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People and culture

At Vodafone we want to be a trusted partner to connect for a better future.

That’s who we aspire to be. To get there we must be restless, passionate about improving the lives of our customers, colleagues and communities. We are always open to new things, and curious to create solutions that our customers will love. It starts with us. No matter where we work in Vodafone, we act as one. Together, we create a place where everyone can truly be themselves and belong.

Our commitment to inclusion is embraced at every level, from senior leadership in the Vodafone Group Plc Board, to each colleague and embedded in our culture (the ‘Spirit of Vodafone’), code of conduct, and business principles.

94,274

full-time equivalent colleagues

10,481

contractors, across 19 markets

137

different nationalities

The Spirit of Vodafone

The Spirit of Vodafone outlines the beliefs we stand for and the key behaviours that help us to make our strategy and purpose reality. Our Spirit is our catalyst for change, underpinning the successful and sustainable delivery of our transformation.

Future-ready skills

The transformation into a new generation connectivity and digital services provider requires new skills and capabilities in our organisation, such as software engineering, automation and data analysis. To develop future skills at scale, we ran a skills transformation pilot in Italy, which resulted in successfully reskilled 2,000 people to date, of whom 115 have been redeployed to new roles.

We continue to accelerate our skills transformation programme and will shortly launch a new tool which allows employees to update their skills profiles to support skills development and a global mentoring scheme.

We recognise that we are at our best in diverse teams in an inclusive environment and therefore are focussing on developing strong leadership and people skills to create and maintain inclusion across our organisation.

Digital & personalised experience

This year, we introduced our future ready framework as an immediate response to the pandemic and began to rethink future ways of working. Internal and external research confirmed that our office-based employees, while missing the social office connection, strongly support increased adoption of remote working, and our leaders foresee their teams using office spaces to collaborate rather than for individual work. At the same time, we observed sustained levels of productivity. We recognise that people do best when they can work in the way that works for them.

As a result, we have introduced further flexibility to our working practices including global standards for new hybrid ways of working so people can split their time between remote and in-office working (depending on the specific role). Where appropriate, our remote hiring policy will also allow our teams to source skills irrespective of location. We recognise that effective hybrid ways of working require new technology and policies. We have deployed digital collaboration and time management tools, such as Microsoft Teams and MyAnalytics, and introduced meeting guidelines to reduce meeting duration by 25%.

We have also started to reimagine how we will use our offices going forward, with the target of having approximately 80% of our office space dedicated to collaboration and co-creation. We have initiated pilots in offices in the Czech Republic and UK, leveraging our own IoT technology tracking how office space is used, as well as room booking.

Our people experience and strategy execution is powered by our digital tools and systems. We have established SuccessFactors as the single foundational platform and integrated new tools and apps such as Humu, DocuSign, our diversity data profile page, and domestic violence portal. We have started to experiment with new solutions in our markets, such as a new digital onboarding process in Spain, and we will continue to implement advanced digital tools to support reskilling at scale, strategic workforce planning and recruiting.

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