is focusing on investing in technology that can provide unified communications, such as improving Cloud and Hosting, MtoM and integrating fixed and mobile services. Such technological advancements would give the company a competitive edge over its rivals.
The company sources a more stable income from fixed customers with one or two year contracts. A growing amount of mobile revenue comes from monthly fees rather than metered access, which is much more vulnerable to competitive and economic pressures. This makes mobile revenue an increasingly unstable source of revenue, especially when Europe is facing an economic downturn.
Vodafone has its operations in different markets. However, each market has its own systems and regulations, making it hard for Vodafone to develop its business in some cases. For example, spectrum auction takes place in some areas, making the acquisition of spectrum resources pricier and leaving less capital for investments in bringing in high quality services to the country. 
Profit levels were not mentioned in the section “Measuring financial performance”, “adjusted operating profit” was removed from Vodafone’s KPI. Instead, EBITDA is used in many sections to measure Vodafone’s financial performance. Not sure why EBITDA is chosen as an indicator.   
Page 40 of the financial report measures revenue, EBITDA and profit from “others” (pounds), not (million pounds), whereas profit from Europe and AMAP is measured in (million pounds). 
Under the Remuneration Report, the salaries of directors are reported in detail, even stating the value of shares awarded. Number of shares held by executives is also reported
There is a growing trend of unified communications in the telecommunications industry – consumers are demanding packaged services to include Broadband, Cable TV, Mobile network. 
It strives to serve a diversified community, embracing gender and cultural diversity in the organisation. Additionally, they have introduced a maternity policy for new mothers in the company. 
Vodafone aims to create a positive impact on society via various initiatives – JustTextGiving, Instant Classroom. JustTextGiving is a channel that allows donors to donate to external charities and fundraisers via text messages.  Instant Classroom provides a pop-up learning environment for children without access to education in countries such as Kenya and South Sudan.