Vodafone Group plc (VOD) 2013年CSR報告「LSE」.pdf

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1、Vodafone Group Plc Sustainability Report 2012/13Operating responsibly2 Vodafone Group Plc Sustainability Report 2012/13Vision and approachTransformational solutionsVision and approachCEO introduction 4Our vision 5Managing sustainability 6 Governance 7 Code of Conduct and policies 8 Stakeholder engag

2、ement 8 Public policy 10 Material issues 11 Awards and recognition 12About our reporting 13 Scope of reporting 14 GRI compliance 15 Assurance 15 Report archive 18 Local market reports 19Transformational solutionsFinance 21Low carbon solutions 24 Data 28Smart working 29Agriculture 32Health 35Educatio

3、n 39Vodafones contribution to the Millennium Development Goals 41Operating responsibly Privacy and security 46 Performance in 2012/13 51Responsible supply chain 57 Performance in 2012/13 60Data 63Tax and our total contribution to public finances 66 Our contribution,country by country 70Environmental

4、 footprint 75 Performance in 2012/13 78Data 82Health and safety 88 Performance in 2012/13 91Data 96Customers and the environment 98Data 100Child safety online 101Human rights 103Our people 105 Performance in 2012/13 108Data 111Ethics 113Data 115Accessibility 116Mobiles,masts and health 118 Performan

5、ce in 2012/13 119Data 120Network deployment 121Data 123ContentsWelcome to Vodafones Sustainability Report.Explore the report to find out more about our approach to key sustainability issues and our performance in 2012/13.Vision and approachTransformational solutionsOperating responsibly3 Vodafone Gr

6、oup Plc Sustainability Report 2012/13Vision and approachCEO introduction 4Our vision 5Managing sustainability 6About our reporting 13Mobile technology is already a vital tool in peoples lives and our vision sets out our ambition for mobile services to further improve livelihoods and quality of life,

7、as well as bring benefits to the organisations we work with.Vodafone is helping to transform societies by bringing innovative products and services to the billions of people covered by our networks worldwide 68%of whom live in emerging markets.Read an introduction from our Chief Executive,and find o

8、ut more about our vision,our reporting or how we manage sustainability.Vision and approachTransformational solutionsOperating responsibly4 Vodafone Group Plc Sustainability Report 2012/13CEO introduction Mobile technology improves livelihoods and changes lives.Wireless communications play an importa

9、nt role in addressing some of societys most complex challenges,from climate change and food security,to access to healthcare and education.In our Sustainability Report for 2012-13,we outline Vodafones significant social and economic contribution across our 30 operating countries and beyond.We help e

10、nterprise customers reduce their energy needs,cut carbon emissions and enhance productivity,for example by using our machine-to-machine(M2M)services the so-called internet of things that connects a wide range of devices to the network to optimise fleet management,logistics,distribution and manufactu

11、ring processes.We help millions of consumers manage the increasing complexity of their digital lives,enabling people to work smarter,more flexibly and remotely,enhancing individual quality of life while reducing carbon emissions from travel.And we help more than 274 million customers in emerging mar

12、kets,investing more than 1.8 billion this year in building the networks and services used for everything from mobile healthcare services in rural clinics,remote learning applications for village schools and crop-price and weather forecasts for farmers,to our very successful M-Pesa mobile money servi

13、ce.Since its launch in 2007,Vodafones M-Pesa has transformed the lives of more than 18 million of the poorest people in Africa for whom conventional banking and financial services are not an option.Mobile technology can have a profound effect on the quality of life of some of the most vulnerable gro

14、ups in emerging markets.Our partnership with the US Agency for International Development(USAID)and the NGO TechnoServe will use simple mobile technology to help smallholding farmers in Kenya,Mozambique and Tanzania increase yields and secure the best prices for their produce.Were also working with G

15、SK and the global immunisation organisation the GAVI Alliance to use mobile technology to increase immunisation rates in sub-Saharan Africa,directly reducing childhood mortality rates.Mobile technology also offers clear macro-economic benefits for businesses and employees in emerging markets:our Con

16、nected Worker research found that increased use of mobile technology could deliver an additional$30 billion productivity gain for companies and a$7.7 billion addition to aggregate employee earnings by 2020.At Vodafone,we know we will be judged on how we reach our goals as well as on the commercial a

17、nd strategic outcomes achieved.Financial results alone are not enough:a commitment to behave ethically and responsibly at all times is integral to ensuring the long-term sustainability of our businesses.That commitment takes many forms.It informs our industry-leadership role in working with NGOs and

18、 peers to define new global principles governing the protection of our customers privacy.It underpins our work with suppliers to strengthen measures intended to ensure ethical conduct and employee protection in our supply chain.And it has led to the inclusion of a new chapter in this Report setting

19、out our total economic contribution,on a country-by-country basis,which we hope will provide greater insight and clarity amid the current public debate on corporate taxation.Vittorio ColaoChief ExecutiveVision and approachTransformational solutionsOperating responsibly5 Vodafone Group Plc Sustainabi

20、lity Report 2012/13Our vision Vodafone can help to transform societies by bringing innovative products and services to our 404 million customers 68%of whom live in emerging markets.Mobile technology is already a vital tool in peoples lives and our vision sets out our ambition for mobile services to

21、further improve livelihoods and quality of life,as well as bringing benefits to organisations.Our business strategy which focuses on emerging markets,enterprise,data and new services gives us the ability to achieve this ambition,while growing our business at the same time,by developing commercially

22、viable,scalable services that support sustainable development.The mobile services we offer in finance,health and agriculture are already making a significant difference to peoples lives in emerging markets,and we are introducing services to improve access to education as well.In developed markets,ou

23、r products and services are playing an important role in tackling one of the most significant global challenges we face climate change.Smart working and our machine-to-machine(M2M)technology offers significant potential to help organisations and individuals reduce their energy use and carbon emissio

24、ns,enabling them to live,work and operate more sustainably.We are also exploring how mobiles can improve working life and livelihoods in emerging markets.The opportunity to transform lives through our technology and services is at the core of this vision,as is our commitment to manage our operations

25、 responsibly and conduct our business in an ethical and transparent way.Maintaining the trust of our customers and other stakeholders and remaining accountable to them is critical to our brand and vital to achieving our vision.To earn and retain that trust we continue to build on our longstanding co

26、mmitment to corporate responsibility from keeping our people safe and managing our carbon footprint,to protecting our customers privacy.Delivering transformational solutionsMobile technology can change the way people live.We will innovate to improve access to finance,education and healthcare;improve

27、 efficiency in agriculture and working;and deliver low carbon solutions.Operating responsibly and ethicallyBy acting with honesty and integrity,we know we will achieve more for our business and our customers,and gain the necessary trust needed to transform society.Unleash the power of Vodafone to tr

28、ansform societies and enable sustainable living for allOur approach and current focus areasHealth and safetyMobiles,masts and healthResponsible supply chainHuman rightsPrivacy and securityEnvironmental footprintAgricultureFinanceLow carbon solutionsEducationHealthSmart workingVision and approachTran

29、sformational solutionsOperating responsibly6 Vodafone Group Plc Sustainability Report 2012/13Governance 7Code of Conduct and policies 8Stakeholder engagement 8Public policy 10Material issues 11Awards and recognition 12Managing sustainabilityWe have robust policies and systems in place to manage the

30、wide range of sustainability issues we encounter in our business activities.Listening to our stakeholders helps us prioritise these issues by identifying those that are most important to them and to us.Vision and approachTransformational solutionsOperating responsibly7 Vodafone Group Plc Sustainabil

31、ity Report 2012/13GovernanceThe Group Executive Committee(ExCo)is responsible for our sustainability performance and receives a formal update on sustainability at least once a year as well as a monthly written update.A report is also made annually to the Vodafone Group Plc Board.The Group Director o

32、f Sustainability&Vodafone Foundation reports to the Group Director External Affairs(an ExCo member)and heads a team of experts who provide guidance and coordination to our managers and issue owners who implement sustainability initiatives.Managing sustainability Managing sustainability across the Gr

33、oupWe have an established framework for implementing our sustainability programme across the Group through a network of issue owners within different functions and dedicated teams in each market.The chief executives of individual markets have overall responsibility for sustainability and the Group S

34、ustainability Director regularly meets members of their executive teams.Regular formal meetings are held with our regional CEOs and Directors of key Group functions.Our markets align their strategy to the Group,but have the flexibility to focus on issues that are important to local stakeholders.As w

35、e focus on developing transformational products and services as a key part of our sustainability strategy,our Group teams are working with lead markets to trial solutions before scaling up to other markets.Our Group Sustainability team runs monthly teleconferences and annual global workshops for sus

36、tainability managers and issue owners from our local markets to share best practices,ensure consistency across the business and drive progress towards our vision.We report progress publicly in our Group and our markets sustainability reports.Our performance at Group level is independently assured(se

37、e assurance).Internal auditOur internal audit control questionnaire includes a range of sustainability questions.It is completed by all our local markets once a year and signed off by their chief executives.The questionnaire is part of our formal Group risk identification procedure.The results are r

38、eported to the Vodafone Group Plc Board of Directors.Vision and approachTransformational solutionsOperating responsibly8 Vodafone Group Plc Sustainability Report 2012/13Managing sustainability Code of Conduct and policies Our policies help to ensure that our Business Principles are put into practice

39、 in our day-to-day business.They include:Code of Conduct Business Principles(included within the Code of Conduct)Health and Safety Policy Code of Ethical Purchasing Tax Code of Conduct Tax Risk Management StrategyStakeholder engagement Communicating with and listening to our stakeholders the people

40、who can affect our business or who are affected by it is important to help us understand their views and explain our perspectives.The feedback we receive from external stakeholders informs our judgment about sustainability priorities for our business and feeds into our sustainability strategy as app

41、ropriate.Our aim is for both Vodafone and its stakeholders to benefit from the process.In cases where we do not agree or cannot respond to the feedback we have received,we aim to explain our position honestly and openly.Our stakeholders include investors,employees and suppliers who are directly affe

42、cted by our business performance as well as consumers and enterprise customers(small and large businesses and organisations)who relate to us as a service provider.Many more people in communities see our network infrastructure and some have strong views about it.Non-governmental organisations and sus

43、tainability opinion formers are often concerned about specific issues.Governments and regulators can affect our business through new legislation and regulations(see public policy).We tailor our engagement processes to suit each different stakeholder group.Our local markets play an important role in

44、forming relationships with local stakeholders.Stakeholder groupHow we engage Examples in 2012/13Investors We meet with investors regularly through events,conference calls and one-to-one meetings to understand their concerns about sustainability risks and help us identify potential future issues.We a

45、lso learn what information investors want and have the opportunity to explain our strategy for managing sustainability.For information on our dialogue with investors,see Investor Relations.Opinion formers and expertsWe consult with experts on a wide range of issues to gain feedback about our practic

46、es and inform our strategy on sustainability.Our Sustainability Expert Advisory Panel was established in 2007 to provide regular feedback on our strategy,performance and issue management.The forum comprises experts from sustainability organisations,NGOs and industry,with a mutual interest in debatin

47、g relevant issues and finding solutions for Vodafone to put into practice.Our Sustainability Expert Advisory Panel met once in 2012/13.Topics discussed include an update on Vodafones sustainability journey,transformational products and services,mobiles value to workers and employers,carbon savings,p

48、rivacy and tax.Non-governmental organisations(NGOs)We consult with NGOs when their campaign or focus is relevant to our business.We do this by organising face-to-face meetings and meeting representatives at sustainability events.Our engagement with individual NGOs is mainly focused on specific issue

49、s.NGOs are included in many of our dialogues with experts and are included on Vodafones Sustainability Expert Advisory Panel.We also consult with NGOs on particular issues.In 2012/13,these included engaging with Friends of the Earth,Access Now and Walk Free on responsible sourcing of minerals(see Su

50、pply chain)and launching a partnership with TechnoServe to support smallholder farmers in Kenya,Mozambique and Tanzania(see Agriculture).Vision and approachTransformational solutionsOperating responsibly9 Vodafone Group Plc Sustainability Report 2012/13Managing sustainability Stakeholder groupHow we

51、 engage Examples in 2012/13Enterprise customersWe work with our enterprise customers to help them meet their sustainability needs.Partnering with them will also play an important role in helping us to deliver transformational products and services.It will support us in creating commercially viable s

52、ervices with sustainability benefits that can be scaled up and rolled out across different markets.We work with enterprise customers to develop products and services that promote sustainability in areas such as health and agriculture.In 2012/13,we announced a partnership with GSK that will use mobil

53、e technology to boost vaccination rates in Mozambique(see Health).Our sustainability and agriculture workshop in April 2012 brought together customers from five major consumer goods and retail companies to discuss potential commercial applications for mobile technology in this area(see Agriculture).

54、Consumers We communicate with consumers in many ways as part of our normal business,for example through our retail outlets,contact centres and customer research.Understanding the attitudes of consumers towards sustainability issues is critical to getting our strategy right.We run regular perception

55、surveys across our markets to evaluate our reputation in local markets and globally.We are also engaging consumers on the environmental and social impacts of mobile phones through the Vodafone Eco-rating scheme(see Customers and the environment).IndustryWe collaborate with industry peers through our

56、 participation in industry forums on sustainability issues.These include:GSM Association(GSMA)and GSM Europe Global e-Sustainability Initiative(GeSI)EU Corporate Leaders Group on climate change World Economic Forum CSR Europe International Telecommunications Union Joint Audit Cooperation(JAC)Vodafon

57、e continued to participate in the GeSI supply chain working group and joint GeSI and Electronics Industry Citizenship Coalition extractives working group.Through the Joint Audit Cooperation(JAC)initiative,we collaborate with other telecoms companies to assess and improve the social and environmental

58、 performance of common suppliers.(see Supply chain).We worked through the Industry Dialogue on Freedom of Expression and Privacy to develop Guiding Principles on these issues for the telecommunications industry(see Privacy and security).CommunitiesOur transformation solutions are bringing substantia

59、l social and economic benefits to communities worldwide.We also consult local people to help us understand and address any concerns they may have with the deployment of our network in their communities.We continued to consult with communities in the rollout of our networks(See Network deployment for

60、 more on our approach).We also explored ways to use our network infrastructure to bring additional benefits to communities by increasing access to energy in remote areas of emerging markets(see Low carbon solutions).Governments and regulatorsVodafone engages with regulators and governments on a wide

61、 range of issues relevant to our business and contributes to consultations on sustainability issues.Our Group privacy team contributed to the EUs ongoing consultation on its revision to the Data Protection Directive in 2012/13.See Public policy for more on our engagement with governments and regulat

62、ors.Vision and approachTransformational solutionsOperating responsibly10 Vodafone Group Plc Sustainability Report 2012/13Managing sustainabilityStakeholder groupHow we engage Examples in 2012/13EmployeesWe gain feedback from employees on how were doing through our annual Global People Survey,as well

63、 as engaging informally through internal communications channels and regular meetings with managers.In 2012/13,our efforts to improve engagement across the Group helped us achieve strong scores in our annual Global People Survey.We also launched a new intranet site,the Vodafone Hub,to improve employ

64、ee communications(see People).Suppliers We work closely with suppliers to ensure they maintain high standards by conducting assessments and holding workshops to help them improve.We also collaborate with key network suppliers to help us cut climate impacts by improving the energy efficiency of our o

65、perations.We work closely with suppliers to monitor,assess and help them improve their performance.We also participate in the Carbon Disclosure Project Supplier programme to encourage suppliers to disclose and set targets to reduce energy use and carbon emissions(see Supply chain).Public policy Voda

66、fone engages with regulators and governments on a wide range of issues directly relevant to our company and industry,as well as issues of broad public interest.We aim to be direct and transparent about our views,and base our opinions on evidence.All engagement with governments and regulators is subj

67、ect to our Group Public Policy Principles.We seek to inform policymakers including legislators,government officials and regulators about the nature of our business,the mobile industry and the business environment generally.Vodafone develops policy positions that explain the outcomes the company seek

68、s from the public policy process and how we believe policy makers should approach issues.Many of our written submissions are made public by the government organisation to which they are submitted.Vodafone believes in transparency in government relations and will provide copies of any formal submissi

69、ons in the public domain to regulators and governments on request.The views expressed within our website and in this Sustainability Report are consistent with the views presented by Vodafone to governments.We work with key industry trade associations on public policy issues.For example,Vodafone is a

70、 member of the World Economic Forum,GSM Association,GSMA Europe and the International Telecommunication Union.Vodafone is also commonly a member of national telecommunications industry associations in the countries where we operate if these associations exist.It is Vodafones Group policy not to make

71、 political donations or support particular party political interests.We engage with regulators on general industry issues and sustainability-related issues such as privacy and climate change.See our public policy website for position papers,policy papers and our responses to government consultations

72、 on specific issues.Vodafones position on public issuesGeneral industry issuesVodafone local operating companies are generally subject to regulation governing the activities of our industry in individual countries,as well as general competition(anti-trust)laws applicable to all activities.Our engage

73、ment with regulators and governments mainly focuses on the following issues relevant to our industry:Regulatory frameworks Mobile market competitiveness International roaming Mobile call termination Spectrum policy Universal service policy Privacy and data securityBroader public issuesVodafone seeks

74、 to help governments meet their objectives on a number of issues of broader public interest.These include:Socio-economic potential of mobile and its contribution to employment Innovation and prosperity Public service delivery and effectiveness National and public securitySustainability issuesWe also

75、 engage with governments to develop appropriate regulations related to specific sustainability issues.This is covered in the relevant sections of this report.Vision and approachTransformational solutionsOperating responsibly11 Vodafone Group Plc Sustainability Report 2012/13Managing sustainability M

76、aterial issues We focus our sustainability activities and reporting on the issues of greatest concern to Vodafone and our stakeholders.Feedback from regular engagement with stakeholders feeds into our process to identify the issues that are most significant or material to Vodafone.We use a materiali

77、ty matrix(see below)to map the issues that our stakeholders are most concerned about against those that have the biggest financial or operational impact on our business.We then apply the materiality principle to each key issue to help us identify and prioritise the most significant sub-topics.To cre

78、ate the matrix,we use a tool developed specifically for the ICT industry by the Global e-Sustainability Initiative(of which Vodafone is a member),combined with Vodafones own criteria to assess and quantify risk.The assessment is done at Group level with input from teams in each of our local markets.

79、The matrix below shows our most material issues at Group level based on our assessment in February 2013.You can find out more about the action we are taking to mitigate the risks and realise the opportunities associated with these issues in each online section.Vision and approachTransformational sol

80、utionsOperating responsibly12 Vodafone Group Plc Sustainability Report 2012/13Managing sustainabilityAwards and recognitionOur solutions,programmes and reporting have been recognised by a number of external awards and Vodafone is included in several corporate sustainability rankings and indices.Thes

81、e include:GSMA Global Mobile Awards:2013:Best Use of Mobile in Emergency or Humanitarian Situations(Vodafone Foundation for Vodafone Instant Network)2012:Nominated for Best Mobile Health Innovation(for Nompilo mobile health enablement platform in South Africa)2011:Best Mobile Money for the Unbanked

82、Service(for M-Pesa)Greenpeace Cool IT Leaderboard:2013:8th 2012:5thDow Jones Sustainability Index 2012:MemberFTSE4Good Index 2012:MemberCarbon Disclosure Project 2012:Disclosure 78 Performance C 2011:Disclosure 81 Performance BCorporate Register Corporate Responsibility Reporting Awards:2012:1st run

83、ner up for Best report,1st runner up for Best carbon disclosure 2011:Best carbon disclosure(not eligible for Best report award after winning three years running)2010:Best report,1st for Relevance&Materiality and 3rd for Credibility through AssuranceVision and approachTransformational solutionsOperat

84、ing responsibly13 Vodafone Group Plc Sustainability Report 2012/13Scope of reporting 14GRI compliance 15Assurance 15Report archive 18Local market reports 19About our reportingOur annual sustainability report addresses the full range of material,economic,environmental and social impacts of the organi

85、sation.Vision and approachTransformational solutionsOperating responsibly14 Vodafone Group Plc Sustainability Report 2012/13About our reporting Scope of reporting The data in this 2012/13 sustainability reporting website covers the financial year ended 31 March 2013.In our view,the boundary and scop

86、e of the online report address the full range of material,economic,environmental and social impacts of the organisation.Local marketsThe data this year covers 24 markets in which Vodafone has a majority controlling stake.These are:Albania,Czech Republic,Egypt,Germany,Ghana,Greece,Hungary,India,Irela

87、nd,Malta,the Netherlands,New Zealand,Portugal,Qatar,Romania,Spain,Turkey,the UK and South Africa(Vodacom).We are pleased to be reporting on Vodacoms subsidiaries in the Democratic Republic of Congo,Lesotho,Mozambique and Tanzania for the first time.It also covers the Groups joint venture in Italy(ow

88、nership of 76.9%)for which Vodafone is responsible for the day-to-day operations.Within the Sustainability Report and our sustainability website,we refer to our businesses in all these countries as our markets.Our policy is to publicly report performance data from newly acquired businesses at the en

89、d of their first full year as a controlled subsidiary.During 2012/13,we acquired British multinational telecommunications services company Cable&Wireless Worldwide PLC and TelestraClear,New Zealands second largest telecommunications company.Joint ventures,associated undertakings,other investments an

90、d partner marketsOur reporting focuses on local markets where Vodafone has operational control(where we own more than half of the business).Vodafone has equity investments in 30 countries and more than 50 partner networks worldwide.Our sustainability reporting covers markets where we have operationa

91、l control and therefore,does not include our minority investments or partner networks.Our joint ventures in Australia and Fiji are included in our employee figures.Please refer to the notes accompanying the data for further clarification.However,we do work with our joint venture companies and associ

92、ated undertakings on sustainability programmes:they are invited to participate in our global conferences and some case studies from these markets are included in our sustainability reporting.Outsourcing partnersVodafone is increasingly outsourcing certain elements of our operations,in particular the

93、 deployment and management of our networks.We collect sustainability performance information from these companies where we have either ownership or operational control of the assets they manage.We also report data on contractor fatalities.Shared sitesWe co-locate many of our sites with other operato

94、rs in some markets.In these markets we agree the best approach to account for this data with our auditors based on our operational control.Non-Vodafone branded companiesIn addition to the companies,some of our local markets own smaller,non-Vodafone branded companies that provide services to their bu

95、siness.Data from these companies is excluded from the scope of our sustainability reporting as data from non-Vodafone branded companies is considered less reliable.Other Vodafone entitiesVodafone has various corporate entities and representative offices that are not material to our reporting(e.g.a s

96、mall sales office),and so are not included within the scope of our sustainability reporting.Retail operations and branded storesThe Group has a mix of owned retail operations and Vodafone branded stores by way of franchise and exclusive dealer arrangements.Our sustainability data only includes our o

97、wned retail operations.Energy data and emissions reportingWe use an online data collection process to obtain our data.In the majority of our markets,energy usage data is based on invoices from our energy suppliers.In some markets,these bills are based on the suppliers estimated readings.Where data d

98、oes not match our reporting period exactly,we forecast this information.For sites where energy invoices are unavailable,we extrapolate this information based on typical site consumption.Increasingly,we measure our energy efficiency through smart metering a tool using our own mobile communications to

99、 collect real-time data from energy meters on consumption levels,which we have rolled out to many of our sites.Trade mark noticeVodafone,the Vodafone logo,Vodacom,M-Pesa,Vodafone Guardian,Vodafone WebBox,Vodafone BuyBack and Vodafone Locate are trade marks of the Vodafone Group.The BlackBerry family

100、 of trade marks,images and symbols are the exclusive properties and trade marks of Research in Motion Limited,used by permission.BlackBerry is registered with the US Patent and Trademark Office and may be pending or registered in other countries.Other product and company names mentioned herein may b

101、e the trade marks of their respective owners.Vision and approachTransformational solutionsOperating responsibly15 Vodafone Group Plc Sustainability Report 2012/13About our reporting GRI compliance We have benchmarked our 2012/13 sustainability reporting against the Global Reporting Initiative(GRI)G3

102、.1 sustainability reporting guidelines.Download our GRI index from our website.AssuranceIndependent Assurance Statement to Vodafone ManagementThe online Vodafone Group Sustainability Report 2012/13(the Report)has been prepared by the management of Vodafone who are responsible for the collection and

103、presentation of the information within it.Our responsibility,in accordance with Vodafone managements instructions,is to carry out a limited assurance engagement on the following subject matter:Collection,consolidation and presentation of data related to energy;scope 1 and 2 GHG emissions;handset rec

104、ycling;network waste;safety and tax The balance and accuracy of claims made in the following eight sections of the Report,marked with an Ernst&Young footnote:Environmental footprint Ethics Agriculture Responsible supply chain Tax and total economic contribution Low carbon solutions Health and safety

105、 FinanceOur responsibility in performing our assurance activities is to the management of Vodafone Group only and in accordance with the terms of reference agreed with them.We do not accept or assume any responsibility for any other purpose or to any other person or organisation.Any reliance any suc

106、h third party may place on the Report is entirely at its own risk.What we did to form our conclusionsOur assurance engagement has been planned and performed in accordance with the International Federation of Accountants International Standard for Assurance Engagements Other Than Audits or Reviews of

107、 Historical Financial Information(ISAE3000).The subject matter has been evaluated against the following criteria:Coverage of the material issues determined through a review of internal and external documentation and an assessment of coverage against Vodafones own materiality process Consistency of p

108、erformance claims and selected data with underlying company level documentation and explanation provided by relevant managers Completeness of the data in terms coverage of material reporting entities Accuracy of data collation and presentation(including limitations)of data within the report.In order

109、 to form our conclusions we undertook the steps outlined below:Interviewed up to 10 Vodafone executives and senior managers including the Chief Executive Officer Africa,Middle East and Asia Pacific Region to understand the current status of social,ethical,environmental and health and safety activiti

110、es,and progress made during the reporting period Reviewed Vodafones processes for determining material issues to be included in the Report Conducted media analysis,reviewed selected relevant internal documents and the outputs of stakeholder engagement activities to enable us to test the coverage of

111、topics within the Report Reviewed information or explanations supporting Vodafones reporting of progress in the areas falling within the scope of our review.Supporting documentation was sought and reviewed for a sample of 50 sustainability performance claims Reviewed the collection,consolidation and

112、 presentation of data relating to energy;scope 1 and 2 GHG emissions;handset recycling;network waste;and safety.This included:Interviewing staff responsible for managing,collating,and reviewing environmental and safety data at group level for internal and public reporting purposes Reviewing,on a sam

113、ple basis,energy;scope 1 and 2 GHG emissions;handset recycling;network waste;and safety data reported by seven operating companies(OpCos)to assess whether the data had been collected,consolidated and reported accurately.The seven OpCos selected for review were India,South Africa,the Netherlands,Spai

114、n,Egypt,DRC and Tanzania Reviewing and challenging supporting evidence from these seven OpCos Testing whether energy;scope 1 and 2 GHG emissions;handset recycling;network waste;and safety data has been collected,consolidated and reported appropriately Reviewing a selection of management documentatio

115、n and reporting tools including guidance documents Reviewing the Report for the appropriate presentation of the data including the discussion of limitations and assumptions relating to the data presentedVision and approachTransformational solutionsOperating responsibly16 Vodafone Group Plc Sustainab

116、ility Report 2012/13 Review of the collection,consolidation and presentation of the following tax data:Direct revenue contribution:taxation and other non-tax;Indirect revenue contribution;and Capital investment data This included:Interviewing Group tax staff to understand:the strategy for tax transp

117、arency reporting;guidance provided to local teams;review work undertaken at group level;processes for consolidating and reporting data provided by local teams;and the underlying processes and documentation supporting the qualitative statements in the Report.Interviewing a sample of six OpCo tax team

118、s to understand the processes for identifying whether all the local country taxes have been included within reporting to Group and that all taxes within scope had been correctly mapped to the reported KPIs Interviewing Group tax staff and a sample of local country tax teams to understand the basis u

119、pon which the figures in relation to the identified tax data reported by the six OpCos has been captured,reviewed and consolidated Reviewing and challenging supporting evidence from the six OpCos in relation to selected qualitative tax statements made within the ReportLevel of assuranceOur evidence

120、gathering procedures have been designed to obtain a sufficient level of evidence to provide a limited level of assurance1 in accordance with ISAE3000.The limitations of our reviewOur work was restricted to headquarters activities and we did not visit any of Vodafones OpCos.Our review was limited to

121、the following eight sections contained in the sustainability web content on :Environmental footprint;Responsible supply chain;Health and safety;Ethics;Tax and total economic contribution;Finance;Agriculture and Low carbon solutions.Our review covered a limited number of claims selected on a risk bas

122、is and only the pages marked with an Ernst&Young verification footnote formed part of our assurance.Our review of environmental and safety data processes was limited to the following data sets from seven OpCos:energy;scope 1 and 2 GHG emissions;handset recycling;network waste;and safety data.Our rev

123、iew of tax data was limited to the following data sets from six OpCos:direct revenue contribution:direct revenue contribution:taxation and other non-tax;indirect revenue contribution;and capital investment.Our conclusionsBased on our review:Balance and accuracy of sustainability performance claims N

124、othing has come to our attention to suggest that the reported claims on performance progress in the eight sections included within our scope of review are not fairly stated We are not aware of any material aspects concerning Vodafones reported sustainability performance claims which have been exclud

125、ed from the ReportCollection,consolidation and presentation of data relating to energy;scope 1 and 2 carbon emissions;handset recycling;network waste;safety;and taxCompleteness With the exception of the points below,we are not aware of any OpCos that have been excluded from the environmental,safety

126、and tax data presented in the Report 2012/13 network waste figures exclude data from the following OpCos:DRC,Tanzania,Lesotho,Mozambique,India,Qatar and Ghana 2012/13 handset recycling figures exclude data from the following OpCos:Albania,Qatar and India 2011/12 direct revenue contribution:taxation

127、and other non-tax;indirect revenue contribution;and capital investment figures exclude data for the Australian,US and Fiji JVsAccuracy Nothing has come to our attention that causes us to believe that the environmental,safety and tax data included within the Report has not been collated and presented

128、 properly With the exception of the points below we are not aware of any matters that would materially affect the environmental,safety and tax data presented in the Report 2011/12 energy data for the Qatar market has been used for the 2012/13 Report as this years data was not available at the time o

129、f our review 2011/12 tax data has been used for the 2012/13 Report as this years data was not available at the time of our reviewObservations from our workOur observations and areas for improvement will be raised in a report to Vodafone management.These observations do not affect our conclusions on

130、the report set out above.Safety performance Vodafone has made significant progress in their safety performance during the reporting year.This is evidenced by a 43%reduction in fatalities across the Group compared to last year.This is largely due to focused senior management activity and the resultin

131、g safety initiatives and programmes that have been established such as Safety 2.0.Vodafone needs to continue its focus on workforce safety in order to maintain this positive trend.About our reporting Vision and approachTransformational solutionsOperating responsibly17 Vodafone Group Plc Sustainabili

132、ty Report 2012/13Environmental data Our activities at group level highlighted the need for more effective review activities by OpCos to support the accuracy and completeness of the data submitted to Group.This should include detailed reviews of source data for all material KPIs We requested supporti

133、ng evidence for a sample KPIs across seven markets and noted instances where source data was not readily available.It is important that Group continues to reinforce the need for robust record keeping at the market level to support the review process by OpCo,Group and third parties Whilst nothing has

134、 come to our attention to demonstrate that markets are not reporting consistently,our review found a lack of group level guidance regarding the reporting and estimation of environmental KPIsProgress against targets Vodafones existing suite of sustainability targets will come to an end over the next

135、two years.Vodafones sustainability strategy focuses on operating responsibly and transformational solutions.In order to achieve its strategic sustainability goals,Vodafone will need to decide how to measure progress in the delivery of its strategy and how to communicate progress to a range of stakeh

136、oldersTax We note Vodafones positive intention to engage its stakeholders and the public in relation to the tax and economic contribution that the business makes.We also recognise the significant efforts that the business has put into providing the detailed tax and supporting data included within th

137、e report This is the first year that Vodafone have sought to report such a detailed level of tax data.While recognising this,we have made a number of recommendations for future process improvements in our letter to management.Our recommendations relate to how the data required for the report is gath

138、ered,reviewed,and consolidated.We have also identified areas for improvement around the guidance that is provided to local tax teams on collating country data,the level of automation used to extract and consolidate the data and the detailed methodology and definitions that under-pins the selection c

139、riteria for reporting purposes Our independenceThis is the third year that Ernst&Young LLP has provided independent assurance services in relation to the Vodafone Group Sustainability Report.We have provided no other services relating to Vodafone Groups approach to sustainability reporting.About our

140、 reporting Our assurance teamOur assurance team has been drawn from our global Cleantech and Sustainability Services and Tax network,which undertakes engagements similar to this with a number of significant UK and international businesses.Ernst&Young LLPLondonJune 2013Notes:1.The extent of evidence

141、gathering procedures for a limited level of assurance is less than that of a reasonable assurance engagement(such as a financial audit)and therefore a lower level of assurance is providedVision and approachTransformational solutionsOperating responsibly18 Vodafone Group Plc Sustainability Report 201

142、2/13About our reporting2011/122010/112009/10 2008/092007/08 2006/072005/06 2004/052003/04 2002/032001/022000/01Report archiveVision and approachTransformational solutionsOperating responsibly19 Vodafone Group Plc Sustainability Report 2012/13About our reportingLocal market reports A number of Vodafo

143、ne local markets produce sustainability reports.These include:Greece Hungary India Italy Malta Netherlands New Zealand Portugal South Africa Spain Turkey UKVision and approachTransformational solutionsOperating responsibly20 Vodafone Group Plc Sustainability Report 2012/13Transformational solutionsF

144、inance 21Low carbon solutions 24Smart working 29Agriculture 32Health 35Education 39Vodafones contribution to the Millennium Development Goals 41Vodafones products and services can help to transform peoples lives and contribute to global sustainable development goals.Mobile technology has become a vi

145、tal tool for improving livelihoods and quality of life.Over 68%of our customers are in emerging markets,where simply extending the coverage of our networks and building our customer base creates the socio-economic benefits that come with access to communications.We are exploring new market opportuni

146、ties to bring further sustainable benefits to societies through the development of products and services that focus on six key areas:agriculture,education,finance,health,low carbon and smart working.Our work in these areas strengthens our relationships with consumers and enterprise customers,support

147、ing our long-term business success.Our aim is to create commercially viable services that can be scaled up and rolled out in different markets.We are doing this by working with customers and other partners to develop new applications for our technology.Solutions in some areas are more developed than

148、 others,and we continue to research the potential for our products and services to contribute to sustainable living.Vision and approachTransformational solutionsOperating responsibly21 Vodafone Group Plc Sustainability Report 2012/13Finance Our approachOur mobile payments platform,M-Pesa,contributes

149、 to economic development in emerging markets by bringing access to financial services to millions of people without bank accounts.M-Pesa started in 2007 by enabling people to transfer small amounts of money to friends and family via a mobile phone;its now a well-established part of our business with

150、 over 18 million active users.Many people in emerging markets have no access to financial services because they cant get a bank account or simply cant get to a bank because they live in remote areas.M-Pesa gives people a way to transfer money.It is cheaper than traditional alternatives such as wirin

151、g money,and safer than carrying or sending cash.The service is continually evolving.New applications of M-Pesa allow people to pay shopkeepers for goods,access savings accounts,take out insurance and small loans,and transfer money internationally.In 2012/13,we introduced new M-Pesa services includin

152、g insurance,savings and loans,and we launched a new partnership to extend access to low-cost international remittance services via mobile phone.Read on to find out more about M-Pesa and our performance in 2012/13.Extending access to M-PesaM-Pesa is now available in eight emerging markets.We launched

153、 the service in the Democratic Republic of Congo(DRC)in 2012/13 and we are planning a larger scale rollout in India.There are now over 18 million active users(those having undertaken a transaction within the last 90 days)of M-Pesa.In 2012/13,the number of active users increased by 25%and we processe

154、d transactions worth more than US$40 billion.M-Pesa in practice in KenyaM-Pesa is enabling millions of people to improve their lives in Kenya,where the service was first launched in 2007.Stakeholder views“Services like M-Pesa are exciting because formal financial services of any kind have been avail

155、able to only 23%of the 2.5 billion people who live on less than US$2 per day.A recent study1 found that M-Pesa allows users to maintain steady levels of consumption,particularly of food,through shocks such as job loss,illness,harvest failure and livestock deaths.”Bill Gates,The Bill&Melinda Gates Fo

156、undation2Did you know?Over 18 millionactive M-Pesa usersVision and approachTransformational solutionsOperating responsibly22 Vodafone Group Plc Sustainability Report 2012/13Partnering to develop new mobile money solutionsGoing beyond basic transactions to enable people without bank accounts to save

157、and borrow money is the next step in M-Pesas development.In 2012/13,Vodafone launched M-Shwari,a new service for M-Pesa customers in Kenya,offered in partnership with Safaricom and the Commercial Bank of Africa,which now has 1.2 million active customers.M-Shwari allows M-Pesa customers to save as li

158、ttle as 1 shilling(equivalent to around a tenth of a US cent),earn interest on their savings and take out small loans,all using their mobile phone.Customers who have savings accounts can access micro loans instantly based on a credit scoring history provided by Safaricom from information relating to

159、 their savings and airtime accounts.International money transfers are an important source of income for people in emerging markets as migrant workers send money home to their families.However,wiring money internationally can be expensive,particularly for small amounts.In 2012/13,we partnered with mo

160、ney transfer company BICS,to launch a new low-cost service enabling M-Pesa customers to send and receive funds internationally directly via their mobile phones.Customers where M-Pesa is available will,subject to local regulation,be able to connect to more than 21 international money transfer busines

161、ses in 35 countries via HomeSend,an international remittance hub.This builds on our existing international remittance services enabling M-Pesa customers in Kenya and Tanzania to send and receive money to certain countries.We are also partnering with other companies to offer micro insurance services

162、using M-Pesa,including health insurance in Kenya and funeral insurance in Tanzania(see case studies).Finance Our approachIn focus:Easing the burden of funeral costs in TanzaniaIn Tanzania,funerals are important community events for many people,but organising them can be financially crippling for fam

163、ily members.We are working in partner-ship with Heritage Insurance to offer a new service that enables M-Pesa customers in Tanzania to register to make monthly payments for funeral insurance easily via SMS text message.If the policyholder dies,Heritage Insurance processes the claim within 72 hours a

164、nd makes a pay-out to the named beneficiary to help cover the funeral costs.Vodacom provided over 170,000 customers with insurance in the first month of its launch in October 2012.Saving for health insurance via M-PesaWe are partnering with insurance company Britam,technology provider Changamka Micr

165、ohealth and global health organisation PSI to enable people in Kenya to use M-Pesa to save towards the cost of health insurance for their family.The insurance cover offered through this service,known as Linda Jamii,includes both out-patient and in-patient,dental and optical needs.Vision and approach

166、Transformational solutionsOperating responsibly23 Vodafone Group Plc Sustainability Report 2012/13Providing a platform for transformational servicesM-Pesa is being used as a payment mechanism to enable many other services that can improve peoples lives,including water pumps provided by Grundfos LIFE

167、LINK that are giving more than 100,000 people access to safe water in Kenya.Reliable access to safe water has improved living conditions,often halving cases of water borne diseases and helping to increase childrens school attendance as a result.In June 2012,technology company M-KOPA used M-Pesa to l

168、aunch a new solar charged home lighting product in Kenya.M-KOPA customers can buy a solar-powered lighting and mobile phone charging kit by making an initial upfront payment via M-Pesa followed by small daily payments for up to a year to cover the remainder of the cost.After a year of repayments the

169、y own the system outright,giving them access to free,renewable energy for lighting and phone charging in place of costly,high carbon kerosene lights that affect air quality and harms peoples health.This is just one of the ways Vodafone is extending access to energy in emerging markets.Find out more

170、in Low carbon solutions.Around 700 businesses now use M-Pesa in Kenya alone.Applications for M-Pesa are diverse and the payments platform is at the heart of many new agriculture and health services,from supporting insurance for smallholder farmers against crop failure to sending money to help people

171、 in remote areas travel to hospital.Find out more about how M-Pesa is improving peoples lives in the areas of Agriculture,Health and Education.Notes:1.The Economics of M-Pesa,Georgetown University and MIT(2010)2.Bill Gates quotedThis section is included within Ernst&Youngs assurance of Vodafones Sus

172、tainability Report.For more details see their Assurance Statement.June 2013Finance Our approachVision and approachTransformational solutionsOperating responsibly24 Vodafone Group Plc Sustainability Report 2012/13Low carbon solutions Our approachMobile communications can play a significant role in ta

173、ckling the global climate challenge by enabling businesses and consumers to reduce their carbon footprints.Our machine-to-machine(M2M),smart working and access to energy solutions are helping customers achieve considerable carbon savings while bringing wider social and economic benefits.Vodafone is

174、a leading provider of M2M solutions which enable our enterprise customers to cut costs and carbon emissions by reducing their energy and fuel use and improving the efficiency of their operations.Our other products and services,such as video conferencing and collaboration technologies,can also bring

175、carbon savings by reducing the need for travel and office space(see Smart working).In emerging markets,where our telecoms networks often extend beyond the electricity grid,we are developing solutions to bring reliable,renewable power to people in remote areas supporting the growth of our business by

176、 enabling easier charging and therefore use of mobile phones.Read on to find out more about our approach and our performance in 2012/13.For more on how we are managing our own carbon footprint,see Environmental footprint.In focus:M2M technologyMachine-to-machine(M2M)solutions connect physical object

177、s to the internet,enabling them to send and receive real time information which can then be acted upon.This offers significant potential to reduce carbon emissions by giving businesses the ability to monitor and control devices remotely,saving energy and fuel,and increasing efficiencies.Watch video

178、to find out more.Quantifying carbon savings from M2M solutionsThe Global e-Sustainability Initiatives(GeSI)SMARTer 2020 report recently projected that while the ICT industrys footprint will rise to 1.27 GtCO2e by 2020,its solutions have the potential to deliver carbon reductions of seven times that

179、amount.Our own Carbon Connections research suggests that many of the carbon savings which will come from mobile technology will be delivered by M2M solutions.By the end of 2020,there will be an estimated 2.6 billion mobile M2M connections worldwide1.As a market leader in M2M solutions,Vodafone has a

180、n opportunity to deliver significant efficiencies for enterprise customers using M2M connections and related services many of which have the potential to reduce CO2 emissions.Carbon-reducing applications for M2M technology are wide-ranging from improving fleet management and making utilities more ef

181、ficient to enabling wider use of electric vehicles and monitoring stock levels in vending machines remotely.Fleet management and smart metering offer some of the biggest carbon savings and we are working with enterprise customers to apply M2M technology in these areas.Find out more about our M2M sol

182、utionsFind out more about the M2M products and solutions we offer or follow us Vodafone_M2M on Twitter.Stakeholder views“ICT businesses can save millions of tonnes of CO2 by greening their operations but also gigatonnes of CO2 through smart solutions.WWF continues to encourage Vodafone and the secto

183、r as a whole to target low carbon products and services at high carbon activities.”Dax Lovegrove,Head of Business&Industry,WWF-UKWatch video for more from Dax on Vodafones approach to sustainability,and his challenge to us to seize the opportunities of the transition to a green economy.Vision and ap

184、proachTransformational solutionsOperating responsibly25 Vodafone Group Plc Sustainability Report 2012/13Low carbon solutions Our approachWe now have contracts in place to supply approximately 9.5 million M2M connections to enable carbon reductions for our customers,falling just short of our target t

185、o provide 10 million connections by March 2013.These savings come from reduced energy and fuel consumption mainly as a result of smart metering and smart fleet management(see below).Ongoing Achieved Partial Not achievedObjectiveOur performance in 2012/13StatusProvide 10 million carbon-reducing M2M c

186、onnections by March 2013By March 2013,we had provided 9.5 million carbon-reducing M2M connections.Building our M2M business to bring cost and carbon savings for customersM2M solutions for enterprise customers are a growing revenue stream for Vodafone.Reducing operating costs is a clear selling point

187、 for M2M services,but the potential for carbon reductions is also an important motivation for many businesses to invest in this technology.We offer these services through our dedicated M2M business,supported by a team of specialists and an in-house technology platform that enables us to offer custom

188、ers centralised data collection and analysis.We work with enterprise customers to tailor our products and services to meet their needs in this area and increasingly offer them a one-stop shop for M2M products and services.In 2012/13,we strengthened partnerships with hardware and software companies t

189、o offer customers an end-to-end service,making it simpler for them to implement M2M technology.Smart meteringSmart metering uses M2M technology to collect and analyse data about energy consumption.This enables consumers and businesses to understand how they use energy,and helps them identify ways to

190、 save costs and carbon emissions through better energy management in homes and businesses.ASB Bank in New Zealand used real-time data on energy consumption collected via our M2M connections in its network of branches,to target energy efficiency initiatives that contributed to cutting its carbon foot

191、print by 27%over three years.See more on our support for ASB Bank.We are building on our efforts to roll out an energy management system based on smart metering across our own operations by partnering with an energy management company to offer this service to customers.Together,we introduced an ener

192、gy management solution for a major retailer in Ireland in 2012/13.Smart metering technology in individual stores supports this centralised solution to improve energy management across the retailers business.By enabling excess power to be sold back to the grid,smart meters also promote small-scale ge

193、neration of renewable power from,for example,rooftop wind turbines or solar panels.M2M-connected smart meters are also central to the development of more efficient smart grids,enabling utilities to transform the way they deliver energy.Vodafone is supporting the rollout of domestic smart meters in s

194、everal countries,working with energy suppliers including British Gas in the UK and Enexis in the Netherlands.Enexis has already rolled out around 100,000 smart meters.See more on our support for Enexis.Smart logisticsTracking devices communicate vehicle movements to fleet management systems,and the

195、central software responds with route revisions that save fuel,costs and emissions.Information about vehicle loads means spare capacity can be used more efficiently,drivers are encouraged to drive more fuel efficiently,and vehicle condition reports can spot problems so they can implement preventative

196、 maintenance.Fleet management company Isotrak uses M2M solutions over the Vodafone network to enable smart logistics,helping UK businesses to cut fuel costs and CO2 emissions,reduce fleet size and save time(see video).TomToms navigation technology,connected by Vodafones networks,allowed companies to

197、 track vehicles and monitor driving habits contributing to Zenith Hygiene Group cutting carbon emissions from its fleet of trucks in the UK by 28%in 2011.Read case studies on how our M2M solutions are being used by Isotrak,TomTom and Zenith Hygiene Group.In focus:Smart waste managementA trial to mon

198、itor rubbish bins remotely helped Groningen City Council in the Netherlands reduce the annual carbon footprint of its refuse fleet by 18%,and save around 92,000 a year on refuse collection costs.Sensors on each bin enabled the Council to collect rubbish only when bins were full.Find out more about t

199、his trial online.Vision and approachTransformational solutionsOperating responsibly26 Vodafone Group Plc Sustainability Report 2012/13Low carbon solutions Our approachExploring new areasAs well as offering carbon-reducing M2M services in established areas such as smart metering and logistics,we have

200、 also started to explore new areas for carbon savings in the automotive and consumer goods sectors.This includes tracking assets or optimising energy use of products such as vending machines and fridges,and supporting the effective deployment of charging solutions for electric vehicles(see feature).

201、Improving access to energy in emerging marketsGlobally,more than 1.3 billion people live without electricity.The 600 million mobile users living out of reach of the power grid spend around US$10 billion a year on charging their phones using diesel generators and car batteries.The telecoms infrastruc

202、ture that we provide and our extensive reach in emerging markets offers significant opportunities for us to bring social and economic benefits by extending access to energy and by using renewable energy we can also bring environmental benefits.This also supports the growth of our business by enablin

203、g more people to use mobile phones and to use mobile phones more often by making it easier to charge them.Community powerAs we expand our networks to more rural areas in emerging markets,we are exploring opportunities to use renewable power generated at our base stations to bring power to remote com

204、munities without electricity.One year on from our trial for generating community power in South Africa,we have seen a number of benefits for both the local community and our business(see case study).In 2012/13 we developed a replication guide with the industry through the GSMA to help assess how thi

205、s model can be used to extend community power in other markets,building on insights from the trial.We have also completed a feasibility study for community power sites in another market and are assessing potential sites for development.In focus:Powering communities through our networks in South Afri

206、caIn our Community Power pilot in the village of Emfihlweni,South Africa,we installed solar foil to the roof of the school near our base station to generate 14.4kW of energy from the sun,providing cleaner power to the base station,school and a community water pump.The pilot has brought substantial s

207、avings for Vodafone,cutting monthly diesel use by 80%,labour maintenance costs by 24%and CO2 emissions by 90%from the site.For the people of Emfihlweni,Community Power has provided access to lighting,computers,printing and internet services for the local school,helping teachers improve the standard

208、of education.Local people are also paying the school to use the photocopier,generating extra revenue for education initiatives.Less diesel is needed to pump water for the village and community members no longer need to travel more than 15km to the closest town to charge their mobile phone.The free p

209、hone charging service saves around 60 US cents every time they charge their phone.In focus:The role of M2M in electric vehicle charging M2M technology will play an important part in the rollout of electric vehicles by offering the infrastructure needed for charging.In partnership with Bosch,we have

210、produced a white paper on electric vehicles in commercial fleets and the role of M2M in achieving commercial eMobility.The paper considers the current state of the electric vehicle markets,and identifies the potential and the benefits of electric vehicle charging and monitoring.Download the white pa

211、per online.Smart logistics for trucks in the UKWatch video on how the Eddie Stobart logistics company increase efficiency and decrease environmental impact with Isotrak and Vodafone M2M.Vision and approachTransformational solutionsOperating responsibly27 Vodafone Group Plc Sustainability Report 2012

212、/13Low carbon solutions Our approachSolar charging solutionsAccess to power remains a key issue for many of our customers,and we have launched two solar powered solutions in Kenya and Tanzania and are building other community power sites in Tanzania(see previous page).In late 2012/13,we began distri

213、buting and marketing Readyset,a portable solar-powered,mobile phone charging system developed by Fenix International,in Tanzania a country where only 14%of the 46 million population are connected to the electricity grid.Originally trialled in the Pwani Region of Tanzania,and now more widely availabl

214、e,ReadySet is able to charge up to eight mobile phones a day,as well as powering the supplied LED light for up to three hours a day all from a single solar charge.This offers a cleaner,greener and cheaper alternative to the kerosene lamps used in many remote regions.Entrepreneurs,airtime sellers and

215、 M-Pesa agents can buy the ReadySet and set themselves up to offer phone charging services to their local community,earning an additional$42 a month,while increasing sales of other products and saving$5 to$10 per month on kerosene for lighting by using the in-built light(see video).We also launched

216、a solar powered home lighting kit in partnership with M-KOPA in Kenya in 2012/13,using our M-Pesa system to make payments(see Finance).M-KOPA,together with M-Pesa,offers modern,cleaner and cost-efficient lighting and mobile phone charging for homes.They also have health benefits,preventing the inhal

217、ation of fumes from open fires and traditional stoves which can have health-damaging effects.Notes:1.Machina Research,M2M Global Forecast&Analysis 201122This section is included within Ernst&Youngs assurance of Vodafones Sustainability Report.For more details see their Assurance Statement.June 2013R

218、eadySet brings renewable charging to remote areasStakeholder views“Whether an M-Pesa agent,small business or a mother looking to generate additional household income,ReadySet can empower owners to become micro-utility entrepreneurs in their communities.”Mike Lin,CEO,Fenix InternationalVision and app

219、roachTransformational solutionsOperating responsibly28 Vodafone Group Plc Sustainability Report 2012/13Low carbon solutions DataOur contribution to a low carbon future2010/112011/122012/13Number of carbon-reducing M2M connections(million)*over 46.49.5Notes:*These are the contracts Vodafone has in pl

220、ace to supply M2M connections to specifically enable carbon reductions through energy and fuel savings for our customers.This section is included within Ernst&Youngs assurance of Vodafones Sustainability Report.For more details see their Assurance Statement.June 2013Vision and approachTransformation

221、al solutionsOperating responsibly29 Vodafone Group Plc Sustainability Report 2012/13Smart working Our approachVodafones mobile solutions help businesses boost productivity,cut costs and carbon emissions;improve quality of life by enabling people to work more flexibly;and have immense potential to im

222、prove working life and livelihoods in emerging markets by connecting workers and organisations.Our products and services give people the freedom to access information and systems,connect with colleagues around the world and work effectively wherever they are in the office,at home and working on the

223、move.By enabling people to work more flexibly and on the go,smart working technologies help employees work more productively in the field and balance their work and home life better;bring significant benefits for their organisations through increased efficiency,productivity and cost savings;and cut

224、carbon emissions by reducing the need for office space and daily commuting.Mobile technology can also bring benefits for workers and organisations by supporting training and feedback mechanisms.Smart working technologies are a key part of our core business in developed markets,and we continued to pr

225、omote their uptake in 2012/13 as well as quantifying and publishing the benefits.A YouGov poll commissioned by Vodafone UK in February 2013 estimated that businesses in the UK alone could save around 34 billion by freeing up desk space as a result of introducing more flexible working practices1.In e

226、merging markets,we see significant potential for mobile solutions to bring shared value for both organisations and workers delivering wider social and economic benefits.In 2012/13,our Connected Worker research found six mobile solutions could deliver US$38 billion to workers and organisations by 202

227、0 across 12 markets,and we plan to explore ways to realise this potential.Read on to find out more about our smart working solutions,our Connected Worker research and our performance in 2012/13.Promoting smart working solutions in developed marketsMore and more organisations are seeing the benefits

228、of flexible working.In a survey of over 17,000 senior business people in 80 countries,60%regarded flexible working as more cost-efficient and environmentally sustainable,41%said productivity increased and more than 30%pointed to improved staff motivation2.As the way people work evolves,we are streng

229、thening our focus on smart working solutions for enterprise customers.The Work the way you want programme,for example,enables organisations to empower their people to be more productive by giving them the freedom to choose when,where and how they work.See Vodafone Global Enterprise for more on our s

230、mart working solutions.Smart working solutions are also supporting more effective management of field workers.This helps to improve productivity by enabling them to connect with colleagues,information and systems,and work on the go.It also improves safety for those working alone by keeping track of

231、where they are.As well as linking field staff with their operations centre and each other,our cloud-based solution,Vodafone Locate,enables organisations to keep track of their employees by locating the SIM cards in their mobile phones.Our Location Privacy Design Principles help make sure that privac

232、y protection is built into every location-based product we offer(see Privacy and security).Helping people work more efficiently in the field can also offer significant benefits in public sector services such as police(see feature below)and healthcare(see Health)by reducing administration time so sta

233、ff can spend more time supporting communities.Vision and approachTransformational solutionsOperating responsibly30 Vodafone Group Plc Sustainability Report 2012/13In focus:Improving efficiency and time for the community for New Zealand PoliceIn our new partnership with the New Zealand Police,the int

234、roduction of mobile technologies is expected to help officers cut 30 minutes of administration time per shift,equating to 520,000 hours a year.Using smartphones,6,000 officers will be able to access information on suspects,vehicles and locations while they are in the field.Almost 4,000 officers,who

235、need to undertake more complex data entry,will be provided with a tablet.The time saved on administration allows officers to spend more time in their communities and less time behind a desk.The New Zealand Police are expected to gain productivity benefits equivalent to around NZ$304 million compared

236、 with a cost of around NZ$163 million for providing this technology.Smart working Our approachShowcasing better ways of working in our own operationsWe are using our own operations to showcase these solutions as we continue to implement better ways of working within Vodafone.This is delivering cost

237、and carbon savings for our business by reducing office space as well as benefits for our employees(see case study below).By implementing better ways of working at our UK headquarters we have achieved a 20%improvement in productivity,cost savings of 40.7 million and carbon reductions of 617 tonnes of

238、 CO2 over the last five years.Our mobile working policy in the Netherlands led to an estimated 25%cut in emissions from employee commuting.Flexible working environments are well established in our offices in the UK and the Netherlands,and in 2012/13 we made significant strides towards better ways of

239、 working in Ireland and Germany.This has involved rationalising our office space,introducing hot desking and using our technology to implement unified communications systems integrating fixed and mobile communications and enable seamless working on different devices.Changing our culture is also an i

240、mportant part of promoting flexible working to gain the full benefits of these changes.Working with the sustainability consultancy Environmental Resources Management(ERM),we have developed a tool to measure the sustainability benefits of flexible working.The tool,targeted at our own operations,will

241、allow local markets to assess and compare carbon emissions,costs,employee satisfaction and productivity before and after implementing flexible working initiatives.Helping to improve patient care in the UKThe UK National Health Service is using our mobile solutions to help staff in Cumbria access and

242、 update patient records on the move.By cutting administration time by around 15%,nurses have more time for community visits.Local GP,William Lumb,said:“By enabling remote working,we are allowing staff to schedule more appointments in the community.Theyre happier and are more likely to achieve a bett

243、er work-life balance.”In focus:Employee views of flexible working in GermanyFollowing the introduction of more flexible working practices in Germany in May 2010,allowing some employees to work outside the office for up to 20%of their time,we conducted a survey of more than 2,500 people to find out a

244、bout the impact this had on our business.More than half choose to work flexibly at least three times a month,90%of whom do so to balance their work and private life better.Almost all(97%)had received no negative feedback from colleagues and 66%said their concentration had improved.Nearly two thirds(

245、62%)of line managers found there was no difference in their ability to manage the team.In 2012/13,Vodafone Germany extended these practices to most of its employees.Vision and approachTransformational solutionsOperating responsibly31 Vodafone Group Plc Sustainability Report 2012/13Smart working Our

246、approachAssessing the potential in emerging marketsIn 2012/13,our Connected Worker research explored opportunities for mobile to deliver commercial benefits for organisations and improve working life and livelihoods for people in emerging markets.We found that across 12 markets,the six opportunities

247、 identified could increase workers incomes by US$7.7 billion by 2020,while enabling a further US$30.6 billion in benefits to organisations through improved productivity.The six key opportunities are:Job Finder:linking workers with jobs through a subscription-based service using a simple SMS-based pl

248、atform including sign-up,worker profile creation and job notification Fieldforce enablement:improving productivity,safety and effectiveness of workers by enabling them to plan and execute a wide range of tasks while they are in the field mIdentity:enhancing corporate security and providing additiona

249、l credibility and authentication for workers when dealing with customers or other third parties mLearning:delivering basic skills and job-related training via mobile and supporting skills building through quizzes and reminders Worker Panel:allowing information about working conditions to be gathered

250、 directly from workers(anonymously)to enhance visibility across global supply chains mPayroll:using mobile technology to enable secure,cost-effective and reliable wage payments to unbanked workers through platforms such as Vodafones M-Pesa(see Finance)We identified these six key opportunities from a

251、n initial list of over 90 through a process of desk-based research,two workshops held in South Africa and India involving over 30 external stakeholders from private,public and not-for-profit sectors,and in-depth interviews with over 40 stakeholders.Each of the six opportunities were then modelled ac

252、ross 12 emerging markets where Vodafone has a presence the Democratic Republic of Congo,Egypt,Fiji,Ghana,India,Kenya,Lesotho,Mozambique,Qatar,South Africa,Tanzania and Turkey.For more information,see the Connected Worker report,published in May 2013.Notes:1.Vodafone UK Survey:Flexible Working Can Sa

253、ve British Business 34 Billion2.Regus,Flexible Working Goes Global Report,2011Vision and approachTransformational solutionsOperating responsibly32 Vodafone Group Plc Sustainability Report 2012/13Agriculture Our approachMobile technology can reach remote farmers in a way that no other form of communi

254、cation can,helping them to improve productivity and increase efficiency throughout the agricultural supply chain.By 2050,the world will need to produce 70%more food to satisfy a global population of 9 billion1.And it must do so with increasingly limited land and water resources.Vodafone aims to help

255、 meet this challenge with the introduction of specially designed mobile products and services.We are partnering with enterprise customers,NGOs and government agencies to develop commercially viable propositions that can boost food production,improve farmers livelihoods and bring efficiencies for con

256、sumer goods companies.These include mobile information services,access to financial services and insurance against crop failure as well as solutions to improve efficiency in agricultural supply chains.Scaling up from pilots to long-term financially viable customer propositions remains the greatest c

257、hallenge we face in this area,but we are encouraged by the continuing success of existing programmes.Read on to find out more about our mobile agriculture services and our performance in 2012/13.Assessing the potentialApplying mobile technology to the agricultural sector brings many potential benefi

258、ts to farmers and their families,as well as to companies seeking to improve their supply chains.Research conducted by Vodafone and Accenture in 2011 found that mobile technology could boost farmers productivity enough to increase agricultural income by US$138 billion by 2020 across our markets,prima

259、rily in India,Africa and the Middle East.Mobile technology can raise farmers productivity,lifting smallholder farmers out of poverty and contributing to economic development in emerging markets.By promoting sustainable farming practices and improving the efficiency of food distribution,mobile techno

260、logy can also help to reduce food waste,carbon emissions and the amount of water needed for irrigation.See the Connected Agriculture research report for more information.Developing solutionsWe are already working with enterprise customers in the fast moving consumer goods and retail sectors to explo

261、re opportunities to develop viable commercial propositions that can benefit farmers,communities and our enterprise customers by:Improving access to financial services:Vodafones mobile money transfer service,M-Pesa,offers a platform for our work with partners to build new solutions specific to the ag

262、ricultural sector.M-Pesa improves access to financial services for farmers and fieldworkers,enabling them to exchange,save and borrow small amounts of money,and helps them access insurance to cover the cost of replanting if the weather destroys their crops Providing information to farmers via SMS te

263、xt and helplines:Services such as Vodafone Farmers Club in Turkey(see case study below)include local weather forecasts,crop prices and guidance on topics such as pest control,sustainable agriculture and resource management.We are also partnering with others to offer similar services in Egypt(see bel

264、ow)and India(see feature,right)Enhancing access to markets:Online marketplaces enable trading and bartering of agricultural produce and skills.This can help farmers to get better prices for their crops.We partnered with Oxfam in Tanzania to test a mobile marketplace for agricultural produce(see case

265、 study below)Improving supply chain efficiency:Mobile technology can improve communication between smallholders,distributors and retailers.Farmers and field agents can share information with retailers and distributors via mobile,and distributors can track and trace the movement of produce and manage

266、 their fleets using machine-to-machine(M2M)technologyOur SMS text messaging,mobile payments and M2M services are increasingly enabling farmers and enterprise customers to improve productivity,efficiency,security and visibility of the agricultural supply chain.We also offer special price plans and in

267、formation services for farmers in emerging markets,and we are looking at ways to increase access and affordability of financial services tailored for agricultural purposes.Vision and approachTransformational solutionsOperating responsibly33 Vodafone Group Plc Sustainability Report 2012/13Agriculture

268、 Our approachIn focus:Vodafone Farmers Club in TurkeyThe Vodafone Farmers Club service in Turkey uses mobile technology to give farmers the information they need to improve their harvests and livelihoods improving Turkish farmers productivity by an estimated 190 million in 2012/13 alone.Farmers who

269、sign up to the service receive SMS alerts with weather forecasts,crop prices and other information that is tailored to their local area and crop types.More than 770,000 farmers subscribed to the Farmers Club in 2012/13,up from 600,000 the previous year.Around 300 million SMS alerts were sent to farm

270、ers in 2012/13 and an education truck touring Turkish communities helped to improve 25,000 farmers knowledge about the benefits of using their mobile to access information to improve their harvests.Farmers Club members use specially designed rugged mobile phones that can be dropped in mud or trodden

271、 on,and still work.Bespoke payment schedules help farmers manage their spending,including an annual billing option to pay at harvest time,when their income is highest.In focus:Mobile marketplace for produce in TanzaniaWe partnered with Oxfam to pilot a mobile marketplace for agricultural produce wit

272、h more than 100 farmers and 50 traders in Tanzania.The mobile solution enabled farmers to list crops they want to sell together with their contact details.Traders then receive mobile alerts about available produce matched to their preferred crops and location,and can contact farmers to negotiate a p

273、urchase.Based on the pilot,which showed that agents may also need to be involved to check the quality of produce,we are now assessing whether this solution,which puts buyers and sellers in direct contact,is suitable for agricultural produce.In the meantime,we are launching a mobile marketplace solut

274、ion across our markets in Africa for other goods and services such as automobiles and electronics to enable Vodafone customers to easily post and search items they would like to buy and sell.Information for farmers in IndiaWe are partnering with two NGOs Digital Green and the Bharatiya Agro Industri

275、es Foundation(BAIF)Development Research Foundation to reinforce good practice in livestock management and land management by providing useful tips via automated voice calls to farmers in the Indian state of Karnataka.Initial research found that 80%of the farmers found the voice advisory service usef

276、ul.Vision and approachTransformational solutionsOperating responsibly34 Vodafone Group Plc Sustainability Report 2012/13Agriculture Our approachPartnering with others to develop solutionsWe brought together enterprise customers from five major consumer goods and retail companies in April 2012 at a w

277、orkshop on sustainability and agriculture to discuss potential commercial applications for mobile technology in this area.The ideas that attracted the greatest interest from customers included the use of M-Pesa for paying fieldworkers wages and the use of M2M technology to trace the route of agricul

278、tural products after leaving the field.We are developing a range of services with different enterprise customers,with the aim of refining the services before making them more widely available.We are already conducting a pilot programme with a UK retailer to collect and share information that support

279、s farmers use of pesticides(see case study).Our partnership with the government in Egypt enabled the Ministry of Agriculture to provide farmers with information on agricultural regulations and financial support through 170,000 prepaid mobile phone lines.The Ministry introduced an accompanying SMS al

280、ert system and is working on activating a call centre service in 2012/13 to guide farmers on issues such as choice of crops and how to manage crop disease.We also continued to partner with the Syngenta Sustainable Agriculture Foundation and UAP Insurance to provide micro-insurance via M-Pesa for far

281、mers in Kenya to protect their investment in seeds,fertiliser and chemicals against the financial impact of crop failure due to drought.Find out more about the programme,known as Kilimo Salama.Launching the Connected Farmer AllianceIn 2012/13,we began a three-year partnership with the US Agency for

282、International Development(USAID)and the NGO TechnoServe.Known as the Connected Farmer Alliance,the partnership aims to increase productivity,incomes and resilience for half a million smallholder farmers across Kenya,Mozambique and Tanzania.It will also improve supply chain efficiency and increase th

283、e ability of farmers to access payments and other financial services.Vodafone is matching USAIDs US$5 million funding through in-kind investment in the partnership.We will pilot the solutions developed with our enterprise customers in 2013/14,building on our existing technology platforms.M-Pesa will

284、 be the critical mechanism for developing mobile financial services that enable rural farmers to save,invest in productivity and lower financial risks.The Alliances first formal partnership has been agreed with Kilombero Plantations Limited,in Tanzania,to test how mobile technology can support the c

285、ompanys engagement with smallholder rice farmers.The pilot with an estimated 600 smallholder farmers will include a registration system for farmers,making it easier to target subsequent services such as notifications on prices,collection days and quality reminders,and a loan management system to tra

286、ck settlement of loans and outstanding amounts.In focus:Promoting better pesticide useFor farmers in Kenya,knowing the correct level of pesticide to use on their crops is critical to gaining access to export markets as regulations restrict what can be used.In 2012/13,we partnered with a UK retailer,

287、exporter and agriculture software provider to pilot the use of mobile services to increase access to quality produce and help farmers in Kenya reduce the use of pesticides on their crops.The pilot on fresh vegetables involved farmers downloading a mobile application that they used to access guidance

288、 on pesticide usage and market prices for their crops.They then used the app to upload data on their crops,pesticide spray details and rainfall levels.Around 100 farmers were involved in the pilot.Initial results show that farmers could add value from being able to act on real-time price information

289、,although they may need more support to get into the routine of submitting regular data so they can make informed decisions.Notes:1.UN Food and Agriculture Organization,How to feed the world,2009This section is included within Ernst&Youngs assurance of Vodafones Sustainability Report.For more detail

290、s see their Assurance Statement.June 2013Stakeholder views“We are encouraged that Vodafone seeks to provide solutions at scale,as too many programmes remain in pilots.The key challenge is building the business case for mobile solutions and we need to find innovative financing models where the costs

291、and rewards are shared across all partners and stages of the value chain.”Simon Winter,SVP Development,TechnoServe IncVision and approachTransformational solutionsOperating responsibly35 Vodafone Group Plc Sustainability Report 2012/13Health Our approachMobile services can help to transform how heal

292、thcare is delivered in developed and emerging markets.Our partnerships with enterprise customers,NGOs and governments are improving access to healthcare services and quality of care for patients by reducing costs and improving efficiency.Our mobile health solutions help governments and healthcare pr

293、oviders respond to global health challenges in three key areas:Access to medicines:improving access for patients in emerging markets by enabling treatment and tracking of diseases,and supporting the management of drug stock levels Remote care services:using mobile technology for assisted living to h

294、elp elderly people stay in their own homes for longer,and improving quality of life for patients with chronic diseases by enabling them to monitor and manage their conditions at home rather than in hospital Smart working:enabling healthcare workers to access patient records and hospital systems remo

295、tely to improve quality of care,reduce administration time and increase the time they can spend with patients,as well as helping to keep lone healthcare workers saferWe also contribute to the debate on the rapidly developing mobile health technologies and applications through our Insight Guides and

296、forums.Read on to find out more about our mobile health solutions and our performance in 2012/13.Meeting the global health challengeThe burden on healthcare systems is increasing as the worlds population grows and ages,and long-term conditions become more prevalent.In emerging markets,where the worl

297、dwide shortfall of 4.3 million health workers is felt most acutely1,millions of people do not have access to even basic healthcare services.And in developed markets,the cost of caring for an ageing population and the rise of chronic diseases such as diabetes is adding to the strain on healthcare bud

298、gets.Over the last 50 years,healthcare spend has outpaced GDP growth by around 2%a year in several OECD countries and could reach 15%of GDP in these countries by 20302.Mobile technology can help healthcare providers respond to these challenges.With the mobile health industry predicted to be worth US

299、$50 billion by 20203,this offers a significant business opportunity for Vodafone.We are working with pharmaceutical companies,medical technology companies,health insurers,NGOs and government agencies in both emerging and developed markets to develop successful partnerships and,ultimately,commerciall

300、y viable products and services that meet the needs of those paying for and those receiving treatment.Stakeholder views“We are in a perfect storm.Youve got healthcare reform;youve got an economic downturn and we have a shortage of providers.We have a pressure to adopt electronic records.Weve got an a

301、geing population.And yet,at the same time we have these emerging new information and communication technologies that can help us navigate that perfect storm.”Dale Alverson,President of the American Telemedicine AssociationVision and approachTransformational solutionsOperating responsibly36 Vodafone

302、Group Plc Sustainability Report 2012/13Health Our approachIn focus:Partnership for vital vaccines in MozambiqueA one-year pilot in Mozambique in partnership with GSK,Save the Children and the Mozambique Ministry of Health aims to boost child vaccination rates by approximately 5%.Mobile technology wi

303、ll be used to raise awareness of vaccination among expectant mothers,and send caregivers reminders about scheduled appointments.Our mobile health solutions will also enable healthcare workers to keep accurate records more efficiently,and support health facilities by creating a real-time picture of v

304、accine stock levels to help address supply challenges.Our intention is to create a model that can be scaled up and rolled out across the country and continent to reach thousands more children with life-saving vaccinations.Providing mHealth solutionsWe have established several core mobile health solu

305、tions to support our enterprise customers,healthcare providers and patients.These include:Mobile relationship manager:a platform for improving communication between patients,healthcare professionals and medical devices.Using SMS text messaging,diaries and surveys,email communications and data from M

306、2M enabled medical devices and equipment,patients can be sent reminders,treatment information or requests,and can text or upload information from their mobiles to communicate with clinicians.M2M connections with medical devices such as heart monitors means patients conditions can be monitored remote

307、ly,more accurate data can be collected and treatment plans can be adjusted as required Vodafone patient reported outcomes:a mobile solution for collecting data from patients involved in clinical trials or after a drug is launched.Patients are prompted to fill in a diary on their mobile every day,sen

308、ding information on their progress to the study organisers and sponsors.This improves retention of patients on trials and helps to track trial participants more cost effectively,securely and quickly,as well as enabling the collation of more accurate data Mobile health enablement platform:using tailo

309、red Smart working solutions,this service enables healthcare workers to spend more time with patients,treat them more effectively,and reduce time spent on administration by accessing and updating patient records instantly via their mobile phone Mobile stock management service:this enables health clin

310、ics to track medicine stock levels using text messages,reducing shortages of life-saving medicines and vaccinesPartnering to improve healthcare in emerging marketsIn 2012/13,we launched two three-year partnerships that aim to use mobile technology to improve healthcare in emerging markets.As a membe

311、r of the mHealth Alliance,the Vodafone Foundation is working with the United States Agency for International Development(USAID)on an innovative public-private partnership to improve child health by accelerating the use of mobile technology by millions of health workers globally.The initiative,known

312、as mPowering Frontline Health Workers,aims to improve access to information,technology and help health workers share their experience and expertise.We also began a three-year partnership with the GAVI Alliance to explore how health ministries in sub-Saharan Africa can use mobile technology solutions

313、 to improve access to vaccines and rates of immunisation as up to 20%of children worldwide do not receive vital vaccinations.We have pledged an in-kind contribution of US$1.5 million to the partnership.Additionally,we formed a partnership with global healthcare provider GSK and in 2013 will launch a

314、 pilot with the Mozambique Ministry of Health that aims to boost vaccination rates(see case study).In 2012/13,Vodafones mHealth solutions also gave healthcare workers greater flexibility and helped track medicine stocks.Our mobile stock management service,known as SMS for Life(see video),continued t

315、o track medicine stock levels using text messages,benefitting healthcare providers and patients and reducing shortages at more than 5,000 facilities across Tanzania.The SMS for Life programme received a commendation at the 2012 Business Action on Health Awards from GBCHealth,a coalition of more than

316、 200 member companies and organisations committed to investing their resources to making a healthier world.Securing government buy-in to health programmes in emerging markets is critical to their long-term success.Building on the pilot started in 2010/11,we are working towards a long-term agreement

317、with the Ministry of Health in Tanzania,taking ownership of the SMS for Life programme.Unfortunately,we were unable to secure long-term partners and government involvement in the rollout of this technology in The Gambia in 2012/13 and the service has been withdrawn.Vision and approachTransformationa

318、l solutionsOperating responsibly37 Vodafone Group Plc Sustainability Report 2012/13Health Our approachSMS for LifeSMS for Life is helping to ensure health clinics in Tanzania dont run out of essential medicines by using a text message system to track medicine stock levels.Mobile health enablement pl

319、atformCommunity healthcare workers in South Africa are using our mobile health enablement platform to help them cut down on administration time and spend more time with patients.Frontline health workers,including community health workers,nurses and midwives,are the first and often only link to healt

320、hcare for millions across the developing world.More than 2,300 community healthcare workers in South Africa continue to use our mobile health enablement platform(see video)and our estimates suggest that this helps them support 200,000 people.The platform,now also rolled out in Kenya and Tanzania,is

321、supporting South Africas largest national HIV prevention initiative,loveLife,and will also be used in Kenya to provide Maternal and Newborn Child Health information and services(see below).Improving maternal healthOur mobile health services are also being used to improve maternal health a key focus

322、of our contribution to the UN Millennium Development Goals.Since 2010,the Vodafone Foundation has been working with Comprehensive Community Based Rehabilitation in Tanzania(CCBRT)to fight obstetric fistula,a maternal health condition that leaves women incontinent following childbirth and consequentl

323、y outcast from their communities(see video).The CCBRT hospital uses M-Pesa to send travel funds to ambassadors around the country,who use the money to pay for some of the poorest and most marginalised women to get to hospital for life-changing surgery.This has helped to Tackling obstetric fistula in

324、 TanzaniaVodafone Foundation is working with Comprehensive Community Based Rehabilitation in Tanzania(CCBRT)to fight obstetric fistula.The programme is delivered by the Vodafone Foundation as part of its Mobile for Good programme4.In India,our e-Mamta initiative is helping to ensure timely and pro-a

325、ctive pre-and post-natal care,in association with the Gujarat state government.We provided a tailored voice-based closed user group solution and 42,000 SIM cards to Accredited Social Health Activists(ASHAs)and healthcare workers,who act as an important bridge between expectant mothers and medical st

326、aff to ensure timely care before and after childbirth.This enabled them to collect health information from community members and feed it into a centralised system,which sends updates via mobile phones to ASHAs and mothers to ensure regular monitoring of mothers and infants health.Since its inception

327、 in 2010,the e-Mamta programme has reached more than 20,000 villages in 26 districts of Gujarat,covering 1,090 primary and 283 community health centres in the state.In 2013,it won Vodafone India the Golden Peacock Award,which recognises corporate excellence,in the category of corporate social respon

328、sibility.In Kenya,our mobile health enablement platform will be used as part of a programme called KimMNCHip.This partnership between Safaricom,AMREF,Nethope,CARE Kenya and World Vision aims to improve mother and child health records in clinics and for community outreach services,strengthen communit

329、y health referral services,and track details such as nutrition and HIV information.significantly increase the number of women getting treatment with 600 women treated in 2012,compared with just 168 in 2009 before we introduced this initiative.We raised more than 9 million in 2012 to support the impr

330、ovement of maternal health facilities at the CCBRT,and provide new facilities in northern Tanzania alongside a comprehensive awareness and prevention campaign.The campaign will help to change the lives of an estimated 31,000 women in Tanzania between 2015 and 2025,with the aim of treating around 3,0

331、00 women a year by 2015.Vision and approachTransformational solutionsOperating responsibly38 Vodafone Group Plc Sustainability Report 2012/13Health Our approachSaving for health insurance via M-PesaSafaricom is partnering with insurer Britam,Changamka Microhealth one of Kenyas mobile health financin

332、g technology providers and PSI a global health organisation to launch Linda Jamii,an innovative and affordable healthcare insurance option.It enables people in Kenya to use our M-Pesa mobile payment service to pay in instalments and save towards the cost of health insurance for their family.The insu

333、rance cover offered through this service,includes both out-patient and in-patient,maternity cover,dental and optical needs,and income replacement benefit.mHealth in developed marketsOur M2M and SMS technologies support enterprise customers across the developed world,improving healthcare provision,clinical trials and patients lives.In 2012/13,we continued a trial with Baxter Healthcare of a mobile