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Vodafone Australia Corporate Responsibility Report 2007

This is Vodafone Australia’s first corporate responsibility report,


covering the year ending 31 March 2007. This report is structured to
give a response to the issues that are most material to our business.
More details on our corporate responsibility strategy and initiatives are
available on our website: www.vodafone.com.au/responsibility.
Each section of this report has been structured to answer the
following questions:

What’s it all about?


What have we done?
What are we committed to doing?

Contents

Letter from Russ 2 Community 29


Vodafone Group 3 Commmunity
Vodafone Australia 4 summary 30
Our place in the Access to
Australian economy 5 communications 32
Our approach to Health and mobile
corporate responsibility 6 technology 35
Responsible network
deployment 37
Vodafone Australia
Foundation 39

Our People 9 Environment 43


Our people summary 10 Environment summary 44
Employee engagement 14 Energy efficiency
Our CR engagement and climate change 46
strategy 15 Reuse and recycling 48
Diversity 16
Career development 16
Leadership 17
Reward and recognition 17
Health and wellbeing 18

Marketplace 19 Commitments
Marketplace summary 20 and GRI 51
Our customers 22 Commitments 52
Responsible marketing 24 GRI Index 53
Safe use of mobile
technology 24
Products and services 24
Clear pricing 25
Customer privacy 26
Supply chain
management 27

Vodafone Australia
Corporate Responsibility Report 2007 1
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CEO
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Chief Financial Chief Marketing Chief Technology Brand and Sales Service Governance
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Manager corporate responsibility


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Corporate Responsibility Report 2007 7


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8 Vodafone Australia
Our People

Corporate Responsibility Report 2007 9


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10 Vodafone Australia
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Corporate Responsibility Report 2007 11


Our people

This section explains our approach to our people. It outlines what we


have been doing in relation to employee engagement, leadership,
career development, employee diversity, employee communications
and employee health and wellbeing.
What’s it all about? Our goal is to align our ‘customer promise’
and ‘people promise’ to create an unbeatable It’s about knowing we
At Vodafone we believe that to be a responsible
business everybody has to count. Our business
experience so both our people and customers
feel appreciated, confident and inspired.
count… Tyrone O’Neill,
principles commit us to the pursuit of equality,
opportunity and diversity. We are focused on
This includes creating an environment where general manager of a
creating an inspiring and challenging workplace
our people feel they can be themselves and
contribute their best. highly engaged team
that provides an inclusive working environment,
promotes wellbeing, treats people with respect,
encourages employee involvement and offers
What have we done? I have the pleasure and privilege of leading a
• Surveyed our people on our performance team within marketing called ‘customer insights’.
attractive incentives and innovative development As a team, we seek to better understand
opportunities. All employees learn Vodafone’s • Developed a people strategy and customer attitudes and behaviour. This helps us
business principles (see page 3) on induction. people promise more closely match Vodafone’s products,
These require us to act honestly and ethically in • Developed a strategy for CR engagement services, and communications to the needs of
the way we work. customers and the market.
• Worked on diversity in our organisation
The issues that are material to our people and My approach to staff engagement begins with
• Improved the training opportunities
key stakeholders are summarised below. acknowledging three truths. First, that no matter
for our people
As a HPVBO, we are clear about what we stand our role at work, we are all equal as people and
• Worked on developing high performing
for, what we do and where we’re headed. Our we all deserve to be treated with respect and
leaders
brand essence and people values, Red, Rock honesty. Second, every individual possesses
Solid, Restless, are an internal representation • Developed competitive remuneration incredible potential and capability - albeit in
of our brand and describe how we will be and and recognition different ways - and we all have an underlying
behave. We expect our people to live these • Worked on employee health, safety and need for autonomy, creativity, and self-
values, and in turn, create an exceptional wellbeing actualisation. Third, our lives include our work
experience for our customers and deliver but extend well beyond our time and tenure at
outstanding business performance. the office.
Our values and strategy provide a framework for Much of what we do in the office is simply a
how we interact with our customers, with each consequence of these beliefs. Our team strategy
other and the world around us. and planning is done collectively and
transparently and with clear leadership. We have
frequent whole-of-team meetings where we are
open and frank about problems or issues which
arise. We also share ‘big picture’ corporate affairs
as well as tactical and operational matters.

Material issues for our people We actually live out our explicit team
commitments to support each other to have fun
Material issues Stakeholders affected at work and we continually refine our work/life
balance.
Employee engagement Our employees
None of this is revolutionary, but in essence our
Diversity Potential employees culture simply allows us to be ourselves at work.
Career development and training Customers and suppliers who interact with our people Importantly, it actually encourages us to see
Leadership Equality and Equal Opportunity Commission (EEOC) that the purpose of work is not just about
paying the bills.
Health and wellbeing Equal Opportunity for Women in the Workplace (EOWA)

12 Vodafone Australia
Our People

Corporate Responsibility Report 2007 13


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14 Vodafone Australia
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Corporate Responsibility Report 2007 15


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16 Vodafone Australia
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Corporate Responsibility Report 2007 17


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What are we committed to doing?


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18 Vodafone Australia
Marketplace

Corporate Responsibility Report 2007 19


Marketplace summary

What’s it Since entering the Australian market in 1992, we have grown our
customer base to more than 3.69 million customers. Our goal is to be
all about? Australia’s most trusted telecommunications brand.
Our partners and suppliers are also an integral part of our business, so we
spend considerable time working with them to ensure they understand our
commitment to being a responsible company and acting in an ethical way.

3.69m Vodafone
customers

What have Supplier performance management for tier one suppliers

we done? Assessment of new suppliers


• CR is the first of six required performance pillars
(along with financial, technology, commercial,
delivery and quality)
Qual
ific • Qualification of new suppliers includes
at i
factors of CR risk and spend

on
Driving improvements
in performance
Optimisation

• Supplier improvement
projects for poor- Sourcing
performing suppliers
• Site assessments of
strategy
existing suppliers on a basis
of risk and performance
n

t
io

lua Measurement of existing suppliers


Eva • Ongoing bi-annual monitoring of tier 1
through a scorecard. CR accounting for 10%
of the overall evaluation score
• Supplier awards based on score card results.

What are we Customers:

committed By March 2008:


to doing? Finalise the development
and deployment of
‘parental lock’. Parental
lock will apply to our
proprietary network
(Vodafone live!).

20 Vodafone Australia
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Corporate Responsibility Report 2007 21


I.0%3.$/'A,0$

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22 Vodafone Australia
Marketplace

Corporate Responsibility Report 2007 23


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24 Vodafone Australia
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Corporate Responsibility Report 2007 25


information, which will be sent to customers with
their first bill.
In addition, we try to minimise bill shock by:
Privacy
Vodafone like other Australian companies, is bound by the National Privacy Principles as set
• providing free self-service options (over the out in the Privacy Act 1988 (Cth) and the Privacy Amendment (Private Sector) Act 2000.
phone, by SMS and online) so customers
can check their spend level at any time Information about Vodafone’s collection, use and disclosure of personal information can
be found on our website: www.vodafone.com.au
• using ‘plain English’ terms and conditions
in all our contracts.
Outstanding debt These requirements cover the collection, storage
When customers wish to join us on a contract and use of our customers’ personal information Customer privacy complaints
plan or mobile payment plan, we conduct a which is provided to us in the course of delivering
credit check to ensure they have a good credit products and services to our customers.
30
rating and are in a reasonable financial position The diagram on customer privacy shows the
to pay their monthly charges. Sometimes number of complaints received in the past
customers find they cannot afford the monthly three years, the majority of which relate to 25
payments to which they have committed. concerns over unauthorised access to
This can lead to a situation where the service account information. 20
is barred, and the customer is recorded as the We manage our legal responsibility to provide
holder of an unpaid bill. This can affect the assistance to law enforcement authorities with
customer’s ability to obtain credit in the future. 15
care and consideration for the various interests
We are implementing a number of initiatives over at stake, including customer privacy.
the next six months to reduce the incidence of Vodafone Group is developing a Group-wide 10
these situations. We will develop better credit policy on law enforcement assistance. This
check processes to ensure customers do not policy will be based on consultation with 5
sign contracts they cannot afford to pay. We are stakeholders about the appropriate balance
also developing a plain English ‘contract between safeguarding privacy and assisting law
explainer’ to ensure customers know exactly enforcement authorities to tackle serious crime. 0
what they are agreeing to when they join 2004/05 2005/06 2006/07
a contract plan or mobile payment plan. Further information:
The ongoing development of our bill shock • Responsible Marketing Guidelines
initiatives will also help ensure customers are • Managed partners accreditation guidelines
less likely to receive large, unexpected bills.
• Mobile phones and driving
Customer privacy • Mobile phone etiquette
We are committed to adopting the highest www.vodafone.com.au/responsibility/
standards to safeguard our customers’ consumer
personal information by adhering to local
legal and regulatory requirements and where
appropriate Vodafone Group’s privacy policy.

What are we committed to doing?

By March 2008: By March 2009:


Finalise the development Launch an internal
and deployment of on-line privacy awareness
‘parental lock’. Parental program to describe
lock will apply to our Vodafone’s privacy policy
propriety network and what it means for
(Vodafone live!). employees.

26 Vodafone Australia
Supply chain management
What’s it all about? Material issues Stakeholders affected
Vodafone has no manufacturing facilities. We
Corporate responsibility in the Suppliers and our other partners
source our mobile phones, network equipment, supply chain
and other products and services from various Our suppliers’ employees in Australia and overseas
suppliers. Human rights
Industry working groups such as the Global e-Sustainability Initiative
We work very hard to ensure that our partners Health and safety
Non-government organisations
and suppliers understand and respect our
commitment to an ethical supply chain. Manufacturers
We expect them to work with us to jointly
manage our impact.
Material issues and stakeholders impacted by
our supply chain are highlighted in the table
on this page.

What have we done?


While we don’t have direct control over the
manufacture of the goods supplied to us,
we still try to actively pass our CR values
and policies through our supply chain.
We are concerned about labour and
environmental standards within our supply
chain and have:
• developed a common industry approach
to supplier assessment
• introduced a code of ethical purchasing
• created our own six pillar approach
to supplier assessment
• engaged and assessed performance
with our key suppliers
• launched a whistle blowing mechanism

Developed a common
industry approach to Global supplier conference 2007 – award winners

supplier assessment
Vodafone Group is working globally with other Code of ethical purchasing Vodafone’s supplier
information communications technology (ICT)
companies to establish a common approach to
Vodafone Group launched the code of ethical
purchasing in 2004 and we have implemented
assessment process
supplier assessment. We are doing this through our it in Australia. Our suppliers (including major It’s important to assess the risks in our own
involvement in the Global e-Sustainability Initiative partners) must commit to this code in their supply chain in order to evaluate their impact on
(GeSI) and collaboration with the Electronic Industry contracts with us. The code covers areas such as our operations and reputation. Potential risks
Code of Conduct Implementation Group (EICC). child labour, freedom of association, health and include the use of forced or child labour by
We believe this common industry approach will safety and the environment. a supplier, unsafe and unhealthy working
promote consistent and effective engagement conditions and negative environmental impacts.
When assessing the risks of unethical purchasing
with suppliers to the ICT sector. To minimise supply chain risks, Vodafone has
within our supply chain, we consider:
established a new supplier assessment process.
• the geographic reach and size of the supplier All new key suppliers are assessed against our
organisation
Global e-Sustainability • the nature of the goods and services we
six pillars of supplier performance management
(SPM), including CR, before any contract is
Initiative (GeSI) are purchasing awarded. The supplier qualification process is
Vodafone is part of the GeSI Supply Chain • the nature of the relationship we have managed using an online risk scoring matrix
Working Group. The Group’s objective is to with the supplier tool. All new suppliers are subject to a six
develop a common approach to measure monthly evaluation.
• the countries in which the supplier operates
and improve supply chain standards
The suppliers’ countries of operation are
across the ICT sector. Visit the GeSI website
checked against three global indices to assess
for more information www.gesi.org.
the possible risks. These indices include the
To find out more about how we manage our Human Rights Index Worst 50, the Corruption
global supply chain see www.vodafone.com/ Perception Index Worst 100 and the Freedom
responsibility/supplychain House Worst 50. A self assessment process is
used to develop a risk matrix of suppliers on CR.

Corporate Responsibility Report 2007 27


O).+3"%'*%)%B"#$/1, Six pillars of supplier
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www.vodafone.com.au/responsibility/
supplychain
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#(,+/#%,(%)$%"#9"%0#$R%(.0#+9%
F.)1#%3)/#'+@

28 Vodafone Australia
Community

Corporate Responsibility Report 2007 29


L'AA.+#/6%$.AA)06

What’s it Vodafone is committed to operating our business in a responsible and


sustainable manner.

all about? [,%5,1#,8,%#+%)%$/)R,"'1(,0%)440')3"%/'%,+9)9#+9%B#/"%$'3#,/6%'+%#$$.,$%/")/%


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30 Vodafone Australia
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i=@JA ;HQa%! ;>a


donated by the Foundation in the amount of funds raised of our landlords were surveyed
in 2006/07 by our employees, matched about their concerns on network
by the Foundation deployment

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40'90)A$@%%

Corporate Responsibility Report 2007 31


Access to communications

This section outlines our responsibilities to various stakeholders in our


wider community, and includes issues such as access to communications,
health and mobile technology, responsible network deployment and
community investment through the Vodafone Australia Foundation.
What’s it all about? Material issues Stakeholders
Communications technology has enormous Access to Customers who experience difficulties using mobile phones
potential to bring significant social and Communications
This group includes older customers and consumers with a
economic benefits to Australia. Vodafone disability including those who have:
recognises that we have a role to play in ensuring
• deafness or a hearing impairment
these benefits are accessible to as many sections
• mobility impairment
of society as possible. This is identified as one of • dexterity impairment
the key priorities in our CR strategy (See Our • blindness or a vision impairment
Approach to CR section). • a speech impairment
Material issues and stakeholders impacted by • an intellectual disability
access to communications technology for Customers in low socio-economic groups
Vodafone are highlighted to the right.
Governments, development agencies, community organisations
We recognise that not all consumers have the and communities
same opportunity to access telecommunications
products and services and enjoy their benefits.
Older people and people with a disability can What have we done? Mobile Phone Industry Good Practice Guide:
Accessibility for People with Disabilities. The
find mobile phones difficult to use, especially • participation in industry forums and bodies on guide is designed to advise and assist the mobile
as they become smaller and more complex. accessibility issues industry on how to make their products and
The price of services and handsets can also restrict • affordable products and services services more accessible to Australian
people belonging to low socio-economic groups consumers with a disability.
• products and services with accessible features.
from accessing communications. As people with We are also a member of AMTA’s Accessibility
a disability tend to be over-represented in low Participation in industry forums and Committee. One of the committee’s
socio-economic groups, the combined impact bodies on accessibility issues achievements has been the development of the
of price and accessibility has the potential to In order to reduce the level of preventable AMTA accessibility work plan. The work plan is a
further increase their likelihood of exclusion. exclusion in Australia, we became a founding framework outlining how AMTA works with
We believe that we have a responsibility to supporter in September 2005 of the Australian members and organisations that represent people
understand the accessibility needs of existing and Mobile Telecommunication Association’s (AMTA) with disabilities. AMTA Accessibility Committee
potential customers and seek to provide greater objectives are summarised on page 34.
opportunities to access telecommunications
products and services.

Thats music to my ears


World of Difference
Program graduate -
Natalie Bower.
The World of Difference program was
established in 2003 and offers four
Australians the opportunity to work
for a charitable cause they are
passionate about for a year.
As one of the Vodafone Australia Foundation’s
help provide creative opportunities for children stimulates all of the senses and facilitates age
World of Difference graduates in 2006, I was
through the use of musical interactions. This appropriate cognitive function, language skills
able to achieve my goal of working with my
helps to promote a positive sense of wellbeing and other developmental skills. The knowledge
nominated charity, KidsXpress.
and outlook for children. and experience I have gained to date has been
KidsXpress is a therapeutic centre based in both extremely challenging and hugely rewarding!
I am extremely passionate about music and its
Sydney which empowers children during the
therapeutic power. With the Foundation’s Thanks to World of Difference I have worked
challenging times in their lives through the
support I know I made a difference where the with 182 children and facilitated more than
therapeutic use of music, art, dance and drama.
difference counts! Music is a universal language 1800 music therapy sessions!
I am a Registered Music Therapist and by
that crosses boundaries of age and culture. It is
working with KidsXpress, I have been able to
a motivating and calming medium that

32 Vodafone Australia
Community

Corporate Responsibility Report 2007 33


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indigenous youth with access to Red 4)/"B)6%/'%#+30,)$,(%'44'0/.+#/#,$%*'0% (,8,1'4,(%YN0,)AS/0,)A2@%!"#$%#$%)%B,5`5)$,(%
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Further information:
www.reddust.org.au/about/
dreamstream.html

Maintaining value for customers through


competition in the Australian market
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36 Vodafone Australia
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Corporate Responsibility Report 2007 37


We are working closely with our
contractors P'B%(',$%)%5)$,%$/)/#'+%B'0Ro
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A tower may be required
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in some locations.
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We aim to minimise the impact on Public
communities and the environment telephone
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by co-siting base stations and sharing
our network.
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38 Vodafone Australia
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Corporate Responsibility Report 2007 39


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Further information on our partners:


www.vodafone.com.au/responsibility/foundation

40 Vodafone Australia
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Corporate Responsibility Report 2007 41


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Further Information:
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42 Vodafone Australia
Environment

Corporate Responsibility Report 2007 43


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56%&'()*'+,%#$%40'(.3,(%'**`$"'0,@%[,%)0,%)1$'% environment
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50 Vodafone Australia
Commitments and GRI

Corporate Responsibility Report 2007 51


L'AA#/A,+/$

Issue Commitment Owner Date


Stakeholder Formalise our approach to CR stakeholder engagement by Governance March
Our Approach

engagement developing a consistent framework for engagement during Director 2008


to CR

the next 12 months


CR reporting Publish a Vodafone Australia CR Report assured using Governance Sept
AA1000AS Director 2009
Engagement We will further develop the Beyondyou initiative so that People and Brand March
everybody counts when it comes to CR Director 2008
Our People

We will maintain our position among Hewitt Best Employers


in Australia and New Zealand
Health and safety We will maintain or improve lost time accident performance People and Brand March
from the baseline of three lost time accidents in 2006/07 Director 2008

Products and Finalise the development and deployment of parental lock. Chief Marketing March
services Parental lock will apply to our proprietary network Of!cer 2008
(Vodafone live!)
Marketplace

Privacy Launch an internal on-line privacy awareness program Governance March


to describe Vodafone’s privacy policy and what it means Director 2009
for employees
Supply Chain Achieve 100% follow up within three months for all local and Chief Finance March
Management global suppliers identi!ed as high risk during quali!cation Of!cer 2008
Access to We will launch the ‘Speaking Phone’, a product that provides Customer Operations August
Communication increased access to communication technology to visually Director 2008
impaired and blind customers
Health & Mobile We will set targets and report on Australian stakeholder opinion Governance March
Technology on how responsibly Vodafone is acting regarding mobile phones, Director 2008
base stations and health
Community

Responsible We will issue an update to landowners on the latest scienti!c Chief Technology March
Network research on electro-magnetic energy and invite them to Of!cer 2008
Deployment contact us for further information
Community The Foundation will work with the business to develop a tool People and March
Investment that enables us to measure the awareness and engagement Brand Director / 2008
of our people in Foundation programs Foundation Chair
The Foundation will further develop KPI targets to measure March
partner and program performance with our key not-for-pro!t 2008
partners
Energy Ef!ciency We will actively seek ways to minimise our CO2 emissions to Chief Technology March
& Climate Change help Vodafone Group meet their goal of a 40% reduction in CO2 Of!cer 2011
per MB of traf!c.
Environment

We will develop a year-by-year climate change commitment for March


our business. 2008

Reuse & Recycling We will send 95% of our network equipment waste for reuse Chief Technology March
and recycling. Of!cer 2008
We will increase handset returns attributable to Vodafone Sales Director March
through MobileMuster by 100% compared to 2006/07 2008

52 Vodafone Australia
G1'5)1%M,4'0/#+9%W+#/#)/#8,C%G:%W+(,X%\)50#(9,(]
[,%")8,%3"'$,+%/'%/)R,%)+%#+30,A,+/)1%)440')3"% 4,0*'0A)+3,%#+(#3)/'0$%B,%")8,%0,4'0/,(%)9)#+$/% B,5$#/,%)/C%BBB@91'5)10,4'0/#+9@'09@%S/0)/,96%
/'%0,4'0/#+9%\$,,%'.0%)440')3"%/'%3'04'0)/,% #+%'.0%4,'41,7%A)0R,/41)3,7%3'AA.+#/6%r% )+(%)+)16$#$7%'09)+#$)/#'+)1%40'%1,7%0,4'0/%
0,$4'+$#5#1#/6%^%A,)$.0#+9%r%0,4'0/#+9%4,0*'0A)+3,% ,+8#0'+A,+/%$,3/#'+$%'*%/"#$%0,4'0/@%-%3'A41,/,% 4)0)A,/,0$7%9'8,0+)+3,%3'AA#/A,+/$%)+(%
4@?]@%[,%")8,%.$,(%/",%G1'5)1%M,4'0/#+9%W+#/#)/#8,% #+(,X%'*%/",%G:%9.#(,1#+,$%B,%")8,%0,4'0/,(% ,+9)9,A,+/$7%A)+)9,A,+/%)440')3"%)+(%
YG:2%9.#(,1#+,$%#+%40,4)0#+9%/"#$%0,4'0/%)+(%")8,% )9)#+$/7%3)+%5,%*'.+(%'+%'.0%B,5$#/,%)/C%BBB@ 0,A)#+#+9%4,0*'0A)+3,%#+(#3)/'0$%)+(%
)$$,$$,(%'.0%)441#3)/#'+%)/%O,8,1%YZ2@% 8'()*'+,@3'A@).D0,$4'+$#5#1#/6DG: /,1,3'AA.+#3)/#'+%$4,3#%3%#+(#3)/'0$%+'/%
!",%G:%/)51,%5,1'B%"#9"1#9"/$%/",%G:% GMW%)+(%G:%9.#(,1#+,$%A)6%5,%*'.+(%'+%/",#0% #+31.(,(%#+%/",%/)51,%5,1'BC

G3 Index (Abridged)
Report Section G3 Indicator Page Number
Our People
Economic Performance Indicators EC3 11
Labor Practices & Decent Work Performance Indicators LA1 - LA3 14; 15; 16
LA7 17
LA10 - LA13 11, 17; 14; 16; 15
Society Performance Indicators SO3 10
Marketplace
Economic Performance Indicators EC6 21, 27
Human Rights Performance Indicators HR1 - HR2 21, 27; 27
HR5 - HR7 27; 27; 27
Product Responsibility Performance Indicators PR1 24
PR3 24
PR5 – PR8 24, 25; 24; 24, 25; 26
Society Performance Indicators SO2 27
Telecommunications Sector Speci!c Indicators PA7 24,25,26
PA10, PA11 25; 24
Community
Economic Performance Indicators EC1 39
EC8 - EC9 32,37, 38, 39; 37
Product Responsibility Performance Indicators PR1 35
PR3 35
Society Performance Indicators SO1 37
Telecommunications Sector Speci!c Indicators IO3 - IO7 36; 35; 35; 36; 37
PA1 - PA2 34; 32
PA5 32
PA8 35
Environment
Economic Performance Indicators EC2 44, 45, 47
50; 48, 50; 46; 46; 46;
Environment Performance Indicators EN1 - EN7 47; 47
EN16 - EN18 46; 46; 46,47
EN22 - EN24 48,50; 46; 48
EN26 - EN27 50; 48,50
Telecommunications Sector Speci!c Indicators TA1 50

Corporate Responsibility Report 2007 53


Find out more

Visit our website


Download our CR Report and find additional information on our CR activities at:
www.vodafone.com.au/responsibility

Get in touch
We welcome your feedback on our CR performance and your views on this report.
Please contact:
Ramana James (CR Manager) ramana.james@vodafone.com or
Sharmin Salahuddin (CR Advisor) sharmin.salahuddin@vodafone.com

Vodafone Australia Limited


799 Pacific Highway
Chatswood Tel: +61 9415 7000
NSW 2067 Australia www.vodafone.com.au

This document is printed on Revive Silk Cover 250gsm and Revive Silk Text 150gsm.
The cover stock is produced in Spain from a mill holding ISO14001, ISO 9001 and FSC certification. It contains 30% fibre sourced from post consumer
recycled waste and FSC certified pulp. Revive Silk Text is an Australian made stock which contains 35% locally sourced waste (15% post and 20% pre
consumer waste). All fibre has been sourced from ISO 14001 accredited suppliers and the paper was manufactured in an ISO 14001 certified mill.
Furthermore, 92% of the energy used to produce Revive Silk Text is sourced from renewable hydroelectric and wind farm power, therefore reducing the
carbon footprint on the environment.
Printed using vegetable-based inks and distributed by Blue Star Print Group. By undertaking all printing, binding, distribution and mailing within a 5 km
radius, further environmental savings in terms of transport and energy are achieved. All the steps we have taken demonstrate our commitment to making
sustainable choices.

Co-ordination: Vodafone Australia Corporate Responsibility Team.


Design and production: Yello Enterprise IG. Print: Blue Star Print Group. Photography: Tim Bauer. Consultancy: Net Balance Management Group

VT1640 09/09 Corporate Responsibility Report 2007

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