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|Vodafone Egypt Organization |
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|8/18/2012 |

| Vodafone Egypt Organization |

Table of contents

Vodafone organization profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Vodafone external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Vodafone stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Vodafone core values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Vodafone code of ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Vodafone corporate social responsibility . . . . . . . . . . . . . . . . . . . . . 9
Vodafone Corporate governance . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Vodafone organizational culture according to hoefstede . . . . . . . . 11
Vodafone organizational and departmental objectives . . . . . . . . . . 12
Vodafone competitive advantage . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Vodafone SWOT analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Vodafone Egypt Orgnizational Chart . . . . . . . . . . . . . . . . . . . . . . . 15
Technology Chain of command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Service Management Span of control . . . . . . . . . . . . . . . . . . . . . . . . 17
Centralization and Decentralization status . . . . . . . . . . . . . . . . . . . . 18
Recruitment Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Selection Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Vodafone Training programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Performance appraisal methodology . . . . . . . . . . . . . . . . . . . . . . . . 24
Compensation scheme and Benefits . . . . . . . . . . . . . . . . . . . . . . . . . 25
Key Performance Indicators (KPIs) . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Product /service standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Process Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Self Assessments scores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Vodafone organization profile

Vodafone is a leading global player in mobile telecommunications. It operates in over 26 countries worldwide. Vodafone’s story in Egypt began in March 1998 when the Egyptian Telecommunications ministry announced the Misrfone group (of which Vodafone owned 30% share) was awarded the second license for GSM operations in Egypt. This decision was part of the move to privatize and liberalize the Egyptian market at the time. The first license was given to the national incumbent which had launched the first mobile services in 1996 (the company is now called Mobinil). In 2007, the telecommunication market grew further and became even more competitive when the third entrant to the market Etisalat was awarded the third license for GSM operations.

Vodafone has gone from strength to strength over the years and by beginning of 2011 it had become not only the market leader in terms of revenue but also the number one network in the largest customer base.

Vodafone now serves more than 38 million customers and is proud to offer the best advanced technology for its customers, the best working environment for its people and the strongest corporate responsibility for its community.

As part of its global strategy to become a total communication provider, the Egypt business acquired 51% of Raya Telecom in September 2006, Which offered a variety of resources that would help Vodafone expand. Raya had a solid experience in the fixed-line data communication field and proved an ideal match for Vodafone’s growth strategy, The remaining portion of Raya telecom was acquired in June 2007 (full ownership).

2006 saw further expansion for the team in Egypt when they launched their renowned off-shore operations under the name of Vodafone international services. Which is dedicated to outsourcing business process and IT services for Vodafone operators and beyond. Its 2,200 proffesionals collectively speak 10 different languages and provide world class customer and technical support for customers in 80 countries.

In 2008, Vodafone expanded with the acquisition of Sarmady which dominated some of Egypt’s most popular internet content and services, fixed and mobile including sports, film, music, city guides, classifieds and social networks. Sarmady put Vodafone in the forefront of data innovation in the market, bringing significant growth in the mobile data market.

Vodafone is more than just a business, it is a group of people who recognize the impact that commercial operations can have on society, its stakeholders and the environment.

Vodafone is proud to be considered a leader in corporate social responsibility in Egypt with its aim to connect and develop the community, accelerating the county’s advancement.

Vodafone external environment

Economic and Political

Egypt is currently undergoing a political and constitutional process of modernization, the most extensive in its modern history yet to be carried out. As Egypt experienced profound change and daunting political and economic challenges in 2011. After the 25 January democratic uprising toppled the authoritarian regime. While the Egyptian economy was generally resilient to the worldwide economic and financial crisis, it was severely affected by the people's uprising, the subsequent social unrest as well as by the war in neighboring Libya. Revenue from tourism, representing 11% of GDP fell by about a third, and international investor confidence was dented, leading to large outflows of portfolio investments and to diminished Foreign Direct Investment. The Balance of Payments, led mainly by capital account deficits, has deteriorated markedly during the period. As a result, the stock of foreign reserves halved since January 2011 in the face of strong depreciation pressures of the Egyptian pound. Access to external sources of financing was essential. Official unemployment, already high in previous years, increased to 12.4% by end 2011. The economic environment in Egypt is set to remain very difficult over the next year, Vodafone said, with weak consumer demand, a harsh regulatory backdrop and ongoing competition creating material barriers to growth. The Egyptian government has passed several laws with the aim of smoothing the way for investors in the ICT industry in Egypt. Egypt represents a low cost base, especially after the local currency was floated. Egypt has a skilled and competitively cost-effective human resources pool.

Technological

Vodafone Egypt’s primary aim is always to be the best mobile network operator in Egypt, The highly skilled technology professionals work tirelessly to develop state of the art architecture of Vodafone’s core voice, data, transport and fixed networks. In order to provide customers with secure, reliable, highly available and efficient enterprise services. Vodafone is currently deploying the latest Mobile broadband technology in Egypt so the customers would be able to enjoy to data speed up to 43.2 Mbps.

Socio-cultural

Egypt has a population of more than 75 million. About 65% of Egyptians are under the age of 25, and more than 15 million young Egyptians are currently in education (primary, Secondary and technical). Meanwhile, over 300,000 university students graduate each year, as do more than 1.06 million high-school students. More than 25,000 Egyptians graduate each year from technical universities, more than a third of whom speak two or more languages.

Vodafone stakeholders

Opinion formers, Experts and Non-Governmental Organizations Vodafone engage with opinion formers and experts through focus groups on climate strategy and on mobile advertising to obtain feedback on strategy and reporting. Vodafone regularly consult with NGOs when their campaign or focus is relevant to business. Vodafone engage with NGOs on specific issues included: 1. Piloting mobile aid payment transfers with humanitarian organisation Concern Worldwide. 2. Engaging with the Carbon Disclosure Project on climate impacts in supply chain.

Governments and regulators Vodafone engage with governments and regulators to inform them about the nature of business and industry, and Vodafone team develop positions which outline how they believe policymakers should approach specific issues.

Consumers Perception questions are included in regular surveys to evaluate Vodafone reputation in markets. Vodafone conduct consumer research on specific issues. For example, in 2008/09, Vodafone conducted surveys to gauge customer satisfaction with Vodafone Passport regarding roaming costs in Europe and to assess consumer attitudes towards mobile advertising.

Investors Vodafone meet regularly with investors to discuss business issues, through one-to-one meetings and an annual investor road show with the group director. The issues raised spontaneously most frequently in these discussions were climate change and access to communications for people at the base of the economic pyramid.

Local communities Vodafone engagement with the communities is mainly focused on the responsible deployment of the network.

Employees Vodafone engage with employees regularly, both informally in team meetings and more formally through an annual People Survey and Performance Dialogues. Also through Vodafone’s European Employee Consultative Council, which meets at least three times a year.

Industry organizations Vodafone work with a range of industry organizations (University of Cambridge program and World Business Council and CSR Europe and the European Alliance).

Suppliers Vodafone work with its suppliers to improve business standards in the supply chain through qualification process and regular assessments, as well as capability-building projects with individual suppliers.

Vodafone core values

Vodafone core purpose Is to connect people and communities and Accelerating the advancement of Egypt.

Vodafone has a unique ‘can-do’ culture “Vodafone do things The Vodafone Way”

Vodafone Way is Vodafone’s culture, It’s Vodafone’s way of doing things and working together as ONE team around the world.

Vodafone want to be one of the world’s most admired brands by living the Vodafone way:

- Customer Obsessed We are passionate about exceeding customer expectations. - Ambitious & Competitive We bring energy and passion to our work and always aim to beat the competition. - Innovation Hungry We create and deliver new products, services and ways of working that delight our customers. - One Company, Local Roots We work across Vodafone to achieve the best outcome for customers, employees and shareholders.

All this would not be possible if we did not operate with Speed, Simplicity and Trust.

- Speed We drive speed to market. We relentlessly prioritise and pursue the outcomes that matter to our business - Simplicity We make things simple for our customers, partners and colleagues - Trust We are reliable and transparent to deal with. We deliver for others and trust others to do likewise.

Vodafone code of ethics

Compliance with the law Vodafone comply with the provisions of all applicable domestic and international laws and appropriate standards and principles.

Financial integrity We will provide the best possible return for our shareholders over the longer term. We will base our investment decisions, acquisitions and business relationships on economic criteria but will also take into account social and environmental considerations.

Public policy We will voice our opinions on government proposals and other matters that may affect Vodafone and our stakeholders. We will not make gifts or donations to political parties or intervene in party political matters.

Communications We will communicate openly and transparently with all our stakeholders within the bounds of commercial confidentiality. We will protect confidential information from improper disclosure, and any authorized communication of confidential information should be limited to individuals who need it to carry out their work.

Customers We will value the trust our customers place in us and will safeguard the information provided to us.

Employees We will base relationships with and between employees on respect for individuals and their human rights and will not tolerate child labor. We will not accept any form of discrimination, harassment or bullying. We will pursue equality of opportunity and inclusion for all employees through our employment policies and practices.

Environment We will commit to protecting the environment. We will minimize our use of finite resources (such as energy, water and raw materials) and the release of harmful emissions to the environment. We will seek to improve the environmental performance of the products and services we provide.

Communities and society We will engage with local communities to help us understand and respond to any concerns they may have, for example in relation to network deployment. We will always provide our stakeholders with access to correct, relevant and current information and build trust through integrity, transparency, honesty and objectivity. We will invest in society in a way that makes effective use of our resources, including support for charitable organisations.

Health and safety We will protect the health, safety and wellbeing of our customers, employees, partners and the communities in which we operate and disclose any information that comes to our knowledge that clearly demonstrates that any of our products or services breach internationally accepted safety standards or guidelines.

Individual conduct We will act with honesty, integrity and fairness in our dealings both internally and externally. We will not tolerate any form of bribery, including improper offers of payments or gifts to or from employees. We will avoid any contracts that might lead to, or suggest, a conflict of interest between personal activities and the business. We will neither give nor accept hospitality or gifts that might appear to incur an obligation. We will pursue mutually beneficial relationships and seek to promote the application of our Business Principles with our business partners and suppliers.

Vodafone corporate social responsibility

Vodafone is proud to be considered a leader in corporate social responsibility in Egypt with it aim to connect and develop the community, accelerating the country’s advancement. Vodafone is one of the first corporate companies in Egypt to establish a department dedicated to Corporate Social Responsibility activities. This reflects the commitment to Corporate Responsibility at the most senior level, and how it is embedded into Vodafone’s business. The department was established in 2004 and has since been engaged in philanthropic and community support projects.

Vodafone’s CSR covers a wide range of activities: - Environmental issues (recycling, waste management, and network deployment) - Education development - Community support programs - Health support programs - Employment engagement programs to encourage a community spirit among our people

2011 saw the launch of the Vodafone Foundation Literacy Initiative, a nation program (in cooperation with UNESCO) to tackle a major problem in Egyptian society, illiteracy. The initiative aims to eradicate illiteracy among 17 million Egyptians over the next 5 years.

The team in Egypt is proud to be helping address a basic human need which can help the advancement of Egypt today and for generations to come.

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Vodafone Corporate governance

Directors and Organization The Company’s board of directors presently consists of thirteen directors, there were five executive directors and eight non-executive directors, including the Chairman. The Board, which meets eight times each year, provides the effective leadership and control required for a listed company. Actual financial results are presented to each meeting, together with reports from the executive directors in respect of their areas of responsibility. From time to time, the Board receives detailed presentations from non-Board members on matters of significance or on new opportunities for the Group. Financial budgets and forecasts are regularly discussed at Board meetings. The non-executive directors periodically visit different parts of the Group and are provided with briefings and information to assist them in performing their duties. The Board is confident that all its members have the knowledge, talent and experience to perform the functions required of a director of a listed company. On appointment, all directors are provided with appropriate training and guidance as to their duties, responsibilities and liabilities as a director of a public and listed company and also have the opportunity to discuss organizational, operational and administrative matters with the Chairman, the Chief Executive and the Company Secretary.

Committees of the Board The standing Board committees are the Audit Committee, the Nominations Committee and the Remuneration Committee.

Internal Control The Board has established procedures that implement in full the Turnbull Guidance, “Internal Control: Guidance for Directors on the Combined Code”, for the year under review and to the date of approval of the Annual Report. These procedures, which are subject to regular review, provide an ongoing process for identifying, evaluating and managing the significant risks faced by the Group.

Relations with Shareholders The Company holds briefing meetings with its major institutional shareholders in the UK, the US and in Continental Europe, usually twice each year after the interim and preliminary final results’ announcements, to ensure that the investing community receives a balanced and complete view of the Group’s performance and the issues faced by the business. Telecommunications analysts of stockbrokers are also invited to presentations of the financial results and to visit the Company in the summer months for discussions on matters relating to the Group’s operations. The Company, through its Investor Relations team, responds to enquiries from institutional shareholders.

Vodafone organizational culture according to hoefstede

Power distance (High)

Vodafone Egypt culture rejects the unequal distribution of power among people in the organization, as the people tend to be tolerant of power, follow orders and accept differences in rank. which results in a great deal of deference to the leader in making decisions and most all major and small decisions have to be approved by the leader.

Uncertainty (High)

Vodafone Egypt culture is uncomfortable with risk and change, Egyptians want strict rules, policies and procedures at work to eliminate risk. Change is also very difficult.

Individualism-Collectivism (collectivism > individualism)

Vodafone Egypt emphasizes collective accomplishment and the interests of the groups more than individualism and self interests.

Masculinity- Femininity (Moderate)

Vodafone Egypt has a moderate traits and attitude towards gender roles as both genders have the same career opportunities.

Vodafone organizational and departmental objectives

Vodafone organization objective is building a strong Vodafone Brand:

- To delight the customers and build market leadership without having to compete on pricing. - Brand is a global one with a local tone that keeps it close to the customers hearts. - Having the best marketing talents from the local market and industry knowledge through our links into the Vodafone Group.
Vodafone departmental objectives and tools to build that strong brand is to excel in the following areas:

- Superior Coverage. - Better Sound Quality. - Excellent Customer Care. - Leadership in Customer Relevant Product Innovation

From Strategy to operational plan:

- Market led- Vodafone’s market-led strategy is to supply customers with those products and services which are of high value to customers. Benefits to customers take precedent over Vodafone’s need to sell services or to group corporate dictates. - Customer focused- Vodafone’s customer focused strategy is to maintain communication with customers through market surveys, complaint resolution and continuing to ask the customer about their needs for new products and services. - Competition Aware- The competitive awareness strategy is to maintain an understanding of competitor’s products and pricing while sticking to the Vodafone strategy of differentiation through service and more reliable mobile service. By sticking to the Vodafone competitive offers, Vodafone offered a real difference to customers seeking quality and reliability in mobile service. - Employee driven Employee- driven strategy is a business requirement. As a company of knowledge workers, Vodafone recognizes that the firm is best served when the employees are rewarded and developed in their careers. Vodafone commits to providing compensation that is industry leading while guiding employees in their career growth with training and skills acquisition opportunities and advancement with the company.

Vodafone competitive advantage

- Internal flexible working: o Increased productivity, higher staff retention levels, better motivated employees, increased corporate agility and responsiveness, reduced property costs, better business continuity practices, reduced absenteeism, reduced days lost through sickness, increased legislative compliance, better corporate image, increased customer satisfaction, reduced travel costs and better ‘green’ credentials

- An innovator and pioneer in the telecommunications industry through service differentiation and more reliable mobile service.

- Quality and reliable mobile service.

- Best network coverage.

- Speed of delivery new ideas/services to the market.

- Experienced staff with a powerful knowledge.

- Keep cost base lower than competition.

- Most trusted service brand.

Vodafone SWOT analysis

|Strengths |Weaknesses |
| | |
|One of the largest telecom operator in the world. |Despite higher confidence there are still limited and uncertain |
|One of the most popular cellular service provider. |sources of domestic and foreign investment. |
|High brand visibility |Price competition from Mobinil and Etisalat. |
|Tieup with international sports like FormulaOne |Untapped Market. |
|Good Market share. |Managerial resources thin due to rapid growth and numerous |
|Strong financing. |acquisitions. |
|Strong infrastructure, and low infrastructure costs. | |
|Highly skilled labor, with increasing quality and technical knowledge | |
|Growing IT sector. | |
|Good international connectivity. | |
|Strong ability to manage change and acquisition. | |
|Opportunities |Threats |
| | |
|Need for modernization of equipment and infrastructure. |Potential for government interference through licensing issues or |
|Still low overall penetration rates mean that there is significant |other regulatory actions. |
|room for growth |Slower subscriber growth and market saturation. |
|Ease of forming public private partnerships. |Stalled economic reforms in the future could scare off foreign |
|Potential to utilize technology. |investments. |
|Strong incentives from the government to invest. |Rising wages from demand for scarce programmers and engineers. |
|Government commitment to privatization will likely yield opportunities| |
|in the near future, especially if fixed line competition is | |
|introduced. | |
|Increased demand for multilingual IT services. | |
|Strong IT graduates | |
|Untapped Market. | |

Vodafone Egypt Orgnizational Chart

Technology Chain of command

There is a clearly defined chain of command inVodafone as responsibilities are clearly defined for everything and everyone. However, management is responsible for deciding upon the tasks for the employees. This is done through a Performance Dialogue exercise that is held every 6 months.

Service Management Span of control

On average, a manager manages around 4-5 employees. Managers in Vodafone cannot manage a large number of employees efficiently and effectively. In the organization, the number of employees increases as we go down.

Centralization and Decentralization status

Vodafone is decentralized but to a certain extent. Employees can take decisions without going back to managers in matters that are pre-agreed on in periodic meetings.Vodafone encourages decisions to be made by cooperation of all impacted stakeholders. The employees have the opportunity to have a say in the decision making process as long as they have the ability and the experience to do so.

Recruitment Techniques

Recruitment begins by specifying the human resource requirements, initiating activities and actions to identify the possible sources from where they can be met, communicating the information about the job, terms and conditions and prospects they offer, and enthuse the people who meet the requirement to respond to the invitation by applying for the jobs.

The Recruitment process: - Determining the vacancies. - Sourcing strategy - Preparing and publishing the information. - Processing and assessing applications.

Selection Techniques

Selection technique to choose the right type of candidates to man various positions in Vodafone. In order to achieve this purpose, a well organized selection procedure and at each step, unsuitable candidates are rejected.

Steps in the selection process:

1- Reception: - Vodafone create a favorable impression on the applicants right from the stage of reception inorder to Attract people with talents, skill and experience.
2- Screening Interview - Management used to describe the job in enough detail so the candidates can consider whether they are really serious about making application
3- Application Blank - Vodafone used to collect information of the applicant's academic, social, demographic, work related background and references.
4- Employment testing - In order to assess intelligence, abilities and personality traits. Test is a standardize, objective measure of a person's behavior, performance and attitude.
5- Comperhensive interview - Applicant will be interviewed by personnel departement interviewers (Supervisor, Executive)
6- Back ground investigations - Vodafone undertake an investigation of those applicant who appear to offer potential as employees.
7- Medical Examination - By examining applicant's physical qualities like clear vision, perfect hearing, un usual stamina, tolerance of hard working conditions, clear tone etc
8- Hiring Decision - The line manager has to make the final decision whether to select or reject the candidate.

Vodafone Training programs
At Vodafone we recognize the importance of learning and development obtained through on-the-job experiences, tailor-made programs and also assignments. We also strongly believe in complimenting such development through interaction with others via networking, coaching, mentoring and also through formal learning programs.
Vodafone offer a wide range of online courses related to a specific aspects of buisness or key skills sets.

Learning through experience Leading or participating in projects, working on a cross-functional teams, or accepting an international assignment are valuable on-the-job learning experiences which provide our staff with the opportunity to learn and develop while preparing them for new roles within Vodafone.

Training and Learning programs Vodafone offers a variety of formal and informal learning programs that target individual development. These courses are directly tied to business needs and are designed to develop specific competencies. Vodafone training courses help prepare our team members for their current and future roles and cover a wide range of content including leadership, Vodafone culture, diversity, business and financial acumen, and more.

Professional Development Vodafone offers a host of courses and learning opportunities for professional development, which include a wide range of topics including functional and technical targeted at the specific needs of the job.

Management development We offer a series of courses that focus on a variety of management and business topics each year. These programs are designed to engage every manager in actively achieving current and future business results whilst ensuring their personal and career development.

Development Opportunities

INSPIRE programme is a global development programme available to our Managers & Senior Managers. This programme is designed to identify and develop high potential employees and accelerate their progression into leadership roles. Participants take part in a three/six-month international rotation programme, receive commercial training and personalised leadership development through Imperial College.

Virtual business challenge At Vodafone, we believe that diversity is a key driver of creativity, leadership and innovation. This Challenge delivers an intense and highly interactive experience combining teamwork, simulation, know-how, feedback and live coaching. As a member of a cross-functional team employees will articulate a business vision, strategy and goals for their virtual company. They will be able to measure success against the stated objectives and the criteria identified as critical for the virtual company’s long term success.

Performance appraisal methodology
Everyone at Vodafone gets a regular individual performance review which is internally known as the Performance Dialogue System. This ensures that employee keep setting goals for himself and get feedback on his progress.
The Performance Dialogue is a valuable tool of assessment and verification to help workers to recover any deficiency of knowledge through targeted training projects in order to better respond to customer needs and make more efficient the company in a highly competitive market. • The employee’s performance is measured as per Vodafone Way. • Annual performance dialogue o It’s the time of the year where Vodafone employees sit down with their line manager for the annual performance dialogue. Vodafone encourages all employees to have a PD, and SMART objectives. These should have been agreed last year and should be Specific, Measureable, Attainable, Realist and Time-bound. • Quarterly review process o Throughout the year Employees should have a one-to-one with the line manager. If employee is told there are weaknesses, he should ask for evidence and his manager should provide support in improving these. If there is no evidence, employee should challenge this. There should be no surprises and weaknesses should have been identified long before the PD.
Levelling or calibration should ensure there is consistency across the business, but forced distributions or quotas are not applied as every team is different.

Compensation scheme and Benefits
Vodafone offers competitive and fair rates of pay and benefits to attract and retain the best employees. Vodafone want to ensure that our people feel their efforts are recognised and their rewards are connected with their performance.
Vodfone monitor employee views of the compensation packages through the annual Vodafone People Survey.
Rewarding performance
We are implementing a range of initiatives that reward our employees based on their contribution to the success of the business. The annual bonus plan for all our global managers, which covers approximately 4,500 employees, includes an individual performance element measured over the year and assessed through our global performance dialogue process. Most of our local operating companies offer employees not covered by the global bonus plan the opportunity to participate in local plans that reward their performance.
Vodafone awards shares based on an assessment of an individual’s potential, future performance and their business criticality in supporting the delivery of Vodafone’s strategy.
Share plans
We offer a variety of share plans as an incentive for our employees to stay at Vodafone. Our global AllShares Plan is designed to ensure everyone in the Company has a stakein our success. All permanent employees are made an award of shares on the condition that they remain at Vodafone for a further two years.
Benefits
Vodafone offers a competitive range of benefits for employees. The benefits packages offered are determined by legislative and tax requirements and industry benchmarks. Depending on the location, we offer benefits such as life assurance, accident insurance, private medical insurance, subsidised mobile phones, and service and retirement benefits.
Retirement benefits are provided through a variety of arrangements, including defined benefit and defined contribution schemes.

Key Performance Indicators (KPIs)
Vodafone organization KPIs
|KPI |Purpose |
|Free cash flow |Provides an evaluation of the cash generated by our operations and |
| |available for reinvestment, shareholder returns or debt reduction. |
|Service revenue |Measure of our success in growing ongoing revenue streams. |
|Data revenue |Data revenue is expected to be a key driver of the future growth of |
| |the business |
|Fixed line revenue |Measure of success in offering total communications services |
|Capital expenditure |Measure of our investment in capital expenditure to deliver services |
| |to customers. |
|EBITDA (Earnings before interest, Taxes, Depreciation & Amortization) |Measure used by management to monitor performance at a segment level. |
|and related organic growth | |
|Customer delight index |Measure of customer satisfaction across our controlled markets. |
|Net promoter score (‘NPS’) |NPS is used to monitor customer satisfaction. NPS will be |
| |incorporated into the competitive performance assessment used in |
| |determining management’s remuneration |
|Adjusted operating profit |Measure used for the assessment of operating performance, including |
| |the results of associates. |
|Proportionate mobile customers |Customers are a key driver of revenue growth in all operating |
| |companies in which we have an equity interest. |
|Proportionate mobile customer net additions |Measure of our success at attracting new and retaining existing |
| |customers. |
|Voice usage (in minutes) |Voice usage is an important driver of revenue growth, especially given|
| |continuing price reductions in the competitive markets in which we |
| |operate. |

Service Managment department KPIs
|KPI |Purpose |
|Improving Efficiency |Fault Management |
| |Service Operations |
| |Service Availability |
| |Service Delivery |
| |E2E service assurance |
|Strengthen Quality |Readiness & Proactive measures |
| |Quality boost all VF-EG Services |
| |Technology Changes in Control |
| |Cost control in all what we do |
| |Services Maintenance |
| |Network Changes, Upgrades & Acceptance. |
|Operational Excellence |Keeping customer experience in heart. |
| |Keeping our work-life balance. |
| |Best value from vendor relationship |
| |Boost people competence |
|Focus on all customer touchpoints |Customer Care |
| |Retail and dealers |
| |Corporate and enterprise sales |
| |Commercial CRM |
|Building services oriented teams supporting all Customer services |Voice |
|(Voice, Internet, Charging, Value added services) |Internet |
| |Charging |
| |Value added services |
|24x7 full scale superior service operations |Service operations center. |
| |Service management advanced group |
| |Service technical support front desk |
| |Transport and MTX management |
| |End-to-End Service Assurance |

Product /service standards
We fully recognise the responsibility towards customers, employees and communities within which we operate. We are fortunate in being able to help deliver essential elements of sustainable development through innovative communications and information services to people around the globe.

We believe that through identifying relevant key performance indicators, performance will be measured in a way that enables risks to be identified and managed and performance to be tracked. The management system being developed will be supported by a web-enabled data collection system. The Vodafone Group management system will complement, not replace, systems at the national level. In those areas where significant risks are identified particular guidelines or standards will be developed to help in their management.

Vodafone is certified for the development and implementation all of the here below Management Systems within the framework of an Integrated management: - Quality Management System according to ISO 9001:2008, aiming to the continuous and systematic improvement and development of its activities, as well as customer satisfaction. (Approval Certificate No: 362212) - Quality Management System in Vodafone Retail Chain according to ISO 9001:2008, aiming to company’s commitment to offer products and services with Passion for its Customers through retail chain and specifically a chain composed of owned and franchisee shops. (Approval Certificate No: 362212) - Environmental Management System according to ISO 14001, aiming to the systematic management of company's activities that affect the environment. (Approval Certificate No:362212/D) - Occupational Health and Safety Management System according to OHSAS 18001 / ELOT 1801, aiming to the provision of a healthy and safe working environment for all employees. (Approval Certificate No:362212) - Information Security Management System according to ISO 27001, aiming to the assurance of information security regarding the company, the customers, the shareholders and the partners. (Approval Certificate No:362212/F) - Business Continuity Management System according to BS 25999-2:2007, aiming to the assurance of the continuity of critical company activities, and ensuring the continuity of critical services to customers in the event of unexpected incidents. (Approval Certificate No: 362212/H LRQA)

Ιn the development of services that correspond to customers' needs, Vodafone, has adopted a specific framework of systematically assessing quality of services end-to-end, from their concept and planning phase until their delivery to the market. This framework includes the following methods:

Service evaluation is conducted aiming to ensure that new products and services are designed, developed and implemented according to quality requirements, company policies and processes aiming to meet customer needs.
Quality of Service monitoring One of the most important methods for target setting and network development prioritisation is to simulate and understand customers' perception on the use of mobile telecommunications network.
Suppliers & Partners performance evaluation Aims to identify areas for improvement and to implement appropriate actions in order to achieve mutual beneficial synergies.
Participation in Vodafone Group Network & service quality team Aiming to measure quality of all services and especially those conveyed on new technologies, participates in the Vodafone Group Network & Service Quality Team.

The purpose is to:

• Plan and introduce Quality of Service indicators for services that are implemented within the framework of large corporate projects • Ensure the use of quality plans and measure their implementation • Identify required changes in the company, in order to incorporate new services and technologies

Process Standards
We are committed to achieving the highest standards of services and high quality of products as a strategic choice of the company. Vodafone company strives constantly to anticipate and understand customers’ needs and delight them with high level of customer services.

Throughout Vodafone there is a deep passion for what we do and how we do it. Our shared vision is to enrich the lives of our customers and helping individuals, businesses and communities to be more connected in a mobile world.

Steps of the process standards:

1. Monitor and assess all business processes regarding customer experience through: assessment of customer’s complaints, conducting assessments and coordinating "mystery shopper's" and "mystery caller's" surveys 2. Review customer service policies, redesign customer service systems and facilitate the change of organizational structures in order to promote to all customer interfacing departments best practices concerning customer relationships. 3. Paricipate in the planning and implementation of corporate projects by monitoring and assuring the quality of deliverables in order to ensure customers satisfaction (internal and external). 4. Inform, train and encourage Vodafone retail chain employees in quality issues as well as the account managers in self-assessing the retail stores in relevant issues. 5. Develop quality plans of the provision of services and products taking into consideration: - Customer’s needs and expectations (questionnaires, surveys, complaints reports etc) - Legal obligations, national and other legislation and regulations - Studies, researchers and case studies focused on processes - Benchmarking 6. Assure continuous, even and effective compliance with policies, standards and procedures of Vodafone Group. 7. Coordinate the maintenance, the implementation and the continuous improvement of company’s quality management systems according to ISO 9001:2000.
All Vodafone employees are responsible to: 1. Develop and introduce a process model in which all main business processes are defined and depicted. 2. Define the interrelations and interactions of business processes based on company’s process model. 3. Identify, understand and document all core processes and sub-processes. 4. Set qualitative and quantitative performance indicators in company’s processes and sub-processes 5. Review and assess regularly the effective implementation of business activities by monitoring the performance indicators 6. Develop action plans in order to achieve process improvements. 7. Involve employees in process management

Conclusion
Egyptian economy is an emerging one and is growing very fast in market competition level among telecomunication service providers. New players are coming who will necessarily intensify the competition. New products and new schemes are being offered by the telecom service providers. The need for large information capacity has grown teremendously due to the demandof real information.
Vodafone company is providing good services to the customers, the company advertisment and marketing strategy are imperessive and attracting customers they have many tarriff plans for different category of people. Vodafone is an international company which has its own reputation.
Vodafone has various functional departments such as Human resource management, sales, marketing,Technology and finance department.
In a very competitive telecom market in Egypt due to its brand image and brand positioning the company has a huge growth potential.

Self Assessments scores
Ch. 1: Emotinal intellignce

score = 7

Ch. 2: Learning tendencies

Not exist

Ch. 3:Are you cosmopolitan

score = 18 (local orientation)

Ch. 4: Instrumental value survey

score: 13

- Competence values score: 207 - Moral values score: 194

Ch. 5: Time orientation

- Monochronic values score: 39 - polychronic values score: 34

Ch. 6: cognitive style

- Sensing (S type) -4 - Intuitive (N type) 2 - Thinking (T type) 2 - Feeling (F type) -2

Ch. 7: Turbulance tolerance test - TTT score is 1.791
This instrument gives an impression of my tolerance for managing turbulent times, the average score is 1.5 and the highest TTT score, the m ore confortable with turbulance and change.

Ch. 8: Facts and inferences

- T,T,T,T,F,T,T,F,T
Good planning depends on good decision making by people doing the plannning. Being able to distinguish facts and understand ones inferences are important steps towards imporving the planning process.

Ch. 9: Organizatinal design preferences

score = 74

I am more confortable with the mechanistic design

Ch. 10: Ambigity

score = 9

Th highest intutive score is 12 and the lowest is 0, to be better prepared for tomorrow then it is important to pay attention to the use and development of the intutive skills for decision making.

Ch.11: Assertivness

- Aggressive: 15 - Passive: 15 - Assertive: 21
The maximum score in any single area is 24. The minimum score is 6.
Ch.17: Work-Life Balance 1. Family demand score: 4.5 2. Work demand score: 6 3. Work family conflict score: 1
Work life is defined as a form of inter-role confilict in which the role pressure from the work and family non-work domainsare mutualy non compatible in some respects
Demands of one role make it difficult to satisfy demands of others.
Ch.18: Enterprenure orientation
Score : 60
This is assessment offer an impression of my enterprenure profile which state that Iam a potential enterprenure.

which of the tests can be used in your organization and why?
The Work- life balance test can be used in my organization because it will Help individuals and families achieve a balance between their work, family and lifestyle commitments by introducing work-life balance policies can provide benefits for both employees and employers.
Good work-life balance policies and practices are good for business: - Getting and keeping the right staff - Getting the best from staff - Being an employer of choice and future proofing - Improving productivity [pic][pic][pic]