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T.Z.A.S.P Mandal’sPRAGATI COLLEGE
OF ARTS AND COMMERCE
A PROJECT REPORT ON
CSR OF VODAFONE
STRATEGIC MANAGEMENT
SUBMITTED TO
UNIVERSITY OF MUMBAI
FOR SEMISTER II OF
MASTER OF COMMERCE (ADVANCED ACCOUNTANCY)
BY
RAJAPL RAJU SAIPOGU – ROLL NO – 49
UNDER THE GUIDANCE OF
ANUJA BAPAT
YEAR 2015-16
T.Z.A.S.P.MANDAL’SPRAGATI COLLEGE OF ARTS AND COMMERCE
DOMBIVLI (EAST)
DECLARATION BY THE STUDENTS
I, Mr. Rajpal Raju Saipogu of M.Com Part – I, Roll No – 49 hereby declare that the project for the paper Strategic Management titled “CSR OF VODAFONE” submitted by me for Semester - II during the academic year 2015-16, based on actual work carried out by me under the guidance and supervision of Mrs Anuja Bapat.
I further state that this work is original and not submitted anywhere else for any examination.
Signature of Student (Rajpal Raju Saipogu)
T.Z.A.S.P.MANDAL’SPRAGATI COLLEGE OF ARTS AND COMMERCE
DOMBIVLI (EAST)
EVALUATION CERTIFICATE
This is to certify that the undersigned have accessed and evaluate the project on “CSR OF VODAFONE” submitted by Mr. Rajpal Raju Saipogu students of M.Com Part – I. This project is original to the best of our knowledge and has been accepted for Internal Assessement.
Internal Examiner PrincipalMrs Anuja Bapat Dr. A.P.Mahajan
External Examiner
ACKNOWLEDGEMENT
At the outset, I would like to than Almighty God for his shower of blessing. The desire of completing this dissertation was given by my guide Mrs Anuja Bapat. I am very much thankful to him for the guidance, support and for sparing her precious time from a busy and hectic schedule.
At am thankful to DR. A.P.MAHAJAN Principal of PRAGATI COLLEGE.My sincer thanks to our co-ordinator Mrs Anuja Bapat who always motivated me and provided a helping hand for conceiving higher education.
I would fail in my duty if I don’t thank my parents and brother who pillar of my life and my friends who have always supported and motivated me. Finally, I would express my gratitude to all those person who directly and indirectly helped me in completing my dissertation.
Mr. Rajpal Raju Saipogu
INDEX
SR.NO TOPIC PG.NO
1 Chapter I Introduction 6
2 Chapter II Objective 7
3 Chapter III Research Methodology 8
4 Chapter IV Scope And Limitation 9
5 Chapter V Review Of Literature 10
6 Chapter VI Concept 11
7 Chapter VII Profile 18
8 Chapter VIII Data Analysis 25
9 Chapter IX Finding And Suggestions 34
10 Chapter X Conclusion 35
INTRODUCTIONCORPORATE SOCIAL RESPONSIBITY
“What is corporate social responsibility? Different organizations have framed
different definitions, depending on a number of factors. These include the firm’s size,
products, activities, location, suppliers, leadership and reputation - although there is
considerable common ground between them. The definition of CSR is that CSR is
about how companies manage the business processes to produce an overall positive
impact on society. ”
In recent years, corporate social responsibility has been an increasingly popular topic.
More and more companies notice the importance of corporate social responsibility.
Because consumers are not only paying attention to the products like before, but also
scrutinizing your brands now. In order to maintain respected brands, CSR is a good
way for organizations to evaluate their impact on the world around them, and to make
changes that create positive effects in their communities.
Corporate social responsibility (CSR, also called corporate conscience, corporate
citizenship, social performance, or sustainable responsible business/ Responsible
Business) is a form of corporate self-regulation integrated into a business model.
CSR policy functions as a built-in, self-regulating mechanism whereby a business
monitors and ensures its active compliance with the spirit of the law, ethical
standards, and international norms. CSR is a process with the aim to embrace
responsibility for the company's actions and encourage a positive impact through its
activities on the environment, consumers, employees, communities, stakeholders and
all other members of the public sphere who may also be considered as stakeholders.
OBJECTIVES
This report will show the benefits of corporate social responsibility, the key issues in
corporate social responsibility and implementing corporate social responsibility. The
aim of this Project is using the corporate social responsibility model to analysis the
Company Vodafone and to make sure what kind of corporate social responsibility
strategy is. The study also includes the awareness of the Vodafone’s corporate social
responsibility towards its customer through a survey conducted.
Vodafone has defined a consistent set of values to achieve the aim of being a
respected and pioneering company that puts the customer at the heart of their
business. The essence of who they are underpins their values. They emphasize
in the importance of;
Speed - Vodafone is focused on speed to market, meaning they persistently
prioritise and pursue the outcomes that matter to their business.
Simplicit -They make things simple for their customers, partners and colleagues.
Trust-They are reliable and transparent to deal with. They deliver for others, and believe on others to do the same.
Their objective just like any other organization is reasonably high but they make no compromises in achieving their goals by not only having a bigger portfolio then the rivals but also by making sure that all the stake holders are influenced by the company's products and services.
RESEARCH METHODOLOGY Primary Data
The primary data is the first hand information collected from respondents with
the help of questionnaire, interviews, schedules .In this project a structured
questionnaire is prepared and data of 30 respondents is collected tabulated and
analyzed on percentage basis.
Secondary Data
The secondary data is information collected through publish data various
reference books, journals, magazines, bulletins, weekly and paper published
and articles referred.
SCOPE AND LIMITATION
The primary data is collected from 30 customers of Vodafone. The data is collected
with the help of questionnaire. The questionnaire includes 10 questions. The
information provided by respondents is sufficient to prove the accuracy of study and
its data analysis. Vodafone headquartered in Berkshire, England, UK, employing over 65,000
staff and with over 130 million customers. The name Vodafone comes from
Voicedata fone, chosen by the company to "reflect the provision of voice and
dataservices over mobile phones.The business operates in 26 countries
worldwide
The revolution in communications technology has resulted in informed and aware
customers. The increasing number and influence of consumer forums is testimony to
the fact that corporations can be pressurized to do responsible business. The rising
levels of education, unionization of work-force, and industrial democracy have
strengthened the case for CSR. The ICFAI Republic School (IRS) with it vision to
reach children from low economic backgrounds and provide them with knowledge,
skills and facilities in order to enable them to compete in the mainstream, is an
excellent example of CSR initiative.
REVIEW OF LITERATUREThe term "corporate social responsibility" came into common use in the late 1960s
and early 1970s after many multinational corporations formed the term stakeholder,
meaning those on whom an organization's activities have an impact. It was used to
describe corporate owners beyond shareholders as a result of an influential book by R.
Edward Freeman, Strategic management: a stakeholder approach in 1984. Proponents
argue that corporations make more long term profits by operating with a perspective,
while critics argue that CSR distracts from the economic role of businesses. Others
argue CSR is merely window-dressing, or an attempt to pre-empt the role of
governments as a watchdog over powerful multinational corporations.
CONCEPTCSR is titled to aid an organization's mission as well as a guide to what the company
stands for and will uphold to its consumers. Development business ethics is one of the
forms of applied ethics that examines ethical principles and moral or ethical problems
that can arise in a business environment. ISO 26000 is the recognized international
standard for CSR. Public sector organizations (the United Nations for example)
adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to
similar principles but with no formal act of legislation. The UN has developed the
Principles for Responsible Investment as guidelines for investing entities.
Origin of CSR
The primary drive for ethical business and corporate social responsibility can be
traced to USA and Europe in the '80s and '90s, from campaigns run by pressure
groups such as Greenpeace and Friends of the Earth. During this period consumer
boycotts, direct action, shareholder action, ethical shopping guides, ethical product
labeling schemes, media campaigns and ethical competitors became increasingly
effective in changing corporate perspectives. From then to now the principle or
practice of CSR has gained from strength to strength. Even Wall Street has responded
to this trend, with the Dow Jones launching a Sustainability Group Index (in October
1999). The SGI rates companies for their success in managing economic,
environmental and social factors."
A recent survey conducted by a research agency showed that 86 per cent of the
customers surveyed expressed a preference for purchasing a product from a company
engaged in activities to improve society. People felt better buying greeting cards of
CRY, an NGO engaged in working for needy children or TATA salt where for each
unit of sale one rupee is donated towards Socially Relevant Activities.
Globalization
The world shrinking to a global village saw the political, economic and national
barriers dividing people crumble and the concept of global citizen gained prominence.
Multinational companies took off the launch pad in a major way. MNCs soon realized
that they were fishing in choppy waters. In foreign lands they had to handle issues like
cultural diversity and sensitivity; follow labor laws that were unknown in their parent
country and comply with regulations and honor government restrictions. CSR
provided a unique opportunity to earn the respect and faith of the local people. The
MNCs started implementing CSR initiatives in a big way and earned favorable public
opinion and acceptance in the foreign land.
Social Awareness and Education
The revolution in communications technology has resulted in informed and aware
customers. The increasing number and influence of consumer forums is testimony to
the fact that corporations can be pressurized to do responsible business. The rising
levels of education, unionization of work-force, and industrial democracy have
strengthened the case for CSR. The ICFAI Republic School (IRS) with it vision to
reach children from low economic backgrounds and provide them with knowledge,
skills and facilities in order to enable them to compete in the mainstream, is an
excellent example of CSR initiative.
Government Rules and Regulations
The government in its pursuit of being a welfare state is enforcing socio-ecological
friendly rules and regulations. A corporate has to abide by strict regulations; be it
pollution control, protections against health hazards, ban on employment of child
labor, determination of minimum wage and many more.
Crises and Their Aftermath
CSR initiatives taken by a corporate assume significance in a crisis situation. The
stakeholder perception of the corporate being a responsible entity help the corporate
to tide the crisis and salvage some of the damage suffered. The defective battery case
of Nokia is a recent example. Consumer perception of Nokia being a socially
responsible firm coupled with effective crisis management by the Nokia Management
helped Nokia survive and salvage its reputation after the crisis.
DICHOTOMY REGARDING CSR PRACTICES
The practice of CSR is subject to much debate and criticism. Proponents argue that
there is a strong business case for CSR. Corporations can achieve long term benefits
when they operate with a perspective broader and more holistic than their own
immediate, short-term profits. But then some critics argue that CSR distracts from the
fundamental economic role of businesses. The primary motive of corporate houses
has been and should be to generate maximum profits for its shareholders and as such
CSR cannot be regarded as a business function
Rewards of CSR
In today's world of ever increasing competition, corporate cannot rely on generic
strategies of cost advantage, differentiation or focus. They need to come up with
something more innovative and effective. Corporate Social responsibility can prove to
be the light at the end of the tunnel. One quarter of the total financial wealth is tied up
in intangible assets such as corporate reputation, brand equity, strategic positioning,
business alliances; knowledge etc. and CSR can be used to fortify each of them.
Fulfilling CSR helps in the following business processes:-
Corporate Reputation
The focus of value creation has shifted to intangibles like reputation and relations. In
today's times perception is reality, and the company's reputation capital is perhaps its
most important asset. If the reputation of a well-known company is damaged the
company can shrivel and die within a short span of time, destroying shareholder value
and hurting the interests of virtually every category of stakeholders. The tragedy at the
Union Carbide factory in Bhopal and the Uphaar Cinema Tragedy in Delhi are some
of the infamous examples.
Conversely, even a lesser- known company which builds a solid reputation can thrive
and grow by competing effectively in the marketplace for customers, employees,
vendors, desirable business partners and capital. In the process, the company is able to
deliver sustained shareholder value. Adopting CSR boosts corporate reputation in a
big way and in the process promotes business interest.
Brand Perception
Reports have shown that people like to buy products from firms which are socially
responsible. The increasing number of customers buying greeting cards from CRY or
Alpha Foundation is compelling traditional market leaders like Archie’s or Hallmark
to indulge in introspection. CSR initiatives, in very subtle ways, create favorable
perceptions of the brand and the organization in the minds of customers. Nike
provides a compelling case in point. Nike suffered significant damage to its brand and
its sales when it was exposed as having poor labor standards in its supply chain.
Consequently, it benefited by embracing the cause of improving labor standards in the
supply chain, and by publicizing its efforts to certify compliance with labor standards
throughout its supply chain.
Brand Differentiation
In crowded marketplaces, companies strive for a unique selling proposition which can
serve to distinguish them from the competition in the minds of consumers. CSR can
play an important role in building positive customer perception and loyalty based on
distinctive ethical values.
Corporate Citizenship
Citizenship is defined as the rights and duties of the member of a country. Companies,
as legal entities are members of countries and as such can be thought of as Corporate
Citizens. Citizenship means active commitment and shouldering responsibility.
It means making a difference in one's community, society or country. Good Corporate
Citizenship can therefore be defined as understanding and managing a company's
wider influence on society for the benefit of the company and the society as a
whole.2. Thus corporate citizenship is synonymous with the concept of CSR. A CSR
which is not only 'cheque book philanthropy' but which arises from a deep set
conviction of the business leaders that business can and should play a role beyond just
money-making.
Share Ownership
Since the corporate indulging in CSR have widened their area of influence by
including not only the shareholders but also the stake holders, there has been a shift in
accountability from shareholders to stakeholders. By taking all stakeholders into
confidence the firms reduce their investment risk and optimize profits.
Goodwill
The importance of goodwill in business need not be emphasized. Goodwill is an
intangible asset, probably the most intangible of all intangible assets, hard to measure
and even more difficult to account for. In the emerging scenario it only pays if
Corporate use CSR initiatives to leverage goodwill of society in general and its
customers in particular.
Why Corporate Social Responsibility is Necessary
Corporate social responsibility may come across as a highly idealistic endeavor but it
actually produces highly favorable and observable results. Recent research studies
reveal that companies that are perceived by the public to adopt more socially
responsible business practices and ethics are more likely to perform financially better
than those companies who don’t.
Background
In today's economic and social environment, issues related to social responsibility and
sustainability are gaining more and more importance, especially in the business
sector. Business goals are inseparable from the societies and environments within
which they operate. Whilst short-term economic gain can be pursued, the failure to
account for longer-term social and environmental impacts makes those business
practices unsustainable.
Corporate Social Responsibility (CSR) can be understood as a management concept
and a process that integrates social and environmental concerns in business operations
and a company’s interactions with the full range of its stakeholders.
The Global Compact asks companies to embrace, support and enact, within their
sphere of influence, a set of core values in the areas of human rights, labor standards,
the environment and anti-corruption.
Event Objectives
The objective of this course is to introduce the participant to the concept of Corporate
Social Responsibility today, operationalising the term and ensuring a cohesive
definition of CSR and its applications for corporate sustainability. The learning
materials and tools available through the courses allow participants acquire relevant
introductory knowledge that will help them and their organizations to better address
social responsibility concerns through a United Nations perspective and from therein
promote and accelerate adherence to the UN Global Compact principles and progress
on the Millennium Development Goals. The UN and its work on CSR are therefore
highlighted showing how the UN Global Compact fits into the CSR approach, as well
as the role UN agencies have played in moving forward the concept of CSR.
The Benefits of CSR
Roland Bénabou and Jean Tirole (2009) show that “Empirical studies often relate
corporate profitability with socially responsible behavior. There seems to be, overall,
no or a slightly positive correlation between socially responsible behavior and
corporate returns.” So somebody view CSR as a drain on resources, because carefully
implemented CSR policies can help your organization. According to the website of
Simply CSR (2008). Benefits of CSR to companies include:
1. Win new business.
2. Increase customer retention.
3. Develop and enhance relationships with customers, suppliers and networks.
4. Attract, retain and maintain a happy workforce and be an Employer of Choice.
5. Save money on energy and operating costs and manage risk.
6. Differentiate yourself from your competitors.
7. Generate innovation and learning and enhance your influence.
8. Improve your business reputation and standing.
9. Provide access to investment and funding opportunities.
10. Generate positive publicity and media opportunities due to media interest in
ethical business activities.”
DOES CSR NEED INCENTIVES?
The importance of rewards cannot be undermined in reinforcing positive behavior. To
ensure that CSR is not only a transient management strategy or a temporary fad, it
needs to be endorsed, promoted and rewarded.
Implementation of CSR Commitment
Different company will approach CSR implementation in different ways. Paul
Hohnen (2007) show “one way to implement CSR commitments:
Develop an integrated CSR decision-making structure;
Prepare and implement a CSR business plan;
Set measurable targets and identify performance measures;
Engage employees and others to whom CSR commitments apply;
Design and conduct CSR training;
Establish mechanisms for addressing problematic behavior;
Create internal and external communications plans;
Make commitments public.”
PROFILE INTRODUCTION OF VODAFONE
Vodafone is a mobile network operator headquartered in Berkshire, England, UK. It is
the largest mobile telecommunications network company in the world by turnover and
has a market value of about £75 billion (August 2008). Vodafone currently has
operations in 25 countries and partner networks in a further 42 countries. The name
Vodafone comes from Voice data one, chosen by the company to "reflect the
provision of voice and data services over mobile phones." As of 2006 Vodafone had
an estimated 260 million customers in 25 markets across 5 continents. On this
measure, it is the second largest mobile telecom group in the world behind China
Mobile. In the United States, Vodafone owns 45% of Verizon Wireless.
Mission:
Vodafone is primarily a user of technology rather than a developer of it, and this fact
is reflected in the emphasis of our work program on enabling new applications of
mobile communications, using new technology for new services, research for
improving operational efficiency and quality of our networks, and providing
technology vision and leadership that can contribute directly to business decisions.
Vision:
Our Vision is to be the world’s mobile communication leader – enriching customers’
lives, helping individuals, businesses and Communities be more connected in a
mobile world.
CSR OF VODAFONE
In the heat of the suspended Vodafone employee retrenchment exercise, the
management gave a number of reasons why the exercise is necessary, one of which is
to set the tone for things to be done “The Vodafone Way” at the former Ghana
Telecom.
Even though downsizing was part of the controversial Sales and Purchase Agreement
(SPA) signed by the former government led by President John Agyekum Kufuor and
Vodafone PLC, the way management went about it has aroused some resistance from
stakeholders – the local and national labour unions and the minority shareholder,
government.
Interventions by an inter-ministerial team drawn from the ministries of
Communications and of Employment and Social Welfare; and a tripartite meeting
between union leaders, management of Vodafone and the employment ministry, failed
to yield amicable results until finally the National Labour Commission (NLC), upon
the petition of the workers' union, called for the suspension of the exercise until
further notice.
But, for what it is worth, it is only fair that after investing over a billion dollars in a
sinking entity like Ghana Telecom, while competition is making huge gains, the
investor, Vodafone, would want things to be done “The Vodafone Way”.
If there was a better way than “The Vodafone Way”, prior to the coming of Vodafone,
the company would not have recorded a loss of GH¢264 million last year.
Major Albert Don-Chebe (Rtd), Head of Corporate Communications at Vodafone,
told the GNA that another loss was expected at the end of this year, “but that will be
the end of losses”.
Vodafone has set a two-year target to turn the fortunes of the company around and
make it productive and profitable, and that, in their judgement, can only be possible if
things are done “The Vodafone Way”.
But “The Vodafone Way” is not only about productivity and profitability; it is also
about touching communities and making a difference in the lives of people, says Don-
Chebe.
This is in spite of the argument that most of the 942 workers, who exited voluntarily,
and the further 950 earmarked for compulsory exit, would eventually be a scar on
“The Vodafone Way” since not all of them can sustain their lives after Vodafone, no
matter how much Vodafone tries to help them to.
Coming into this country, Vodafone bought 70 per cent shares in Ghana Telecom for
US$900 million amidst passionate public criticism. Indeed, some prominent citizens
took the previous government to court on the sale of the national asset.
The current government, which led the criticism of the sale when in opposition,
instituted an inter-ministerial review of the whole SPA to determine whether it was
done in the best interest of the public, even though the previous Parliament approved
the SPA.
The Minister of Communications last month took delivery of the 67-page report of the
five-member inter-ministerial review committee and promised that government's next
line of action will ultimately be in the strategic interest of the public.
But Vodafone is not waiting for the government; it has since invested at least US$120
million into the third generation (3G) technology and expansion of 2G GSM
technology, bringing its total investment so far to over US$1.0 billion.
Even though the company reported a US$264 million loss last year, they have started
making social interventions across the country to indicate to Ghanaians that they are
not only here to make and export profits but to share the gains with the Ghanaian
public in ways that would impact individual lives.
“At Vodafone, we believe that our company's future is inextricably linked to the
quality of our connections to community and social causes. This is why we apply our
competencies and energies to the empowerment of communities where we operate,”
says Vodafone on its website, www.vodafone.com.gh.
The company says they do corporate social responsibility (CSR) because they want to
and not because they have to, adding that because their people have been resourced
and empowered to share this belief, every level and sector of their business
continuously strives to do what is right by their customers, community and
environment.
Indeed, at his first encounter with the Ghanaian media, Vodafone Ghana CEO, Mr.
David Venn, declared that CSR was his passion and that as far as he was concerned ,
CSR was part and parcel of the core business of Vodafone.
Mr. Venn therefore assured that, like in all the other core business areas, “Vodafone
will set the pace in CSR too for our competitors to follow.”
For one, Vodafone recently launched the biggest single subscriber reward promotion
dubbed “Vodafone Rewards”, which seeks to reward an individual subscriber with a
package worth US$1.00 million at the close of the promotion period, plus several
other juicy rewards to subscribers during the promotion period. The total value of the
Vodafone Rewards Promotion is about US$2.2 million.
The company was also the first to introduce a promotion dubbed “Stock Big, Grow
Big, and Win Big” intended to reward retailers for stocking and selling Vodafone
products. That promotion is worth GH¢1.0 million with the prizes component alone
worth GH¢435,000, says Ekow Blankson, Trading Marketing Manager at Vodafone
Ghana.
It seems Mr. Venn, or Vodafone for that matter, is putting his money where his mouth
is, with all the promotions and CSR activities either already accomplished or
underway, less than two years Vodafone landed in the country.
CSR Management and Governance
• Launch of core internal value – Passion for the World around Us
• Business Principles published
• Global CSR network established, two global workshops held and an expanded
central team dedicated to CSR
• CSR integrated into Vodafone Group risk management process
• Commenced engagement on CSR with key suppliers and partners
Society
• Group Foundation established
• Policy on Social Investment published
• Review of key policies across Vodafone subsidiaries – from communications on
health concerns to handset theft
• Independent research into radio frequencies and health supported
• Major additional investment in support of independent research into radio frequency
(RF) and health in UK and Germany
• Policy on independent radio frequency field monitoring established
• Active support for initiatives for mobile handset manufacturers to publish Specific
Absorption Rate (SAR) levels
• Engagement with Governments to ensure best possible regulatory framework on RF
is in place and implemented promptly
Environment
• Review of key impacts – first set of Vodafone Group baseline data
• Established basis for setting key performance indicators
• Strategic partnerships and stakeholder engagement – Vodafone Group joined
World Business Council for Sustainable Development, Global e-Sustainability
Initiative and Business in the Community
Delivering Our Values: Environment
A central pillar of Vodafone’s Passion for the World around Us and of our approach
to CSR is our concern for the environment. One of our Business Principles is a
commitment to sustainable business practices and environmental protection
throughout our operations.
We have made significant progress on the environmental commitments we made last
year. Our main achievements are:
• A comprehensive baseline assessment of environmental performance
• Group data that will allow us to identify and track Key Performance Indicators
(KPIs), which we will report against in future years.
Economy
• Initial review of ‘cash value added’ distribution
• Acknowledgement of importance of Digital Divide issue through Vodafone
Group involvement in Digital Europe
CSR GOVERNANCE AND RESPONSIBILITY
Vodafone’s commitment to CSR is characterized by strong leadership and robust but
flexible management structures and systems.
Management Structures
A cornerstone of our approach has been the development of an internal governance
and reporting structure, centered around two Group committees – the Group Policy
Committee and the Group Operational Review Committee. These committees are
chaired, respectively, by the Chief Executive and the Group Chief Operating Officer,
with members drawn from among the most senior management in Vodafone. Between
them they address both policy and strategy issues, including risk management, as well
as ensuring delivery at the operational level.
The CSR team based in the Group headquarters has, over the past 12 months,
established a network of some 80 CSR representatives in Vodafone subsidiaries all
over the world. This global network meets regularly to shape and drive the CSR
program me for the Vodafone Group. Over time, the network will become the
knowledge base for CSR throughout the Vodafone Group, identifying and promoting
best practice, sharing perspectives on key issues, and bringing strong operational
experience to bear as specific CSR initiatives are brought forward from the higher
level Group committees.
As well as reporting to and supporting these two Group committees, an ongoing
objective of the CSR team is to build awareness and commitment to CSR in the
workforce.
Management Systems
Our goal is to build, by the end of 2003, a Vodafone Group CSR management system
that reflects Vodafone’s organizational structure and provides the framework for
measurable performance on CSR. Significant progress has been made this year in
laying the foundations for this system. In addition to the Business Principles, Group
CSR reporting templates have been developed by the CSR network to measure and
report key environmental and social impacts in a consistent way. Some of the data
gathered so far is presented in subsequent sections of this report.
A proprietary web-based data collection tool has also been identified (called ENVOY)
and will be piloted as a means of gathering CSR data and allowing both the Group
CSR team and the Vodafone subsidiary participants to view relevant information.
This system will be assessed for its application as a tool to manage CSR information
at the Vodafone Group level.
Vodafone’s global CSR management system will set the overall direction and
parameters for CSR performance while retaining operational flexibility for delivery at
local level. This will be in keeping with our approach to all areas of our business –
sharing a vision, setting common standards, but allowing Vodafone people who
understand local context and local needs the freedom to deliver their Passion for the
World Around Us.
Four Vodafone Group subsidiaries already have ISO14001 and others will be
reviewing and assessing the contribution that this management standard might have
for their own operations.
DATA ANALYSISQ1.Have you read CSR Report of the Vodafone?
Respondent Criteria
18 YES
12 NO
As Per the feedback taken from the respondent, Most of the respondent are aware of
CSR and have read the CSR report. Whereas few of them know about the CSR but,
haven’t read the report.
Q2.Would CSR influence you’re dealing with Vodafone?
Respondent Criteria
10 YES
20 NO
As per the survey, it clearly indicates that the CSR will not influence dealing with
Vodafone for many consumer. Whereas only few will go through CSR activities
while dealing with the company as they think CSR is a vital activity as a social
activity.
Q3.Do you know CSR activities of the Vodafone?
Respondents Criteria
20 YES
10 NO
As per the survey, it is clear that many of the respondents know about at least one
CSR activity of the company. Very few people do not know about it as they may
think it as irrelevant from their point of view.
Q4.Do you know the minimum contribution for CSR out of profits of Vodafone?
Respondents Criteria
9 YES
21 NO
As per the feedback taken from the respondents it is clear that almost many of the
customer don’t know even the profits of the company, so to as ask further regarding
contribution of CSR but obvious they won’t be knowing. Only few customers know
it.
Q5.Where do you think the Vodafone should contribute more as a CSR activity?
Respondents Criteria
15 Education Development
7 Hospitality Development
8 Environmental Development
As per the feedback most of the customer thinks that education should be promoted
on a very high level to educate our generation and to make them strong by all means.
The CSR towards Hospitality and Environment are also vital but to promote it also
initially they should be educated.
Q6.Do you know the Net Profits of Vodafone?
Respondents Criteria
5 YES
25 NO
As per the pie diagram almost 90% don’t knew the annual profits of the
Vodafone.Vry few number of customer knows it. This few customers go through the
annual reports of the company and hence they know it.
Q7.Do you read Annual Reports of the Vodafone?
Respondents Criteria
5 YES
25 NO
The survey shows the similar result as it was in earlier question, many of them do not
know it because they do not find it essential to get known about the profits and other
activities of the Vodafone being a customer of it. Whereas few consumer read it in
newspaper.
Q8.Do you know the latest CSR Notification given by RBI?
Respondents Criteria
10 YES
20 NO
As per the feedback only few people know about the CSR Notification given by RBI
as they have read it in newspaper. Many of the consumer don not know it as they are
not interested in getting known it.
FINDINGS & SUGGESTIONS
FINDINGS
The data analysis clearly states that many of the customers are clear with the
concept of the CSR.
The customer is happy with the activities of the CSR done by Vodafone.
Many of the customers do not find it important to know about company’s CSR
as they are concerned with their point of interest while dealing with Vodafone
and not the CSR.
SUGGESTIONS
The company should take steps so that the customer will feel it easy to get
known about CSR activities.
The company should also take steps regarding customer attraction towards the
CSR.
CONCLUSION
After the study of the company and its CSR activities, I conclude that the overall
image of the company regarding the CSR activities is excellent in market but the
customer is unaware of it on an average basis. The company should come up with
such a CSR activities which u makes involve their customer also.
Webilography
World Wide Webhttp://www.vodafone.net/vodafoneInfo/http://www.referenceforbusiness.com/history2/61/vodafone-Corporation.html.WWW.GOOGLE.COM
