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After the transformation of the last three years, we are now a simpler company with a stronger growth outlook. Looking ahead, we will continue to drive continuous improvements across our business, with customer experience as our number one priority. We are now well set for mid-term growth.
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After the transformation of the last three years, we are now a simpler company with a stronger growth outlook. Looking ahead, we will continue to drive continuous improvements across our business, with customer experience as our number one priority. We are now well set for mid-term growth.
Margherita Della ValleGroup Chief Executive
Group service revenue growth (%)
Europe & Africa service revenue growth (%)
FY25 Management Interview
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Since I set out my plans to transform Vodafone two years ago, Vodafone has changed. Clearly there is much more to do, but this period of transition has repositioned Vodafone for multi-year growth.”
Margherita Della ValleGroup Chief Executive
Group service revenue growth (%)
Europe & Africa service revenue growth (%)
FY24 results webcast
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A year ago I set out my plans to transform Vodafone, including the need to right-size Europe for growth. Since then, we have announced a series of transactions and we are now delivering growth in all of our markets across Europe and Africa.
Margherita Della ValleGroup Chief Executive
Group service revenue growth (%)
Europe & Africa service revenue growth (%)
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CHANGE
Transformation gaining momentum
Since May 2023, Vodafone has been through a period of significant transformation, covering all aspects of our business, including portfolio, capital structure and operating model. Three years on, we are entering a new chapter as a simpler business. We have a clear strategy and through continued execution, we are in a strong position to grow.
PRIORITIES
Our strategic priorities
Our strategic priorities makes us well positioned to take advantage of the key mega trends shaping our industry
Customers
Back to basics
We are focusing on the simple, reliable connections, upgrades and service interactions our customers expect.
While there is much more to do, we are already delivering improvements in customer satisfaction and increasing customer loyalty.
Customers
- Consumer NPS
- Detractors
- Revenue market share
- Network quality
| Consumer NPS rank # | Promoter-to-detractor mix1 | 2025 Revenue market share2 | |
| Germany | 2 | +20% | c.25% |
| UK | 1 | +50% | c.20% |
| Other Europe | 1-2 | - | c.25% |
| Türkiye | 2 | +130% | c.25% |
| South Africa | 1 | +20% | c.45% |
Notes:
1 Promoter-to-detractor mix reflects proportion of promotor customers compared to detractor customers in each market. Period covered FY24 to FY26, with the exception of South Africa which is based on FY25 to FY26.
2 Represents Vodafone’s share of total telecommunications service revenue as at 31 December 2025, rounded to nearest 5%, based on Vodafone analysis. South Africa market share based on mobile service revenue only.
Simplicity
A leaner organisation
We need to be speedy and decisive. By reducing complexity within our business, we’re freeing ourselves up to be commercially competitive.
We have streamlined our operations and the efforts have improved productivity, transparency, and operational flexibility across the Group.
Simplicity
€ 0.7 BN
Opex savings1
11 K
Productivity
+ 83 %
Shared ops NPS2
Notes:
1Excluding cumulative re-investments
2 Based on shared operations net promoter scores.
Growth
Right-sized portfolio
We have right-sized our portfolio, so we can focus our time, effort, and resources in growing markets where we can win and create value.
Strategic partnerships and investments in high-growth areas like IoT and digital services have accelerated momentum.
Growth
+ 5.4 %
Organic service revenue growth
+ 4.5 %
Organic adjusted EBITDAaL growth
€ 2.6 BN
Adjusted free cash flow
Notes:
These are non-GAAP measures. See page 226 of the Annual report FY26 for more information.
