Vodacom Annual Report PDF

Integrated
report
for the year ended 31 March 2015
EMPOWERING
everyone to be confidently connected
CONTENTS
Introduction
02 About this report
03 How we performed
04 What matters most to our stakeholders
06 Whats material in our markets OUR
BUSINESS
PG 08
08 CHAIRMANS STATEMENT
12 20 years of empowering
everyone to be confidently
connected
14 Who we are
16 How we do business
18 What we offer
HOW TO GET THE MOST OUT 20 The value we create
OF OUR INTEGRATED REPORT: 22 Who governs us
23 Who leads us
This icon tells you where you
can find related information in
our report.
For a list of all the regulatory
developments in our countries of
These icons will help you quickly
spot the areas where we are doing operation, go to our online report
well and where we can improve. on www.vodacom.com
This icon tells you that a term is

explained in the Glossary starting
on page 130.

can find more information
on www.vodacom.com STRATEGIC
REVIEW 24 Q&A WITH THE CEO
can find more information on
our parent Vodafone Group Plcs
PG 24 28 What we live for
website at www.vodafone.com
30 What were aiming for
32 How weve performed
against our strategies
32 Customer
38 Growth
50 Operations
SUPPLEMENTARY INFORMATION
AVAILABLE ONLINE 54 People
Human capital report 57 Reputation
Communities report
For video interviews Transformation report
with our leadership Environment report
Stakeholder report
team on key issues Technology report
related to delivering on
our growth strategy, go to
www.vodacom.com
Customer experience
Vodacom Business
Vodacom Business Africa
New Services
Data
01
AVAILABLE ONLINE
PERFORMANCE Our contribution to public finances
Value-added statement
REVIEW Consolidated annual financial
statements
PG 62 Summarised company annual
financial statements
62 Q&A WITH THE CFO
65 Operating results
77 Financial position and resources
80 Liquidity and capital resources
82 Five-year historic review
84 Summarised consolidated
financial statements
95 Business principles
96 Risk management report
100 Abridged corporate
governance report
106 Remuneration report
120 Assurance
120 Directors responsibility
statement
121 Independent assurance
AVAILABLE ONLINE report
Social and Ethics
Committee report
Full corporate governance statement
Code of governance principles
(King III)
GRI content index
GOVERNANCE
REVIEW
ADMINISTRATION PG 95
PG 125
125 Share information
127 Non-IFRS information
128 Corporate information
129 Disclaimer
130 Glossary
134 Notice of annual general
meeting
141 Form of proxy
142 Notes to the form
of proxy
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02 Vodacom Group Limited Integrated Report for the year ended 31 March 2015
ABOUT
THIS REPORT
Thank you for reading Vodacom Group Limiteds integrated report for the year ended 31 March 2015.
Our report aims to provide our stakeholders with a concise, material, transparent and understandable
assessment of our governance, strategy, performance and prospects.
Scope Materiality determination

Our report covers the financial year from 1 April 2014 to Our material issues form the main storylines in our report, and
31March2015 (FY2015), and includes all material developments focusing on them has helped us keep the report concise. What
upto the Boards approval of the report. Our report focuses on matters most to our stakeholders was taken into account in
Vodacom Group and our operating subsidiaries. Financial and determining our material issues as disclosed in the pages
non-financial data from our subsidiaries are fully consolidated. Where that follow.
we only have data for our South African operation, which represents
75.7% of service revenue and 84.9% of EBITDA, we indicate this with To determine our material issues we synthesised the issues that were
(#). Weve used (*) to indicate normalised growth adjusted for trading top of mind for the Board and Executive Committee during the year
foreign exchange and at a constant currency, using FY2015 as a base with the top concerns of our key stakeholders. Senior management
(collectively foreign exchange). and our Audit, Risk and Compliance Committee confirmed these
material issues as those factors most likely to affect our ability to
Relevant information on the resources and relationships that create value over time. Differently put, these issues require the
materially affect our ability to create value over time is also included significant investment of leadership attention and capital investment
in our report. This includes critical stakeholders such as regulators, to ensure they support and do not inhibit our ability to deliver on our
aswell as distribution, supply chain and business partners that are strategy and meet our goals over the medium-term.
fundamental to our value propositions to our customers. Pertinent
detail on Vodafone Group is also included, especially in terms of Integrated thinking
thekey benefits and the alignment in policy frameworks,
Integrated thinking is intrinsic to the way we manage our business,
systemsand initiatives that are a feature of our relationship with and is supported by our internal reporting processes. Our strategy has
ourparent company. five priorities, and we have set clear three-year goals and related
targets for each of these. In combination, these priorities ensure that
Reporting frameworks we manage the needs and expectations of our key stakeholders and
Weve provided summarised financials in our printed report, in line the trade-offs between them, to create long-term value for our
with the Companies Act of 2008, as amended. They were prepared shareholders. Key metrics applied in managing our business include:
in terms of International Financial Reporting Standards (IFRS) net promoter score (NPS), a measure of customer satisfaction, across
IAS 34: Interim Financial Reporting. The full set of consolidated all of our operations on a monthly basis; our People Survey and
annual financial statements (AFS) are available online or can be Reputation Survey, which are usually conducted annually.
requested directly from our Company Secretary. Besides the AFS,
Besides these formal measures, well-developed engagement
our online report again includes supplementary reports that provide
processes are in place that regulate the relationships with our key
more detailed information of interest to specific stakeholders. stakeholders. Their feedback is made available to leadership through
We continue to improve our integrated report specifically in terms well-developed reporting processes, to ensure that stakeholder views
of the principles and content elements set out in The International and concerns inform strategic decision-making.
<IR> Framework, published by the International Integrated
Reporting Council. Board approval
This year we have again reported at a Global Reporting Initiative (GRI) The Board is responsible for ensuring the integrity of the integrated
application Level B in terms of the GRI G3.1 guidelines. report. The Board believes that the report addresses all material
issues and presents fairly the Groups integrated performance
and itsimpacts. On the recommendation of the Audit, Risk and
Compliance Committee, the Board approved the annual financial
For our GRI content index go to www.vodacom.com statements on 29 May 2015 and the integrated report on
2 June 2015.
TO FIND PG 129 PG 15 PG 04 and 06 PG 120

OUT MORE For important information For the Group operation For what matters For information on our combined
on the forward-looking and detail on each of our most to our assurance model and assurance
statements used in our subsidiaries, including stakeholders onthis report, as well as the full
report. their NPS for the year. and our material directors responsibility statement.
issues.
03
HOW WE
PERFORMED
2015 % change 2014 2013 2012 2011
Financial
Revenue (Rm) 77 333 2.1 75 711 69 917 66 929 61 197
Service revenue (Rm) 62 167 0.2 62 047 59 261 58 125 53 951
Data revenue as a % of service revenue (%) 26.7^ 24.8 21.4 16.9 14.1 11.9
EBITDA (Rm) 26 905 (1.5) 27 314 25 253 22 763 20 594
Opex1 as a % of service revenue (%) 27.3 8.0 25.0 23.7 23.8 24.2
Operating free cash flow (Rm) 14 003 (27.9) 19 410 18 158 16 934 14 837
Free cash flow (Rm) 7 763 (41.1) 13 185 12 136 10 921 8 757
Headline earnings per share (cents) 860 (4.0) 896 872 709 656
Dividend per share2 (cents) 775 (6.1) 825 785 710 460
Economic
Distributed to employees3 (Rm) 4 886 6.1 4 609 4 427 4 368 4 049
Distributed to governments through corporate taxation3 (Rm) 5 543 6.7 5 194 5 337 5 449 5 027
Distributed to providers of finance3 (Rm) 13 537 2.9 13 150 12 697 8 648 6 076
Broad-based Black Economic Empowerment (BBBEE) score# (%) 87.73 (0.38) 88.11 78.40 75.77 70.84
Capital expenditure (capex) (Rm) 13 305 23.4 10 779 9 456 8 662 6 311
Social Employees
Number of employees 7 786 7.8 7 225 7 295 7 330 7 513
Engagement Index People Survey (%) 76.0^ 1.0 75.0~ 75.0 73.0 73.0
Employee turnover4 (%) 10.5 (0.7) 11.2 7.0 9.0 11.0
Women representation in senior management4 (%) 32.0 3.3 28.7 27.0 26.4 22.6
Black representation in senior management# (%) 53.0 4.1 48.9 49.1 45.0 42.0
Ratio of average basic salary of men to women# (times) 1.4 1.4 1.4 1.5 1.4
Total training spend (Rm) 130 68.8 77 56 68 71
Social Customers and communities

Active customers (thousand) 61 648 7.2 57 489 50 517 46 903 36 818
Active data customers (thousand) 26 473 15.9 22 846 n/a n/a n/a
Active m-pesa customers (thousand) 8 067 35.5 5 955 4 916 3 139 1 317
Machine-to-machine (M2M) connections (thousand) 1764 18.5 1 488 1 198 965 694
Total foundation contributions (Rm) 96 (16.5) 115 83 77 95
Environment
Number of base station sites 16 242 13.4 14 326 12 835 11 595 10 705
Number of shared sites# 5 183 9.5 4 733 4 081 3 646 n/m
Access network electricity# (GWh) 255.0^ 18.9 214.4 206.6 189.4 195.8
Core network electricity (GWh) 62.0^ (10.5) 69.3 77.4 65.7 n/m
Building electricity# (GWh) 59.0^ (12.2) 67.2 60.2 81.2 101.8
Vehicle fuel (diesel and petrol)# (million litres) 1.6^ (5.9) 1.7 1.9 1.9 2.1
Network equipment and handsets reused or recycled (tonnes) 160 64.9 97 396 254 611
CO2 emissions5 (tonnes) 561 515 8.7 516 391 544 381 526 837 410 471
Notes:
1. Staff expenses, publicity and other operating expense, excluding trading 4. Excluding Vodacom Business Africa.
foreign exchange. 5. Total Scope 1, 2 and 3 emissions (Greenhouse gas protocol).
2. Total dividend declared for the year. A final dividend of 400 cents per share # South Africa only.
was declared after year end. ^ These items were included as part of our assurance process this year.
3. Excludes staff expenses of R646 million (2014: R490 million; 2013: R310 million) Restated to exclude Tanzania base stations.
capitalised against property, plant and equipment. Includes R50 million Percentage point change.
(2014: R46 million; 2013: R78 million) relating to dividends declared to Forfeitable ~ Restated due to the change in the methodology.
Share Plan (FSP) participants. Refer to value-added statement online for detail.
WHAT MATTERS MOST

TO OUR STAKEHOLDERS
Government Investors and

Stakeholder Customers Employees and regulators shareholders
WHY ITS Our customers are central Our people are the heart Our relationships with As the providers of capital
to the sustainability of our and soul of our business. governments and regulators necessary to support our
IMPORTANT business. To build trust Their skills and involvement impact on our ability to growth, we engage with our
FOR US TO among our customers we determine our ability to contribute towards broader shareholders and investors
ENGAGE need to manage our core realise our vision to provide economic, social and to keep them up to date on
operational risks around the best network, best value environmental objectives. the financial performance
network performance and and best service, and to and overall sustainability of
privacy. With a number of fulfil our purpose of Vodacom.
new regulations impacting empowering everyone to be
our customers and our confidently connected.
relationships with them,
engagement also helps us
better manage
regulatory risk.
WHAT MATTERS Better value offerings. Career development. Facilitation of Future performance of
MOST TO THEM Faster data networks Improved knowledge socioeconomic growth. SA and International
and wider coverage. sharing across the Citizen and community business.
Making it simpler Group. centricity. Investing for growth.
and quicker to deal Simplicity and agility. Achieving national Risks and opportunities
with us. Engagement. broadband access in the markets we
Converged solutions Building skills in line objectives. operate in.
for business customers. with the future business Consumer protection and Transparent executive
Feedback on service- growth. quality of service. remuneration.
related issues. Being fairly remunerated Managing spectrum as a Dividend policy.
Privacy of information. for their service. national public resource. Sound corporate
Cost of communication. governance.
Developing a digital society,
including e-Government.
Underserviced and rural
communities.
Skills development and
employment.
WAYS WE Call centres, retail Internal website. Participation in consultations Investor roadshows.
ENGAGE outlets, online and Newsletters, internal and public forums. Investor days.
My Vodacom App. magazine and electronic Submission and Annual and interim
NPS feedback communication. engagement on draft reports.
interviews and focus National Consultative regulations and bills. SENS announcements.
groups. Committee Engagement through Monthly and quarterly
Facebook and Twitter. representation. industry consultative bodies. operational reviews with
Vodacom website. Anonymous employee Publication of policy our parent Vodafone.
hotline. engagement papers. Investor relations page
Leadership roadshows. Social upliftment on our website.
Team meetings. programmes and initiatives.
Performance Partnering on key
development process. programmes, with regards
to education, health and
security.
Link to
strategic priority
05
Our five strategic priorities:
Customer Growth Operations People Reputation
Business Suppliers Communities Media

partners
One of the most important ways Suppliers and contractors impact Empowering local economies As a stakeholder, the media plays a
we interact with our customers is on our ability to provide products builds trust in Vodacom. It also role in keeping Vodacom
through our business partners. As and deliver services, and are adds to the longer term viability stakeholders informed of business
custodians of our brand and required to comply with our of our markets by strengthening developments, new products and
reputation, how they engage and health and safety and ethical the socioeconomic context services and the impact of our
deliver service is critical to our procurement standards. Engaging in which we operate. Our business operations.
objective of excellent customer with them contributes to business communities also benefit from
service across all touch-points. continuity, viability and operational social and environmental
efficiency. innovations.
Fair treatment. Timely payment and Access to mobile services. Being informed of key activities
Top management fair terms. Access to basic services such and offerings.
involvement with customers. Improving health and as finance, health and Transparency.
A consistent customer safety standards. education.
experience. Partnering on environmental Investment in infrastructure.
Making it simpler and quicker solutions. Responsible expansion of
to deal with us. BBBEE compliance. infrastructure.
Annual business partner Supplier forums. Public participation where Face-to-face and telephonic
conference. Ongoing site visits. new base stations are engagement.
Bi-annual Franchise Audits. required. Interviews with the CEO and key
roadshows. Ongoing regular direct Vodacom Change the World executives.
Quarterly Franchisee Council engagements. volunteer programme. Media releases and product-
Committee meetings. Vodacom Foundation related publicity.
One-on-one business partnering with communities. Roundtables.
meetings. Product launches.
Site visits.
WHATS MATERIAL
IN OUR MARKETS
WHY IS IT MATERIAL HOW WERE MANAGING IT Link to

strategic
priority
Additional spectrum allocation

In South Africa, the allocation of 2.6GHz and 800MHz spectrum We continue to engage with policymakers and regulators in all
remains unavailable to operators pending regulatory process. our operations to facilitate spectrum allocation in a way that is
This impedes our ability to drive our business objectives and conducive to investment and growth.
advance the goal of broadband access for all. In South Africa, we continue to re-farm existing spectrum as a
Although our efforts to optimise the use of existing spectrum to short-term solution to continue our LTE/4G roll out.
service the ongoing proliferation of connected devices, growing In South Africa, we have completed our radio access network
number of data users and rapid rise in data consumption have (RAN) renewal project which enables us to accommodate
been successful; these efforts are unsustainable from a cost and 2G, 3G and LTE/4G on thesame network equipment. All our
capacity perspective. base stations are LTE/4G ready,to take advantage of additional
spectrum when it becomesavailable.
Competition and the weaker macroeconomic environment
Macroeconomic conditions have remained tough and In South Africa, our bundle strategy in the prepaid market helped
competition has intensified in all our markets. us maintain market share and our integrated packages for the
In South Africa, consumer spending has slowed down and the postpaid segment have reduced churn and secured average
sustained weakness of the rand is driving up the cost of imported revenue per user (ARPU).
equipment, handsets and IT services. In all our operations we continue to drive data growth.
Prolonged or intensified load shedding schedules could impact We continue to invest in back-up equipment at our sites and have
network coverage. Stages 1 and 2 load shedding with one emergency plans in place to deploy additional mobile generators
blackout per day has a minimal impact on our network. However, if needed.
the impact of power cuts increases with stage 3A and stage 3B All core elements and important hub sites have permanent
load shedding, where an area could have more than one back-up diesel generators. Batteries at most base stations can
disruption a day. This can affect our network coverage as the last around four hours or more if fully charged in a day.
batteries on the sites will not have enough time to recharge to In cases of extended disruptions mobile generators will be
full capacity. deployed and ultimately, phased service degradation will be
In Tanzania, we experienced increased pricing pressure. implemented.
Our growth in the DRC was impacted by pricing pressure as some In Tanzania, pricing repair has led to more stable pricing.
operators failed to comply with the regulated price floor. In the DRC, a new price floor has been agreed with all operators.
Managing regulatory challenges
In September 2014, a new mobile termination rate (MTR) regime We continue working with the regulators in all our operations to
was finalised in South Africa. The current rates are an establish transparent and factbased MTR regulations. The MTR
improvement on the initially proposed rates, however, the level glide path in South Africa has been finalised.
of asymmetry still remains a concern. The reduction in MTRs To help offset the impact of lower MTRs in South Africa, we have
reduced EBITDA by R1.2 billion for the year. introduced new cost management programmes.
MTRs will continue to decline in all our markets which will impact We continue to focus on our growth strategy to diversify revenue
on revenue, margins and profitability. and deliver growth.
In South Africa, the risk of attaining a Level 4 or higher BBBEE We are proactively managing BBBEE as part of our overarching
status, which is required for additional spectrum or other licences, business strategy. Our verification of a level 2 BBBEE status
depends on whether the information and communication applies until 28 April 2016.
technology (ICT) Sector Code, which has been extended to 31 We have participated in the Ministry consultation on the draft
October 2015, is aligned to the DTI Revised Codes. regulations, working in conjunction with other telecoms
In Tanzania, under the Electronic and Postal Communication Act licensees.
2010, the Minister of Communications, Science and Technology
is obliged to issue regulations on the procedure for transferring
shares and listing licensed companies on the local stock
exchange. The Ministry issued draft regulations for consultation
in June 2014, which made listing mandatory.
Our five strategic priorities:
Customer Growth Operations People Reputation

07
WHY IS IT MATERIAL HOW WERE MANAGING IT Link to

strategic
priority
Maintaining investment in our networks

Differentiating our services by providing the best quality, We are maintaining a high level of capex on our networks across
coverage and capacity provides a competitive advantage. all our operations.
Poornetwork quality can result in action from regulators, drive We have continued to deploy LTE/4G technology to our base
customers away and damage our reputation. stations to meet demand for data and will expand the reach of
Despite the tough economic and competitive environment, we our fibre networks to our customers.
continue to invest in our network to improve our customers If it is approved, the acquisition of Neotel will enable us to roll out
experience and maintain and gain a competitive edge. fixed and next-generation mobile services faster.
Data is growing rapidly in all our operations. Our investment in We continue to invest in operational efficiencies to free up capital
new technologies and fibre to carry additional data traffic will to continue investing in our networks.
help us meet the increasing demand for data services.
Broadening our service offering

The telecommunications industry is changing rapidly. Advances We continue to drive data growth by making available more
in smartphone technology places more focus on applications, affordable data devices, increasing coverage and stimulating data
operating systems and devices, instead of the services provided bundle adoption. Data now makes up 26.7% of Group service
by operators, which could erode revenues. revenue.
We are facing new competition in our traditional service offerings, Contribution from our enterprise business is growing with an
for example from Over The Top players who provide instant 18.4% contribution to Group service revenue in FY2015.
messaging applications, Voice over Internet Protocol (VOIP) We have also accelerated the introduction of integrated price
services and virtual operators. plans to reduce customers out-of-bundle usage through
As we move into new growth areas like financial services, we are substitution.
competing with players in other industries such as banking. In April 2014, we increased our equity holding in Vodacom
To remain competitive we need to invest effectively in the Tanzania from 65% to 82.2%.
strength of a broader range of service offerings. In South Africa, we soft-launched m-pesa, and we continue to
expand our financial services offering in all our markets as a
diversified source of revenue.
We continue to invest in services such as insurance and providing
connectivity for M2M communication.
Attracting and retaining the best people
As the mobile industry shifts to providing more converged In line with our growth strategy, we are investing in the skills
solutions, we need to attract skills from outside our traditional needed to resource our new market opportunities, diversify our
business areas to unlock new opportunities for growth. service offering and build skills beyond the mobile business.
To maintain network leadership requires that we attract, retain We continue our international assignee programme with Vodafone
and develop technical skills, and to provide the best customer to impart global knowledge and help develop our people.
service we need diverse employees who bring different skills and In our International operations, we increased the number of
local knowledge to our business. assignees in critical roles and continue to engage with talent
In our International operations we have experienced difficulty in search firms to acquire the right local skills.
sourcing the talent we need due to the shortage of local skills. We are dedicated to driving transformation and building a
pipeline of talented women through our Female Leaders in
Waiting programme.
We use our graduate programmes to develop and grow young
talent into the business.
We continue to invest in providing training opportunities to our
employees.
Information security
New technology such as next generation networks and new We continuously deploy enhanced network security protocols on
services such as m-commerce and cloud computing mean that our network.
the security threats we face are constantly evolving. In particular, We have recently implemented the network traffic and
mobile apps that share customers financial and personal management policy standard. Network traffic is also monitored
information over our networks demand a high level of security. and tested by the Security Operations Centre.
The Protection of Personal Information Act (POPI), was signed We have implemented the Vodafone Global Privacy Framework
into law in South Africa in December 2013. POPI impacts almost and toolkit in all our markets and we are responding to the
all business areas of our South African operation and requires requirements for compliance with POPI through an enterprise
significant changes in the way in which we use and process project across all areas of our business. In markets where the
personal information, including network usage information, protection of customer information is not as regulated as in
call data records and the manner in which we collect and use South Africa, Vodacom Group applies the Vodafone Group Privacy
electronic and paper records. We may be subject to regulatory Framework as a standard for protecting customer information.
intervention and reputational harm if we fail to comply with POPI.
CHAIRMANS
STATEMENT
PETER MOYO
Reflecting on the inroads Vodacom has made in democratising Considering the potential of mobile and particularly data services to
access to voice and data services over the last 20 years is create socioeconomic value, our cumulative contribution over the
instructive. What comes across in a review of the milestones over last 20 years cannot be underestimated. Furthermore, over the last
this time is how each subsequent generation of network five years, we have accelerated the rate of investment in our
technology was deployed much faster than the last, and how networks to a total of R48.5 billion.
Vodacom has sought to systematically offer better value to
customers. In combination, this has extended access to voice It is gratifying that this sustained level of investment and growth,
and data services to more people by driving coverage and its implication for the economic and social wellbeing of the
and affordability. countries in which we operate, has been achieved while at the
sametime creating significant value
Vodacoms investment in the reach, quality and forshareholders. The total
efficiency of our networks, which are our most shareholder return Vodacom has
important competitive advantages, has been in delivered, since listing in 2009,
the order of R70 billion over the last 20 years. of 261.0% is a mark of the
Adjusted for the time value of money, this prudent approach we take
equates to a staggering R104 billion. It is gratifying that to balancing sustained
business growth with
this sustained level of investment attractive returns,
and growth, and its implication for the and theeffective
economic and social wellbeing allocation of capital
this requires.
of the countries in which we operate,
has been achieved, while The Groups level of
investment has not
at the same time creating been curbed even inthe
significant value for shareholders. face of a challenging
operating context. In the last
year this has included slower
economic growth in all our
markets, constrained consumer
spending, electricity supply
constraints in South Africa, and civil
unrest in Lesotho and the DRC.
Furthermore industry dynamics such as MTR cuts and intensifying
competition have bitten into the Groups revenues. Another
feature has been the upward pressure on expenses, specifically
for imported equipment, handsets and IT services due to
the weaker rand, as well as the inflationary effects of higher
input costs.
Notwithstanding these pressures, during the year under review, the

Group accelerated its network investment by 23.4% to R13.3billion.
This was focused on providing the capacity necessary to meet the
growth in data demand, without compromising on quality. Vodacom
extended 3G coverage to 96% of the South African population by
the close of the financial year, and has continued to drive voice
anddata coverage in our International operations, including in
remote areas.
09
Our business Strategic review Performance review Governance review Administration
Research shows the profound contribution that the mobile notwithstanding the concerted effort to identify and investigate
ecosystem makes to socioeconomic development. In its definitive assets on the continent that would be value accretive. The search
report for 2015, The Mobile Economy, the GSMA states: In 2014, for sensible acquisition targets that correspond to our strategic
the mobile industry generated 3.8% of global gross domestic goals continues.
product (GDP), a contribution that amounts to over US$3 trillion of
economic value [from its] direct, indirect and productivity impacts In pursuing our strategy, the Board is acutely aware of the
[before including its] broader socioeconomic effects. The report importance of regulatory certainty, which allows for proper planning
goes on to point out that in 2014, 1.8 billion people in developing in relation to policy requirements, and of ensuring enabling
markets were using mobile phones to access the internet. However, conditions for continued and accelerated investment. Conversely,
penetration remains low with mobile internet access at only 28% of the constraints to growth that delays in regulatory decision-making
the total population in developing nations, as opposed to about pose, require active and ongoing engagement with regulators.
60% in developed markets. It predicts that by 2020, mobile internet Group leadership continues to commit significant time and
penetration rates in developing markets will reach 45% of the attention to collaborating with regulators to find common ground
population, bringing the profound potential of the internet to where between the interests of our stakeholders and the intended aims of
it is most needed. regulation. A good example of this in South Africa was our input into
changing restrictive FICA requirements to enable more people to
One of the best examples of the socioeconomic value the industry access our mobile money transfer service, m-pesa. This has allowed
can create is the development of mobile financial services, which us to extend the significant social benefit m-pesa provides by giving
are delivering ever greater benefits to customers. New services under-banked individuals access to financial services.
include cross-border remittances, merchant payments and bulk
payments. The GSMA indicates that in December 2014, mobile On the other hand, the delay in allocating additional spectrum is
money users transacted a total of US$16.3 billion through becoming a serious constraint to our growth strategies. It is
717.2million transactions worldwide. Other mobile financial hampering our ability to continue meeting the rising demand for
services include mobile insurance, savings and credit, which is data services and to roll out LTE/4G optimally. Additional spectrum
extending access to these services to those outside the traditional would also allow us to alleviate the current strain on voice services
financial system. Mobile insurance services are in the early stages due to the interim measure of re-farming existing spectrum to
as the industry finds the right partnership and commercial models, support data services. As such, the delay is impeding the advance
but the potential is huge especially in developing markets. towards the South African Governments 2020 goal of broadband
for all as part of the National Development Plan.
The implication for Vodacom is clear investing in network capacity
enables us to offer more voice and data at lower prices to The key policy frameworks that will affect the allocation of
customers. The faster we roll out network coverage and get additional spectrum in South Africa are still being finalised. The
low-cost devices into the market, and develop new offerings such as Electronic Communications Act currently prescribes 30% direct
mobile financial services, the greater our impact on the Black Economic Empowerment (BEE) ownership as the pre-
socioeconomic wellbeing of the countries in which we operate. qualification criterion for spectrum or licensing applications.
To this end, the Group has clear strategies in place, with explicit Recently published spectrum regulations indicate that
three-year goals approved by the Board in respect of our customer, pre-qualification criteria are either 30% BEE ownership or
growth, operations, people and reputation priorities. Importantly, Level 4 or higher BBBEE status. However, until the process of
the growth priority is focused on diversifying our revenues, which is harmonisationhas been completed between the Department
critical as our traditional voice revenues come under pressure due ofTrade and Industrys revised BBBEE Codes and the ICT Sector
to pricing dynamics, intensifying competition and the shift to data Charter, it isunclear what the exact requirements will be and
services. It also involves monetising data demand growth through whatthe implications are for Vodacom in obtaining licences for
more affordable services and devices, growing our managed additional spectrum.
services offering in our enterprise business, accelerating our roll out
In the interim, the Board is pleased that the Group has managed
of fixed-line services, and developing new services.
toretain its Level 2 BBBEE contributor status. Developments in
In April 2014, we increased our equity holding in Vodacom Tanzania thisregard during the year included launching the Innovator Trust
from 65% to 82.2%, as part of our strategy to increase the to assist black entrepreneurs in the ICT sector to grow their
contribution of our International operations. We expect solid businesses. At 31March 2015, the Innovator Trust had acquired
growthfrom our International operations based on relatively low more than540000 YeboYethu shares (YeboYethu owns 3.44%
penetration rates and moderated but still healthy economic ofVodacom South Africa) and was supporting 18 small
growthrates in those countries. In this regard we are disappointed and mediumenterprises (SMEs) with a two-year business
that we have not managed to close any additional acquisitions, training programme.
Chairmans statement continued
In pursuit of the Groups strategy, we are actively managing The bench strength of leadership is another critical success factor.
theattendant risks to our customers. The most material of these is The Board concentrates on succession planning on an ongoing
the increasing threat to information security that comes with basis rather than managing a specific succession event. We have
internet-based services. We continue to implement the world-class formed a clear view of the future requirements in respect of senior
policies and processes necessary to manage the risk to customers, management positions and continue to ensure that a pipeline of
as well as to comply with relevant legislation. Other key risks we talent is available. Furthermore, we continuously review the skills,
face include the health and safety of our people and service qualifications and independence of our Board members. In the year,
providers, and reducing the environmental footprint of our base the evaluation of the Board and its committees found them to be
stations. The Board is satisfied that the Group is managing these effective with no material concerns noted. Improvement areas in
risks effectively, the details of which are covered elsewhere in our the year ahead will include a greater focus on scenario planning and
integrated report and our supplementary reports online. on driving growth in our International operations.
In particular, we continue to monitor the Groups commitment to During the year, Yolanda Cuba stepped down as a non-executive
improving its safety performance and achieving zero fatalities. We are director to join Vodacom as an executive and we welcomed
pleased to report therefore that the Group had no employee fatalities Priscillah Mabelane as a non-executive director. My thanks are due
during the year. However, we regret that there were two fatalities in to my colleagues on the Board for their wise counsel over the last
our supplier network. Our suppliers are contractually obliged to year, and to the executive team for navigating what has been a
adhere to our six absolute rules on safety and the necessary steps transformative year for the Group.
were taken in respect of the suppliers concerned. We extend our
sympathy to the family, friends and colleagues of the deceased. What remains the same as it has been for 20 years is that Vodacoms
most valuable contribution to society is to empower people by
As we move forward, the Board remains committed to our connecting them to reliable and affordable voice and data services;
accelerated investment programme, notwithstanding the and in so doing to extend their positive impacts. We remain inspired
constraints. The efficient allocation of capital will continue to be to realise the profound potential of connectivity to drive economic
topof mind, as we seek to find the right balance between the growth and social development, in balance with the interests of all
investment needed to sustain the Groups ability to generate our stakeholders.
earnings in a highly dynamic environment, and continuing to deliver
attractive returns to shareholders through our dividend policy.
Delivering value to customers remains at the heart of our strategy
and our ability to grow long-term shareholder value. To align the
variable remuneration of management to the intent of the strategy,
short-term incentives for the 2016 financial year will be determined MP Moyo
according to the following measures and weightings: customer Chairman
experience (40%); service revenue (20%); EBITDA (20%) and
operating free cash flows (20%). This shows how central customer
experience is to our ongoing success.
11
Vodacom
extended 3G coverage to
96% of the South African
population by the close of the
financial year, and has continued
to drive voice and data coverage
in our International
operations, including
in remote areas.
1993
20 YEARS Vodacom is awarded a licence to operate

a GSM cellular network in South Africa.
OF EMPOWERING
EVERYONE TO BE
20 years
1994 1995 1996
CONFIDENTLY A record-breaking
rollout of the
Vodacom is granted a
GSM licence in Lesotho,
Were the first
in the world
CONNECTED network follows
with at least two
our first licence outside
South Africa.
to launch a
prepaid service.
base stations built
Vodacom sponsors the We switch on
every day.
South African national our network in
We officially switch rugby team, the Lesotho.
on our network. Springboks, winners
of the 1995 Rugby
World Cup.
2002 2003 2004 2005 2006

Vodacom Were the first to We celebrate our We built as many 3G Our total investment in
Congo
2002 cover 95% of South first decade with base stations in the network infrastructure for
launches in Africas population. well over 10million previous year as wed the Group was R28.5 billion
Vodacom
the DRC. customers in done in the first three at 31 March 2006.
Congo launches Vodacom South Africa. years of operation.
in the DRC. Mozambique We cover 96% of the
launches after a Vodacom launches We cut call rates, saving South African population.
record three- 3G in South Africa. customers between 4%
month network and 9% on their monthly We launch the first
roll out. spend, with a 60% and 3G HSDPA network in
90% reduction in South Africa.
SMS and data tariffs
respectively. Vodafone increases its
shareholding to 50%.
2009 2010 2011 2012

Vodacom lists The year Vodacom Vodacoms rebranding, from First to launch LTE/4G in
on the JSE. was the voice a strategic and identity South Africa.
behind Bafana perspective, aligns us more
Vodafone Bafana. closely with Vodafone. We launch My Vodacom App,
increases its giving customers a range of
shareholding self-service capabilities.
to 65%.
vodacom.co.za/iphone6
13
Vodacom
Power to you
R499PMX24
Smart S
s
1997 1998 1999 2000 2001
The South African Once-off R202
Launch
SIM & connection
Offers valid from 24 October 2014 - 6 January 2015
of prepaid We receive We launch We become the largest
Standard terms and conditions apply. Deals are subject to signing a 24-month Vodacom Contract. VAT inclusive. E&OE. Trade-in options are
available on selected new and Upgrade Contract deals only. Please go to vodacom.co.za for full terms and conditions.
mobile market access to the ISO 14001 commercial mobile network

reaches the one internet, a world certification operations in operator in Tanzania
first.
million customer 73775_VCS_iPhone_RegionalA5Leaflet.indd 1 for our Tanzania. 2015/04/22
5:15 PM
within a year. Vodacom
mark, 606 000 of environmental Tanzania covers Mount
We open Vodaworld Our network Kilimanjaro, which
whom are Vodacom policy, a first
in Midrand, the covers about 92% becomes the highest
customers. for mobile.
worlds first cellular of South Africans. point in the world to
shopping mall. be covered by a GSM
network.
2007 2008
Vodacom Tanzania Vodacom Business is launched, Vodacom South Africa announces its
launches 3G/HSDPA as part of our plan to reposition R7.5 billion BBBEE transaction, one of
services, making Vodacom as a leading provider the largest BBBEE transactions in the
Tanzania the second of converged information and local industry.
country in Africa, after communication solutions.
South Africa, to get
access to this high- Vodacom Tanzania introduces
speed data technology. m-pesa, Vodafones award-winning
money transfer service.
We announce an
unparalleled cut in data Vodacom South Africa is first to
rates of up to 61%. launch HSUPA.
2015
First to launch LTE/4G in Lesotho.
2013 2014 We complete our RAN renewal project,

making our network LTE/4G ready.
We implement the largest We cover 99.8%
array of solar panels on a of the population We reach 99.9% network
single building in Africa. in South Africa. coverage in South Africa.
We begin to implement an Our cumulative investment in
all-encompassing pricing our networks amounts to about
transformation, migrating our R70 billion since 1994.
customers on to integrated and
bundled plans that provide
greater value for money.
WHO WE ARE
Vodacom was founded in 1994 and is a leading From our roots in South Africa
African unified communications provider,
weve grown mobile operations
providing a wide range of services, including
to include networks in
mobile voice, messaging, data Tanzania, the DRC, Mozambique
and converged services to and Lesotho. In the current year, we
increased our shareholding in Tanzania
from 65% to 82.2%. We also offer business
managed services to enterprises in over
40 countries across Africa. Vodacom
customers. is majority-owned by Vodafone,
one of the worlds largest mobile
communications companies by
revenue. Were listed on the
JSE Limited and our head office
is in Midrand, South Africa.
Distribution channels are integral to our business

model through which we continue expanding our
Points of presence reach to customers. The Vodacom online portal and
the My Vodacom App have become key interaction
points with customers.
Formal points of presence include Vodacom Informal points of presence include super dealers,
owned and franchise shops, service providers territory and data dealers, street vendors/freelancers
andprivate outlets, retailers that purchase directly and informal resellers.
from Vodacom and m-pesa agents.
2 801 67%
Lesotho
3 897 127%
9 734 10 048 Lesotho
Mozambique 142% 2% South Africa
9 872 107%
DRC
25 068 44%
Mozambique
35% 55 249
South Africa
3 001
143 295 DRC 49%
6% Tanzania 9 684 7%
Tanzania
year-on-year growth
15
Points of presence for Vodacom Business Africa

United Kingdom Uganda Mozambique
France Kenya Malawi
Malaysia Djibouti Swaziland
Singapore Tanzania Lesotho
Cote dIvoire Angola South Africa
Ghana Zambia Madagascar
Nigeria Namibia Mauritius
Cameroon Botswana Liberia
Congo (DRC) Zimbabwe Equatorial Guinea
Points of presence for

mobile operations
DRC
Ownership 51%
Population: 71 million
Active customers: 11.2 million
Mobile penetration: 41%
ARPU1: USD2.9
MOU2: 41
Licence expiry period3: 2018/2032
Market share4: 34.7%^
Coverage: 47%
NPS: 3rd
Tanzania
Ownership 82%
Population: 52 million
Active customers: 12.2 million
Mobile penetration: 64%
ARPU1: TZS6 530
MOU2: 149
Licence expiry period: 2031
Market share4: 43.7%^
Coverage: 87%
NPS: 2nd
South Africa Lesotho Mozambique

Ownership 100% Ownership 80% Ownership 85%
Population: 54 million Population: 2 million Population: 27 million
Active customers: 32.1 million Active customers: 1.3 million Active customers: 4.9 million
Mobile penetration: 153% Mobile penetration: 75% Mobile penetration: 41%
ARPU1: R113 ARPU1: LSL53 ARPU1: MZN149
MOU2: 126 MOU2: 59 MOU2: 113
Licence expiry period: 2029 Licence expiry period: 2016 Licence expiry period3: 2018/2026
Market share4: 53.2%^ Market share4: 74.5%^ Market share4: 43.8%^
Coverage: 99.9% Coverage: 93% Coverage: 46%
NPS: 1st NPS: 1st NPS: 1st
Notes:
1. Total ARPU is calculated by dividing the average monthly service revenue by the average monthly active customers during the period.
2. Minutes of use (MOU) per month is calculated by dividing the average monthly minutes (traffic) during the period by the average monthly active customers during the period.
3. 2018 relates to the 2G licence and 2026/2032 relates to the 3G licence.
4. Service revenue market share.
6.25% held indirectly through structured entities which are consolidated in terms of IFRS 10: Consolidated Financial Statements as part of the BBBEE transaction.
^ These items were included as part of our assurance process this year.
HOW WE DO
BUSINESS
Through our business model we sustain a high level of investment in the critical elements that enable us to
deliver value to our customers, sustain and grow our revenues and maximise our profits. This provides the
capital we need to reinvest in our business, and ensures we can continue creating value for all our stakeholders.
to our the resources and relationships that

CAPITAL INPUTS business: CRITICAL ENABLERS underpin our ability to create value:
Licences
and
Financial capital permissions
Maintaining positive and constructive relations with regulators and
Used in executing our business activities communities.
as well as in generating, accessing
Meeting all licence conditions.
and deploying other forms of capital.
Gaining permissions to deploy infrastructure.
Includes shareholders equity, debt
Attaining licences for new services such as financial services.
and reinvested capital. Network
Human capital
The skills and competencies of our Investing significant capital resources in building, maintaining and operating
people determine our success in mobile and fixed-line networks.
executing the activities that form part Finding ways to make network equipment more energy and cost efficient.
of our critical enablers. Human and Products Disposing of end-of-life network equipment responsibly.
manufactured capital are the biggest and
cost to our business. services
Developing new products, services and pricing models to diversify revenue,
Intellectual capital retain market share, mitigate against pricing pressure and declining ARPU,
Includes our licences which we acquire and continue to offer best value.
by managing social and relationship Developing products and services that mitigate against the risk of data loss
capital and deploying financial capital. or theft.
We also invest in building and Hiring the right skills and incentivising people to take advantage of new
maintaining a strong brand. technology to innovate.
People
Manufactured capital
We deploy financial capital to build and
Structuring remuneration and reward to attract and retain talent.
maintain network infrastructure, data
Encouraging high-performance, values-based behaviour and innovation.
centres, distribution infrastructure and
software applications. Training and development programmes and bursary schemes.
Social and relationship capital Procurement

Relationships with regulators determine Procuring network equipment and handsets at commercially favourable terms.
granting of licences and access to Leveraging the global purchasing power of the Vodafone Procurement
spectrum. Our reputation among Company.
customers and communities gives us
Optimising distribution and renegotiating supplier contracts to be
our social licence to operate. Licencing
Distribution performance-based.
fees diminish financial capital.
and customer
Natural capital service
Distributing through our franchise stores and direct sales partners.
We require natural capital such as land Ensuring customer engagement is simple and consistent across all channels.
and energy to deploy and operate our Deploying innovative solutions at customer touch-points (retail stores, repair
manufactured capital. Accessing these centres, call centres and online) to improve the customer experience.
inputs diminishes financial and natural Providing facilities for handset recycling.
capital, the impact of which is lowered Brand and
reputation
through energy efficiency initiatives and
site sharing. Maintaining network quality and customer service to retain brand ranking.
Engaging with stakeholders to understand and address concerns.
Utilising technology to meet societal needs.
Contributing fairly to public finances.
Supporting transformation and indigenisation objectives of host governments.
Total reinvested back into the business

17
How we sustain our ability to create value

PG 100 PG 96 www.vodacom.com www.vodacom.com
Governance Risk management Ethics Stakeholder engagement
Our material issues

are set out on PG 06
were actively managing, linked

MATERIAL FACTORS to our material issues:
Revenue
CUSTOMERS The revenue we generate
Access to spectrum pending regulatory process. from our business activities
Maintaining BBBEE status to qualify for spectrum. Leveraging our critical enablers enables us to pay operating
and managing those factors costs and salaries to our
that could impact our ability employees. From the
remaining operating profit
to create value supports our
we pay finance costs to our
Access to spectrum to meet growth in data demand. business activities, which are debt providers. We then
Maintain network service during power outages. to provide leading voice, meet our obligations to tax
Higher equipment cost due to currency weakness. messaging, data and authorities.
Sustain network investment as our key differentiator. converged services to
Maintain network security protocols. our customers.
We generate revenue Net profit

Transform the base to retain market share and secure ARPU. from providing products
Our challenge is to optimise
Maintain growth through new differentiated services. and services to our profitability in an
Invest in skills to drive innovation. customers, which are environment of lower
Diversify revenue to offset erosion due to changes in regulation. ultimately aimed at pricing, higher inflationary
Ensure that new services comply with privacy legislation. empowering people cost pressures and shifting
sources of revenue.
and businesses to
be confidently
connected.
Attract and retain best people and diversify skills base.
See the next page for
Meet equity targets to retain BBBEE status. Shareholder returns
our business activities
From our net profit we then
distribute returns to our
equity shareholders. Our
dividend policy is to return
at least 90% of headline
Currency weakness drives up costs of devices and equipment. earnings to shareholders.
Access low-cost smart devices to drive data use.
Reinvested in our business

Enhance service excellence to retain market share.
Capacitate channels to distribute new services.
We reinvest remaining capital
back into our business to
Invest in front-line staff to ensure service excellence. strengthen our critical
Keep customer information secure to comply with regulations. enablers. Our network
accounts for the biggest
proportion of this investment
Invest in people to maintain highest level of customer service. as its quality and reach is
Failure to maintain information security could impact PG 20 fundamental to increasing
reputation. See page for detailed our competitiveness, in line
Maintain best network quality and service. outcomes of our with the best network pillar
business model of our customer strategy.
Leverage brand when entering new markets.
WHAT WE OFFER
Consumer
We have over 61 million customers on many different devices connected to our world-class networks, serviced through our various
distribution and service partners. Our core services are voice, messaging and data, which are all available on either contract or prepaid.
Contract gives you the convenience of paying for services after youve used them via monthly debit order, whereas prepaid lets you control
how much you spend upfront without being locked into a contract. Top Up is a hybrid between our contract and prepaid packages.
Our integrated plans give you talk, text and loads of internet. Our ultra-low-cost handsets (ULCHs) make it affordable for everyone to
get connected.

Mobile and fixed

Roaming
International calling
INTEGRATED
PLANS
VOICE Financial
m-pesa
Insurance
services Airtime Advance
m-pawa
Digital Entertainment
SERVICES content Advertising
services Vouchercloud
DATA
Vodacom online pages
Mobile broadband
Self-service Unstructured Supplementary
Service Data (USSD) self-help
Internet on your mobile
care option
My Vodacom App
Interactive Voice Response
MESSAGING
SMS
MMS
19
Business
Vodacom Business delivers total communication solutions to meet the needs of the public sector, and large, medium and small enterprises.
As a first-tier connectivity and network provider, and through our cloud facilities, the Enterprise Business Unit makes it possible to manage
bandwidth requirements seamlessly over guaranteed fixed-line and wireless connections. We also work with our customers to put together
a combination of services that meet their needs and support the security and integrity of their business, and help them to become more
efficient and save costs.

CONNECTIVITY
Fixed
s Mo
es bil
irel e
W
rvice Netw
e Se ork
n-sit
So
ata
O
ftw (Sa
dd
TY are aS)
an
RI
On
as a
oice
-sit
CU
SE
Service
e Se
Mobile v
ged Mobility
rvice
CLOUD
a Servic cture
e
Infrastr
Platform
in
BUSINESS HOSTED
Mana
-mach
MOBILITY SERVICES
SE
e
u
(Paa a Ser
(
CU
Iaa as
to
as
RI
ne-
S) vic
TY
S)
ch i
Ma
Man n
aged communicatio
Vo o
ice e
Vid
Messaging
and collaboration
UNIFIED COMMUNICATION
THE VALUE
WE CREATE
Connecting people and enabling businesses are the Research has shown a direct correlation between the provision of
mobile voice and data services and economic growth. Increasing
main outcomes of the mobile and fixed network
access to our services by widening coverage and driving
services we offer. Communication improves quality affordability supports economic growth and job creation. This
of life, enables efficiency, connects supply and increases economic capacity and spending power, which in turn
demand, and supports the sharing of information supports socioeconomic development. Besides the direct economic
and data between individuals and businesses. and social value our core business creates, we create value for our
stakeholders in many different ways some of which are
highlighted below for the 2015 financial year.
WERE EXPANDING OUR

NETWORKS AT AN Weve extended 3G coverage to
FOR OUR 96% and LTE/4G coverage
UNPRECEDENTED RATE,
CUSTOMERS INTRODUCING LTE/4G to 35% of South Africans. 96%
Were expanding voice and
and enhancing our voice data coverage in our
services, investing International operations.
R13 305 million With our ultra-low-cost base
stations, which use solar power
in capex in the year. and can be built in four days,
were increasing coverage in
rural areas.
OUR MOBILE FINANCIAL SERVICES, m-pesa WITH 8.1 MILLION

To drive affordability, our CUSTOMERS AND m-pawa WITH 1.8 MILLION CUSTOMERS, ARE
blended average effective PROVIDING MONEY TRANSFER, SAVINGS AND CREDIT SERVICES TO
price per minute reduced
17.7% and our average PEOPLE OUTSIDE THE TRADITIONAL FINANCIAL SYSTEM.
effective price per MB
reduced
24.1%.
PG 32 For more information on We also continue to make
how were creating value for our low-cost smart devices WE WERE AWARDED FIRST PLACE IN THE
customers, refer to our customer available. SUNDAY TIMES TOP BRANDS 2014
and growth strategies. IN BOTH THE CONSUMER AND BUSINESS TELECOMS CATEGORIES.
WERE SERIOUS ABOUT

WE PAID WE SPENT R130 MILLION
DIVERSITY
FOR OUR R4 886 million1 In South Africa ON SKILLS DEVELOPMENT
PEOPLE TO OUR 7 786 EMPLOYEES AND ENROLLED
in salaries, incentives, 74%
contributions to of our employees are black
pension funds 44%
and medical aid of whom are women
schemes. 58%
PG 54 For more information on of our Executive Committee GRADUATES IN OUR
how were creating value for our 1. Excludes capitalised staff members are black GRADUATE PROGRAMME.
people, refer to our people expenses of R646 million. 17%
Includes dividends declared to
strategy, and our human capital FSP participants of R50 million. of whom are women.
report on www.vodacom.com
21
SINCE LISTING ON THE JSE,

FOR OUR WEVE DELIVERED A TOTAL WE PAID A TOTAL OF
PROVIDERS SHAREHOLDER RETURN OF R13 537 million
OF CAPITAL TO EQUITY SHAREHOLDERS We were recognised as a
AND DEBT FUNDERS IN
2015, WITH BEST
261%
R11 800 million PERFORMER
PAID IN DIVIDENDS AND on the JSEs Socially
R1 737 million Responsible Investment
PG 62 For more information on PAID IN INTEREST (SRI) Index for the third
how were creating value for our RESPECTIVELY. year, having been included in
providers of financial capital, the Index for the sixth year.
refer to our performance review. as at 31 March 2015.
WE CONTRIBUTED WE RETAINED OUR LEVEL 2

IN OUR R5.3 billion to public
SOCIETIES finances through corporate
BLACK ECONOMIC EMPOWERMENT
taxes, which account for
only a portion of our direct
CONTRIBUTOR STATUS.
and indirect contributions
in the countries in which we
operate. OUR TOTAL CASH In procuring goods and services, we spent
CONTRIBUTION TO PUBLIC
FINANCES WAS R5.6 BILLION WITH
BBBEE SUPPLIERS
R13.5 and
BILLION R2.6 billion with SMEs.
WE LAUNCHED THE INNOVATOR TRUST TO ASSIST

BLACK ENTREPRENEURS IN THE ICT SECTOR TO VODACOM E-SCHOOL
INITIATIVE WON
GROW THEIR BUSINESSES, SUPPORTING a Frost and Sullivan Award
18 SME COMPANIES. for South African e-Education

Technology Innovation
Leadership.
WE WERE
The Vodacom Foundation continues to employ our technology RANKED
PG 57 For more information on to support education, health and safety initiatives. We spent
In the telecoms sector and
R95.5
the different ways in which we
ON CORPORATE SOCIAL INVESTMENT
contribute to society, refer to our third overall in the 2014
reputation strategy, and to our ACROSS THE GROUP IN 2015. Top Companies Reputation
public finances, transformation, million Index performed by Plus 94
committees and environmental Research.
reports on www.vodacom.com
WHO GOVERNS US
Mohamed Shameel Aziz Joosub (44) Ivan Philip Dittrich (42)

Appointed in September 2012 Appointed in June 2012
International operational experience Diverse financial experience
Sound financial expertise Sound financial governance knowledge
Commercial strategist Executive leadership background
Executive
Mthandazo Peter Moyo (52) directors
Chairman of the Board Serpil Timuray (45)
Appointed Chairman in Appointed in
May 2009 September 2012
Financial, corporate and Business leader
governance expertise Brand and distribution
Entrepreneurial flair knowledge
Government relations BOARD Operational expertise
experience
NS COMPOSITION NR
In
no depe ve
uti
David Hugh Brown Hatem Mohamed
n- n
dir exec dent c
(52) Galal Dowidar (45)
e
x rs
Appointed in ect uti
ors ve n-e cto Appointment in
January 2012
Corporate leadership
No dire February 2014
Diverse operational
experience experience
Financial expertise Extensive sector
Corporate governance knowledge
expertise Governance expertise
AR
Bafeleang Priscillah
Mabelane (41) Michael Joseph (69)
Appointed in May 2009
Appointed in
Understands innovation
December 2014
Strategy and business
Strategic leadership
expertise Board structure: leadership experience
Emerging markets
Financial expertise We have a unitary Board with expertise
Business leader
A 12 directors, the majority of
whom are non-executive directors.
Our Chairman is an independent
John William Lorimer
Thoko Martha non-executive director. Otty (51)
Mokgosi-Mwantembe
(53) Appointed in
Appointed in May 2009
A September 2012
Sound financial
Strategic marketing Audit, Risk and Compliance Committee governance background
focus
Extensive telecoms
Expertise in innovation R knowledge
ICT sector experience
Regional insight
NR Remuneration Committee
N Ronald Adrianus
Phillip Jabulani Wilhelmus
Moleketi (57) Nomination Committee Schellekens (51)
Appointed in Appointed in
November 2009 S February 2009
Corporate leadership Social and Ethics Committee Expertise in human
Understands public resources best practice
sector relations Understands corporate
Corporate and strategic best practice
leadership experience International operational
AS NRS experience
1. BP Mabelane was appointed to the Board on 1 December 2014, replacing YZ Cuba who resigned on 31 October 2014.
23
WHO LEADS US
Finance International Customer Corporate Technology Legal and

Operations Affairs Regulatory
Ivan Dittrich (42) Romeo Kumalo1 (43) Gary Hagel (48) Maya Makanjee (53) Andries Delport (50) Nkateko Nyoka (52)
Chief Financial Officer Chief Operating Officer: Chief Officer: Chief Officer: Chief Technology Chief Officer:
Joined Vodacom in International Customer Operations Corporate Affairs Officer Legal and Regulatory
June 2012 Joined Vodacom in Joined Vodacom in Joined Vodacom in Joined Vodacom in Joined Vodacom in
August 2004 February 2014 June 2012 June 1996 October 2007
CEO
EXECUTIVE Shameel Joosub (44)
Chief Executive Officer
COMMITTEE Joined Vodacom in
March 1994
Enterprise Human Consumer Strategy Finance

Resources Vodacom
South Africa 1. Romeo Kumalo resigned
Vuyani Jarana (44) Matimba Mbungela Phil Patel2 (43) Yolanda Cuba (37) Till Streichert (41) effective 31 May 2015.
Chief Officer: Enterprise (43) Chief Officer: Consumer Chief Officer: Strategy Executive Director: Finance 2. Phil Patel resigned
Business Unit Chief Human Business Unit and New Business Vodacom South Africa
effective 31 March 2015.
Joined Vodacom in Resources Officer Joined Vodacom in Joined Vodacom in Joined Vodacom in
December 1995 Joined Vodacom in July 2012/Vodafone in November 2014 February 2014/Vodafone Godfrey Motsa will assume
January 2003 March 2004 in January 2008 the role on 1 April 2015.
For detailed biographies of the

Board and the Executive Committee
go to www.vodacom.com
Female Male White Black South Africa International

17% 83% 42% 58% 75% 25%
Q & A WITH THE CEO

SHAMEEL AZIZ JOOSUB
FROM A COMMERCIAL PERSPECTIVE, HOW DID Weve migrated 78% of our contract customers to integrated
VODACOM PERFORM THIS YEAR? packages that include voice, data and SMSs, at a better value price
point. For our prepaid customers weve firmly established the
This has been one of the toughest years weve ever faced.
A Major MTR cuts, a weak economic environment, exchange
concept of value bundles, selling an average of 53 million voice
bundles per month in the fourth quarter. This pricing transformation
rate volatility and increased price competition all played a part. resulted in the average effective price per minute for voice falling
Thefirst half of the year was particularly challenging, but Im 17.7% year-on-year and our average effective price per MB of data
pleased to say that by the time we hit the fourth quarter there reducing 24.1%. This is in addition to even larger price reductions
wassolid evidence of forward momentum. During the year we last year.
increased our customer base by 7.2% to 61.6 million
and Group revenue increased 2.1%. Excluding the On top of the step change from pricing
impact of a 50% cut inMTRs in South Africa, transformation, the 50% cut in MTRs
Grouprevenue increased 4.8%. Importantly, had a huge impact taking out
Group data revenue increased 25.0%, with the R2.0billion in revenue and
number of Group active data customers R1.2billion in EBITDA. On the
increasing 15.9% to 26.5 million and M2M Our networks are our fundamental positive side, we have agreed
SIMs increasing 18.5% to 1.8million. point of differentiation. a three-year glide path for
MTRs, with the major
Weve invested and continue to invest, impact having been
more than our competitors to give us the taken this year.
widest coverage, the capacity to handle massive Interconnect
data growth, and the latest technology. revenue now
contributes less than
We believe that investing in our networks
5% of service revenue
contributes to the creation of shareholder in South Africa, so the
value, and Vodacom has delivered a impact going forward of
TSR of 261% since listing. further reductions in MTRs
will be significantly less.
Taking the price transformation
and step change in MTRs together,
we have in effect rebased the
business in South Africa and now have
a solid platform from which to grow.
Thats borne out by the improved performance in the fourth quarter.
Looking at our International operations, we faced strong pricing

pressure in Tanzania and the DRC, which subsequently stabilised
inthe fourth quarter. Mozambique and Lesotho delivered solid
performances. Overall, the International customer base grew
13.7%to 29.5 million and service revenue increased 10.0% to
R15.3billion. m-pesa continues to show strong growth, with the
overall customer base increasing 34.2% to 8.0 million. The quality
and reach of our networks gives us an important commercial
advantage, which is why we increased capex by 18.8% to
R4.7billion, adding 1 265 new 2G sites and 1 022 new 3G sites.
In terms of profitability for the Group, EBITDA declined 1.5% to

R26.9 billion. The underlying picture when stripping out the impact
of MTRs, One-Offs1 and foreign exchange was positive with EBITDA
25
increasing 3.4%. Headline earnings per share (HEPS) at 860cents While others might consider holding back on investment in this
were down 4.0%. Again, the improving trend in the latterpart of the difficult economic environment, we have deliberately done the
year was demonstrated by the fact that the first-half HEPS decline opposite. This is to make sure that we not only cater for the growth
of 5.5% reduced to a decline of 2.8% in thesecond-half. in data demand from existing customers, but also drive growth by
increasing the addressable market. In South Africa we extended
AND OPERATIONALLY? 3Gcoverage to 96% of the population and cover 35% of the
population with LTE/4G. In Lesotho, weve now gotdata coverage
We were handed a rough set of external factors this year
A andIm pleased to say that we weathered them well.
everywhere we have voice coverage. Weve developed a low-cost
base station solution in the DRC to get mobilecoverage into areas
Wevegot a number of cost control programmes running throughout that have quite literally been cut off until now. In each country we
the business and in particular, we achieved savings inpublicity, operate in,weve made sure our network sets us apart. And well
commissions, and transmission lease costs. In SouthAfrica, stripping continue todo so.
out the impact of MTRs and One-Offs1, operating expenses as a
percentage of service revenue was stable at 22.7% versus 22.3% SPEAKING OF DATA GROWTH, HOW LONG DO YOU
last year. Given the significant impact of higher electricity costs, THINK IT CAN CONTINUE AT CURRENT LEVELS?
increased fuel costs due to electricity supply interruptions, inflation,
rand volatility and increased site rental due to the network A The number of smartphones active on the network in
South Africa increased by 28.4% to 9.3 million, which equates
expansion, we had to work hard to achieve this. Similarly, in our
International operations, operating expenses as a percentage of to only 30% penetration. The level of smartphone usage in our
International operations is even lower, so there is still significant
service revenue (excluding One-Off1 expenses) increased marginally
untapped growth potential. On top of that, the average amount of
from 35.7% to 36.2%, which was a positive result given the
data used per smartphone is growing rapidly. InSouth Africa,
inflationary pressures in these markets as well.
average usage grew 37.9% to 342MB/month. Thisis low when
From a network operations perspective we had a good year, with compared to average usage of 819MB/month worldwide in 2014;
nomajor outages in any of our operations. In South Africa, uptime indeed, current usage in the USA now surpasses 2GB/month. This
improved to 99.4% and the dropped call incidence rate fell to isnt set to slow down any time soon, in fact Cisco predicts that
0.7%,which is less than half that of the next best competitor. average monthly usage worldwide will approach 4GB/month by
Thisisespecially impressive when bearing in mind that at the 2019. In short, were convinced that the investment were putting
same time weve been adding sites at an unprecedented rate and into our network including both new base stations and extensive
introducing new technologies such as LTE/4G and enhanced voice fibre backhaul is exactly the right thing to do and laysthe
services. On top of this, we completed the RAN swap, which reduces foundation for continued growth.
operational costs and gives us added flexibility when it comes to
adding new services in future. OTHER THAN NETWORK QUALITY AND REACH, HOW
ELSE CAN VODACOM DIFFERENTIATE ITSELF FROM
GIVEN THE PRESSURES IN THE YEAR, HAVE YOU OTHER NETWORKS?
DELIVERED ON YOUR NETWORK INVESTMENT
STRATEGY?
A Having the widest network coverage and fastest connections
attracts customers, but its important to back this up with
best-in-class customer service. A simple metric that we track is the
Our networks are our fundamental point of differentiation.
A Weve invested, and continue to invest, more than our
number of calls to our call centres, which thanks to the actions
weve taken is down 15% year-on-year in South Africa. This is
competitors to give us the widest coverage, the capacity to handle despite the increase in customers and in people using data for the
massive data growth, and the latest technology. We believe that first time. Weve achieved this by improving the proportion of
investing in our networks contributes to the creation of shareholder queries resolved by the first call to our call centre (known as first
value, and Vodacom has delivered a TSR of 261.0% since listing. In a call resolution), and also through providing other self-service
year that was anything but plain sailing commercially, we increased channels such as the My Vodacom App, which was comprehensively
network investment by 23.4% to R13.3 billion. This is an impressive revamped during the year. Not only do these initiatives give us an
number, a significant portion of which went into adding new base edge when it comes to customer care, they also reduce the cost
stations and to adding our own high capacity transmission. As an ofdealing with queries. The key measure of customer satisfaction
example, 2 576 new 3G sites were installed across the Group and we track is the NPS, which looks at the promoters of Vodacom as
wemore than doubled the number of LTE/4G sites to 2 600 in a proportion of the total number of people surveyed. We have
South Africa. mobile network NPS leadership in SouthAfrica, Lesotho, the DRC,
Mozambique and joint best in Tanzania.
Note:
Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update 2014 2019 white paper.
Q&A with the CEO continued
In the year ahead, were strengthening our focus on customer services and during the year, we commenced the process of
service and have made 40% of executive remuneration contingent connecting homes and businesses.
on customer appreciation. The measures for this goal are NPS,
brand consideration, customer-related KPIs, and market shares. The acquisition of Neotel would allow us to accelerate this process
Thisis a bold step that reflects how seriously we take customer considerably, and the delay in receiving regulatory approval is
careas a key differentiator. disappointing. This transaction has been with the authorities for
approval for almost a year now. Every day of delay is a day lost in
which we could be connecting South Africa.
YOUVE TALKED ABOUT NEW SOURCES OF GROWTH
OUTSIDE OF VOICE AND DATA HOW IS THIS GOING?
DELIVERING ON STRATEGY DEPENDS ON PEOPLE.
I mentioned earlier that the m-pesa customer base in our HOW DO YOU GO ABOUT BUILDING THE BEST TEAM?
A International operations grew 34.2% during the year. Why is
Its hard to avoid the clich that people are our most
that important? Well, in Tanzania where it has been in service the A important asset because they really are the soul of the
longest, m-pesa now accounts for 22.6% of service revenue.
company. Weve worked hard to build diversity in our teams and also
Building on this success, we launched m-pawa in Tanzania in
to reflect national demographics in the countries we operate in.
May2014, a savings and loan product based on a mobile platform.
Ofour staff in South Africa, 74% are black and 44% are female.
The logic behind it is simple: traditional banks cant service a large
Onour Executive Committee, 58% of the members are black and
portion of the population economically, so this group is left out of
17% are female. Clearly theres still work to do, but were making
the banking system. Vodacom, meanwhile has a trusted and
progress. In terms of acquiring new skills, we spent R130 million
efficient money-in, money-out mechanism and in conjunction with
during the year on training, and also brought in 77 new graduates
our banking partner we can help people take savings quite literally
via our graduate recruitment programme. We also place major
out from under their mattresses and put them into an account that
emphasis on ensuring that talented people are recognised and
can earn interest. Granting micro-loans using m-pesa transaction
given the chance to grow. Great examples are Matimba Mbungela
records to establish affordability is similarly straightforward. Weve
who was promoted to the role of Chief Human Resources Officer
already got 1.8 million customers using m-pawa, resulting in an
onour Executive Committee and Godfrey Motsa who was promoted
increase in m-pesa revenue per user. to Chief Officer: Consumer Business Unit. Both Matimba and
We soft-launched m-pesa in South Africa during the year. While Godfrey have been through our International assignee programme.
Yolanda Cuba took up the position of Chief Officer: Strategyand
theuptake is still relatively modest with one million registered
New Business in November 2014.
customers and 76 000 people actively using the service, it is
gainingtraction. Two services that have seen strong growth outside
traditional voice and data in South Africa are insurance, with
THE VODACOM FOUNDATION IS CLOSE TO YOUR
revenue up 36.0%, and M2M, with the number of SIMs increasing HEART. HOW IS ITS WORK PROGRESSING?
15.9% to 1.7 million.
A From a socioeconomic development perspective, the
singlemost important thing that Vodacom can do is get
Enterprise has been a strong growth pillar, with revenue
morepeople connected to reliable and affordable services.
ofR11.4billion, up 8.8% (excluding Nashua2) from last year. Theres adirect link between the availability of mobile data services
Managed services, which is a subset of this and includes cloud, andGDP growth. In a 2012 report, the GSM Association found
hosting, security and connectivity solutions, grew 12.5%, that a 10% substitution from 2G to 3G penetration increases GDP
with revenue of R2.8 billion. Were making strong inroads both per capita by0.15ppts. The same report found that a doubling
inSouth Africa and across the rest of the continent through ofmobile data usage increases GDP per capita growth by 0.5ppts.
Vodacom Business Africa, which has 27 points of presence servicing With GDP growth comes job creation, and with job creation we play
over 40 countries. In conjunction with Vodafone Global Enterprise a part in uplifting society. So to put it simply, the more we can do to
we offer a seamless service to multinational clients wherever they roll out network coverage especially in township and rural areas, the
do business, both across Africa and worldwide. more we can increase the availability of data coverage, and the
more we can get people connected through low-cost devices and
Finally, weve started making headway into fibre services, both
affordable services, the greater the benefit to society.
fibre-to-the-business (FTTB) and fibre-to-the-home (FTTH).
The key to this expansion is that weve already invested heavily in Having said that, our technology uniquely lends itself to more direct
building our own fibre network in South Africa to connect our support for people and groups in need. The specific focus of the
basestations. This drive towards transmission self-provision was a Vodacom Foundation is on using technology to support education,
deliberate step to ensure that we have enough backhaul capacity health and safety initiatives. Over the past year, the Vodacom
for our base stations. These are carrying ever-greater data loads due Foundation spent R80 million in South Africa, R46.6 million of
to faster 3G and now LTE/4G technologies. A beneficial side-effect which was spent on education. Weve done amazing work in
is that we now have a fibre network we can use to supply fixed-line launching the Vodacom e-school platform to give students free
27
access to online learning materials. Im also really proud of our services, M2M and content, were aiming for a 5% contribution to
partnership with the Department of Basic Education, which has Group service revenue. Finally, we aim to maintain the growth
seenus connect an additional 20 ICT resource centres, bringing the momentum in our International operations and are targeting a
total number of ICT centres weve equipped and connected to 61. 30%contribution to Group service revenue in three years.
Our health projects are assisting people in rural areas, particularly in Cost management remains a critical feature of our operations
our International operations. In Lesotho, we launched a project to strategy. To achieve ongoing margin expansion, we aim to achieve
provide access to HIV treatment to 40 000 children by 2017 using a cost efficiencies and are targeting cost growth in each of our core
text-to-treatment model. This model is being used successfully in mobile businesses of 0.5% lower than revenue growth over the
Tanzania to provide almost a quarter of a million expectant mothers next three years.
with the information they need to help ensure a successful
pregnancy. In Mozambique, weve used the same model to assist As Ive said, we pride ourselves in the quality of our people and
people with HIV/aids by sending text messages to encourage them understand the importance of attracting and keeping the talented
to take their medication and attend their appointments. people we need to deliver on our strategies. Well continue to
concentrate on diversifying our staff base, recruiting new skills and
WHERE TO FROM HERE? developing our people, and keeping them truly engaged. Weve set
out to achieve a score of 80 in our employee engagement survey
Weve set 10 clear goals with ambitious three-year targets to
A drive our performance against our five strategic priorities.
over the next three years.
Everything we do and each interaction we have with our

Our customers are at the heart of our strategy and well continue stakeholders feeds back into our reputation. Unless were building
tostrive to deliver a truly differentiated customer experience. trust among the people who keep us in business, our strategic plans
Overthe next three years we are targeting clear market leadership will come to nothing. Were committed to achieving clear reputation
in all our operations, and well be looking to achieve a consistent leadership among our industry peers in all our markets over the
five-point lead in NPS and leadership in brand measurement next three years. Some of the ways well get this right are to keep
surveys. To get there well focus on delivering the best value investing time and focus in proactive engagement with government
through our integrated packages and completing the process of and other stakeholders, particularly in playing our part in meeting
price transformation, as well as making sure our distribution each countrys broadband goals and contributing to initiatives
network is the most accessible and convenient no matter where our which make a positive impact on the societies we serve.
customers are and what they need from us. Our accelerated capex
programme is aimed at entrenching our network leadership and Im really proud of what we managed to achieve in the last year, in
making sure we give our customers the best network experience, an exceptionally tough environment both in our industry and more
and our renewed focus on customer care will challenge us to keep broadly. This shows just what Vodacom is made of, so Im excited
our promise of providing the best service. about the year ahead and confident well deliver on the goals weve
set ourselves for the medium-term.
Despite the macroeconomic pressures in our market, its really
important that we invest effectively in each of our growth pillars to
ensure we diversify our revenue streams. Well push hard to grow
data revenue to 40% of service revenue through driving data bundle
take-up, encouraging adoption of smartphones and data-capable
devices, and improving network quality. We aim to grow our total
enterprise contribution to 30% of service revenue, and to grow our Shameel Aziz Joosub
fixed-line business in South Africa. Vodacom Business will continue Chief Executive Officer
rolling out fibre services to capture the significant opportunity we
see in this market. If the Neotel acquisition is approved, well be
able to accelerate our enterprise strategy and also support the
South African Governments objective to provide broadband to all
by 2020. From our new services, which include m-pesa, financial
Notes:
1. Service revenue benefitted from a One-Off adjustment of R325 million relating to a change in the accounting estimate of un-recharged vouchers reported in the first-half of the
year and R164 million due to the consolidation of XLink in the second-half. EBITDA was impacted by a One-Off adjustment of R405 million relating to the write-off of current assets
in the DRC.
2. In October 2014 we acquired our customer base from Nashua Mobile (Nashua).
What is the impact of mobile telephony on economic growth? A report for the GSM Association.
WHAT WE
LIVE FOR
Where were going

Were focusing on making our
vision real, specifically through our
brand promise of best network,
best value and best service,
and everything that goes into
keeping our promise.
Our Vision
Best network,
best value,
best service
Our Purpose
Our
To empower everyone
to be confidently
Strategies
connected
Our Way
Speed, simplicity
and trust
Why we exist
Weve aligned How we need to do it
our purpose to Vodafones,
The Vodacom Way is the
to express that empowerment
antidote to bureaucracy. If
is at the heart of everything
something fails this test, we find
we do and touches every part
another solution.
of our business.
29
Weve set three-year goals with related targets

for each of our fivestrategies. Reaching our
goals will make us morecompetitive, enhance
our ability to respond to regulatory changes Best value
and make us more effective in our five
growth areas. Our capital investment nce rk
Bes
erie two
programme, focused on clear network
t
expst ne
ser
leadership, will be pivotal to
v
Be
ice
oursuccess.
CUSTOMER
Clear NPS
leadership Grow data
Pg 32
G ro
we
nte
rpr
ise
GROWTH
Diversify revenue to
G ro
ine
deliver growth
wn
d-l
ew
i xe
Pg 38
wf
ser
G ro
What we need to do
vic
es
Delivering on our strategies Grow International

ensures we manage the
needs of our key
stakeholders, to create
long-term value for our
shareholders
t
pac
im
ve
siti
Po
REPUTATION PEOPLE
Transform society and
Ma
Best talent,
En
build stakeholder trust

int
best practice
han
nt
ain
a le
cin
ing
gt
Pg 57 Pg 54
gd
win
lea
i ve
de
G ro
rs i t
rs h
y
ip
Developing skills
OPERATIONS
Deliver cost and
s
St r
i ve
uc
process efficiency
iat
tur
init
al s
Pg 50
ear
avi
y
lti-
ng
Mu
s
Process simplification
WHAT WERE
AIMING FOR
THREE-YEAR TARGETS TO 31 MARCH 2018
CUSTOMER
Clear market share leadership in all Grow NPS and brand leadership through
markets through segmented sustained network leadership, differentiated
offerings and best distribution. customer experience and best value.
Consistently achieve a five-point lead.
WHERE WERE STARTING FROM AS AT 31 MARCH 2015
MARKET SHARE NET PROMOTER SCORE
Service revenue market share (%) SOUTH AFRICA 2015 2014

Customer market share (%) Prepaid 64^ 46 #1
Contract 32^ 23
Total 58^ 35
Six-point lead
TANZANIA
Total 54 49 #2
Two-points behind the leader
DRC
Total 27 57 #3
43.6^
37.3^
30.8^
34.3^
77.4^
53.2^
43.7^
34.7^
43.8^
74.5^
Nine-points behind the leader

MOZAMBIQUE
#1
South Africa
Tanzania
DRC
Mozambique
Lesotho
Total 52 71
Eight-point lead
LESOTHO
Total 74 36 #1
15 point lead
BRAND LEADERSHIP
in brand leadership 2015
#1 position in all markets #1 in South Africa 63%^
31
GROWTH
Grow data revenue Grow total Grow fixed-line in Grow contribution Grow contribution
to 40% of Group enterprise South Africa of non-South from new services
service revenue. contribution to through fibre to African entities to to 5% of Group
30% of Group the home and fibre 30% of Group service revenue.
servicerevenue. to the business service revenue.
connections.
GROUP
GROUP:
Soft-launched
our FTTx
offering in
26.7%^ 18.4%^ major cities 24.6%^ 3.9%^
Contribution from Contribution in South Africa Contribution from Contribution from
data to service from enterprise non-South African new services
revenue to service revenue entities to service to service revenue
revenue
OPERATIONS PEOPLE REPUTATION
Drive cost efficiencies in Drive people transformation Proactive engagement

each of our core mobile through diversity, acquiring with government and stakeholders
businesses to ensure new skills and growing talent. to ensure achievement of each
cost growth of 0.5% Engagement score of 80. countrys broadband goals and
(0.5 ppt delta) lower than contribute to initiatives which make
revenue growth. a positive impact on societies. Clear
reputation leadership among telcos
in all markets.

GROUP: GROUP:
^ Socioeconomic
impact research
conducted.
Refer to page 58 for
2.1% 4.3% the results.
Group revenue Expenses
grew grew Engagement score
= 2.2 ppts^
above service revenue growth
HOW WEVE PERFORMED AGAINST OUR STRATEGIES

STRATEGY 1
CUSTOMER
Clear NPS
leadership
Customer pillars:
Best Best
value service
Best
network
We strive to provide our customers with the best experience through offering the best value, best network
and best services. We use the NPS to measure best service based on one question: Would you recommend
Vodacom to your family, friends and colleagues?
MEASURING OUR PERFORMANCE PERFORMANCE

NPS
?
Asks the question: in two out of four
Would you recommend
Vodacom to your family,
#1 International operations and
in NPS in South Africa
friends and colleagues? six-point lead on our closest
competitor
33
CUSTOMER: Delivering best value to our customers
We continue to transform our base to make sure that we provide best value to our customers. We are doing this by:
Moving our contract customers from voice-centric and data-centric plans to integrated bundles.
Moving Top Up customers to new uChoose packages which give them access to integrated plans with the option to access prepaid
promotions when they choose.
Moving prepaid customers from our legacy plans to our new plans and driving the use of bundles in this market.
In our International operations we introduced higher-value integrated prepaid bundles.
Significant progress was made in making sure that our customers are offered the best value. We achieved this through:
GROUP
PRICE PER MINUTE What have we done well?
23.4% 23.4% We reduced the Group blended price per minute by 23.4% to 49 cents with a
17.7% reduction in South Africa to 65 cents and a 23.7% reduction in International
0.64 0.47 to 29 cents.
0.49 0.36
Group prepaid price per minute reduced 23.4% to 36 cents with an 18.2%
reduction in South Africa to 45 cents and a 25.0% reduction in International
to 27 cents thanks to the launch of micro prepaid bundles.
2014 2015 2014 2015 Affordable data bundles have brought down the effective price per MB by
Blended Prepaid 24.1% in South Africa and 51.7% in International.
The reduction in prices stimulated usage with outgoing voice traffic and
Reducing the cost to
1 communicate
data traffic growing 12.5% and 63.1% in South Africa and 42.7% and 185.9%
in International respectively.
In South Africa, we now have 78% of contract customers on integrated tariffs and
55% of Top Up customers on new price plans.
SA PRICING In South Africa, contract churn reduced from 11.8% to 9.2%, with stable
TRANSFORMATION#
underlying ARPUs. In-bundle spend increased to69.3% of contract revenue.
Our customer value management system, which helps us understand
78% CONTRACT
customers on
customers needs, was used effectively to target prepaid customers with
affordable offers and engage customers before they become inactive.
integrated tariffs
Prepaid customers continue to get discounted rates depending on network
capacity, using dynamic price plans.
55% TOP UP
customers on In South Africa, we sold approximately 53 million prepaid voice bundles per
new price plans month in the last quarter of the 2015 financial year, with the total number of
voice bundles sold up 73% compared to a year ago.
Driving pricing
2 transformation
Where can we improve?

SA VOICE BUNDLES Continue to transform pricing in our prepaid customer base through
SOLD# moving prepaid customers from legacy plans to new plans and driving
73% bundled offers.
576m We need to focus on lowering the price of smartphones and tablets
333m and other smart data devices even more, to ensure better up-take of
data services.
The increase in usage did not fully compensate for the decline in pricing as
customers restrict their spending given current economic conditions.
2014 2015
Stimulating bundle
3 adoption
# South Africa only.
STRATEGY 1: CUSTOMER continued
CUSTOMER: best network promise to our customers
A key enabler to delivering on our best network promise is our increased focus on network investment. Through our three-year
accelerated capex investment programme we invested over R13.3 billion in FY2015 (R8.6billion in South Africa and R4.7 billion in
International), representing 17.2% of Group revenue. FY2015 was the first year of our accelerated capex investment programme.
We will continue to invest in our network to maintain superior network service quality, thereby ensuring that we continue to differentiate
our network from that of competitors.
Our best network promise is underpinned by delivering a network that offers:
3G AND 4G COVERAGE#
What have we done well?
96% 63% 79% 87% In South Africa, we added 1 684 LTE/4G sites thereby expanding our LTE/4G
network in South Africa to 2 600sites, and increasing population coverage to
over 35%, up from 11.6% a year ago.
35% 3G We were the first to launch LTE/4G in Lesotho and rolled out 10 sites during
14% LTE/4G the year.
11%
2% Increased 3G data population coverage to 96% in South Africa by rolling
out an additional 1 554 3G sites and expanded 3G footprint to over 8 800 sites.
Vodacom Competitors
(estimate) In our International operations, we increased our 2G and 3G footprint to over
5500 sites and 3 000 sites respectively.
1 Widest coverage Maintained our mobile consumer and enterprise network NPS leadership in
South Africa. We achieved mobile network NPS leadership in Lesotho, the DRC,
Mozambique and joint best in Tanzania.
Our investment in radio transmission and capacity has allowed us to connect
CALL DROP RATES#
81% of our sites in South Africa and 88.7% in our International markets, to
0.7% 1.3% 2.0% 2.3% self-provided high-speed transmission or fibre.
Completed a six-year radio access renewal programme in South Africa.
This means that we have one of the most modern networks in the world.
In South Africa, we achieved some excellent results, which were independently
measured:
Rated number one in drive testing with the lowest call drop rates versus our
competitors.
Vodacom Competitors Leading position against our main competitor in data performance in
SouthAfrica.
Best performance We launched high definition voice (HD Voice) on our 3G network in SouthAfrica.
2 and quality
Source: Atio
(March 2015)
FASTEST SPEEDS#
Mbps (DL) The delay in the availability of additional spectrum necessitated that
we occasionally invest less efficiently to maintain network quality.
15.5 9.2 8.5 3.9
We continuously strive to improve our network coverage and quality in
all our markets.
For more information on where were directing our

capex to ensure best network, see our technology
report on www.vodacom.com
Vodacom Competitors
Best for video and
3 smartphones
Source: Ookla (March 2015).
35
CUSTOMER: Delivering best service
We strive to be best-in-class for customer service and continue

to improve service and convenience across all channels.
REPAIR CENTRES
Our three-year customer transformation journey, which we
embarked on in March 2014, aims to ensure that the customer
experience is simple and consistent across all channels. We
measure customer experience through NPS in the following
touch-points:
RETAIL STORES

All our Vodacom Repairs outlets are now accredited
by all major handset manufacturers rendering same unit
repair, with an aim to enhance customer experience
providing improved turnaround time and differentiated
service delivery.
Launched Track and Trace allowing Vodacom repair
customers to log on to the www.vodacom.co.za website,
insert their repair job number and view the status of the repair
without having to contact the call centre or go to a
Vodacom Repairs outlet.
Repaired 1.2 million devices, with 85% on average fulfilled
within the Vodacom repair centres and the remainder sent
for high-level repairs.
South Africa
We have revamped 64% of our Vodacom-branded stores, International
moving from purely transactional to experiential to deliver
an enhanced customer experience. Through this initiative We have rolled out new store formats in Tanzania, the DRC
we have achieved: and Lesotho.
Improved NPS and increased foot traffic; In Lesotho our new format stores representing 33% of total
A 10 20% increase in contact connections and upgrades stores, are delivering a:
with prepaid connections up even stronger; and 20% increase in gross connections; and
A reduction in the average wait time by 16 minutes. 40% uplift in 3G smartphone sales.
We launched Perfect Start Up (PSU) which is a key We doubled our retail footprint last year from 36 to 72 stores
element of our unmatched customer experience that in Mozambique.
enables thecustomer to walk-out-working, meaning a We deployed RED Boxes and technical support in most of our
customers new device is set up and ready to use before owned stores in Mozambique and Lesotho.
they leave the store. 35% of our shops offer Perfect Start Up in Tanzania while
We deployed RED Boxes in all Vodacom stores rendering all 59 stores in the DRC provide basic TechZone assistance
support to the Perfect Start Up strategy and TechZone model: for data capable devices, ensuring our customers
90% increase in RED Box transactions with an average of walk-out-working.
87 000 transactions performed per month relating to
transfer, backup and restore of customer data.
We rolled out TechZone to provide data and basic
technical services.
STRATEGY 1: CUSTOMER continued
CUSTOMER: Delivering best service (continued)
CUSTOMER CARE What have we done well?

South Africa
Our real-time online chat service provides an overall
improved and more efficient resolution and query experience:
Improved First Call Resolution (FCR) to 79%; and
Interactive Voice Response (IVR) call deflection at an
all-time high of 46%.
Consolidated customer care NPS for call centre interactions
increased 44% to 66%.
We have seen encouraging behaviour in the number of
customers engaging in self-service, with a 15% reduction in
calls to the call centre.
International
In Tanzania, we achieved an average call handling time
reduction of 13%, improved our FCR to 57.1% and
maintained a strong lead in customer care NPS of 8.5.
In Mozambique, our call centre achieved a FCR rate of 86%.
In the DRC we implemented a few initiatives to improve FCR
by empowering our front line agents with more functionalities
to resolve queries at their level, resulting in a decrease of
72% in the number of faults escalated to customer care.
ONLINE
Customers are given the ability to use self-service via four channels:
USSD, online, the My Vodacom App and IVR.

South Africa
We redesigned the My Vodacom App to include functions
such as visualised billing, balance enquiries and airtime Re-launched our website incorporating responsive design
and data top-ups. principles.
My Vodacom App users increased 52% year-on-year. The number of unique visits to our website was up 20% to
The app has been downloaded over 2.4 million times. 2.7 million.
Launched Voice Biometrics on the My Vodacom App which
provides effortless voice login functionality. A first in International
SouthAfrica, this function is now used by over 50000 Most of our International markets use USSD self-service.
customers. In the DRC, we provide our customers with the following
Not only has this system helped reduce fraud and time self service channels in six languages:
spent dealing with customer care, it has also improved NPS Customer care IVR; and
for the app. USSD channel and an app allowing customers to:
The number of My Vodacom App logins increased from Activate bundles;
340 000 to 1.1 million (223%), which correlates to a 10% Check their balance; and
reduction in calls to call centres. Manage products and services such as roaming,
eBilling to contract customers increased from 68% to 74%. airtime transfer, etc.
37
We invested
approximately
R1 billion
to replace our 20-year old
billing and customer
relationship management
(CRM) systems.
Well be faster, more innovative
Customer and importantly, we will know much
3D more about our customers
Shameel Aziz Joosub
What are the

benefits of
Customer 3D?
Single view of the customer
Cross channel experience
Customer data quality and security
Faster time to market
Future proof systems
LOOKING FORWARD
In addition to using NPS as a measure of a customers experience of

best network, best value and best service, we will be extending the
measurement to include customer and service revenue market
share together with brand leadership in all our markets. We aim to
be #1 in all these metrics.

STRATEGY 2
GROWTH
Diversify revenue
to deliver
growth
Growth pillars:
Grow new Grow

services International
Grow data Grow

enterprise
With mobile voice declining 4.6% and the impact of MTRs shaving R2 billion off our revenue line
and R1.2billion off our EBITDA line this year, we have had to think of ways to support growth as our
home market matures, with estimated mobile SIM penetration rates of some 150% in South Africa.
To build resilient revenue streams and secure future growth opportunities, were investing in
diversifying our business in a number of focused ways.
Almost 51% of Group service revenue is now generated from ourgrowth pillars, up from 44% a year ago. Going forward, we
willcontinue to focus on bringing about service innovation in non-traditional areas with new areas such as financial
services, insurance, M2M andcontent being identified as key growth pillars. We have set key three-year Group goals for
each of our growth pillars to focus our organisation on delivering growth. In addition, we have also added fixed-line as a new
growth pillar.
39
SOUTH AFRICA GROWTH: Data strategy supporting the data boom
We delivered on our strategy to grow data through:
ACTIVE SMART DEVICES What have we done well?

43%2 Data revenue grew 23.4% to R13.5 billion, supported by more affordable
32% 2 devices, increased bundles sold and greater coverage.
Data contribution to service revenue grew to 28.8% (2014:22.7%).
The number of active smart data devices on the network increased by 29.7%
8.9m1 11.6m1 to 11.6 million, of which 9.3 million are smartphones, 1.1 million are tablets and
1.2 million are modems, supported by offering handset financing and more
affordable devices as part of our strategy to drive the use of data-capable devices.
2014 2015 43% of our active devices on the network are smart devices (smartphones,
tablets and modems).
Enabling access to
1 better devices
Weve sold more than three million low-cost smart devices, including
Vodacom-branded Smart Kicka and Smart Tab, which sold over one million
1. Number of smart devices on our network. since launching in the third quarter.
2. % active smart devices. We introduced a tablet at a very low price point (R59 on a 24-month contract or
R999 on prepaid), which is bundled with free educational content.
The average amount of data used per smartphone increased 37.9% to 342MB per
ARPU UPLIFT# month and for tablets increased 12.3% to 829MB.
Our 3G and LTE/4G coverage of the South African population now stands at 96%
+10.8% 2G to 3G
and 35% respectively. ARPU increases when customers migrate from 3G to
LTE/4G and from 2G to 3G in both theprepaid and contract segments.
We launched affordable daily and hourly bite size data bundles (for example
R3 for 50MB and R10 for 100MB), which has driven data adoption and helped
shift prepaid customers to bundle usage.
The number of data bundles sold increased 139%, selling an average 20 million
3G to LTE/4G +12.6% data bundles in the fourth quarter.
Data traffic grew 63.1%.
Offering increased 3G
2 and LTE/4G coverage
Factors impacting our performance during the year
We were limited in our roll out to extend LTE/4G further across South Africa due
NUMBER OF to the unavailability of spectrum.
BUNDLES SOLD# The weaker rand affected margin on data devices.
139%
82m 196m Where can we improve?
Increase active data users by further decreasing the cost of smart devices.
Add more 3G and LTE/4G sites, subject to spectrum availability.
Deliver more content services to drive data usage.
2014 2015
Improve monetisation of data traffic growth.
Stimulating bundle
3 adoption
STRATEGY 2: GROWTH continued
SOUTH AFRICA GROWTH: Data strategy supporting the data boom (continued)
LOOKING FORWARD
Opportunity: South Africa

Of our 16.6^ million data customers, five million still use feature
phones. By converting these customers to smart data devices

At less than one million Asymmetric Digital Subscriber Line
(smartphones, tablets and modems) we can grow data usage.
(ADSL) connections, the limited reach of fixed-line infrastructure
in South Africa means that many people will first experience
Converting customers from 2G to 3G as well as from 3G to
data on their mobile and go on to use mobile as their primary LTE/4G enabled devices, increases data usage and lifts ARPU.
data connection.
Only 43% of active devices on our network are smart data devices

As only 51.7% of our active customers are using data, there is (smartphones, tablets and modems), providing future data
still great opportunity to grow the number of data customers. growth opportunities.
How were positioned for

growth in data
Were the market leader in all countries we operate in.

We lead in terms of coverage, capacity and quality, with
the best3G coverage and an LTE-ready network.
Our relationship with Vodafone means that were able to
negotiate with device manufacturers to manufacture
ultra-low-cost Vodacom-branded data devices, which
addresses affordability in our markets.

Weve introduced micro data bundles to make data more
affordable, and our device financing plans make top-end
smartphones more affordable too.
SOUTH AFRICA GROWTH: New services
Vodacom continues to bring about service innovation in non-traditional areas. New areas such as financial
services, insurance, M2M and content have been identified as growth pillars.
INSURANCE What have we done well?

We have developed a number of new short-term insurance and Our insurance portfolio has been growing steadily; it is
long-term assurance solutions to provide our customers with a already a significant business area generating revenue of
worry-free experience. We currently provide life and funeral approximately R441 million and growing at 36% a year.
insurance, as well as device insurance offerings to both contract On average the device insurance business processes
andprepaid customers in South Africa, with different offerings approximately R1million in claims per working day.
targeting specific segments of the market. The number of policies in our long-term assurance business
grew more than 100% off a small but fast-growing base.
41
LOOKING FORWARD MOBILE FINANCIAL SERVICES

Opportunity What have we done well?
The total insurance market in South Africa is worth approximately We soft-launched m-pesa in South Africa in August 2014
R61billion. Our focus has mainly been on device insurance but we and revamped our old m-pesa to cater for the South African
intend to scale up our funeral and life insurance business. Only 7% market. We are optimistic about our proposition as we have
of our contract customers currently have device insurance, which resolved a number of issues that inhibited take-up previously.
leaves significant room for growth in this offering.
Simplified registration and FICA process with self-
Contract customers with Vodacom registration for the basic services and easy registration for
device insurance (%) Visa card.
8
800 points of presence 10 times more than when we
7% Insured first launched m-pesa.
by Vodacom
Integrated m-pesa into the banking system and retail points
of sale. Customers can make online transfers to m-pesa
from any bank and also have the option to obtain a Visa
93% Opportunity card linked to their m-pesa account.
at hand
Designed a m-pesa voucher similar to a airtime voucher,
which customers can buy from stores and load onto their
accounts.
Increased loyalty offers such as bonus airtime to incentivise
behaviour.
Our proposition of free to get, free to keep and free
How were positioned for toload resonates well with our customers.
growth in insurance
We are also partnering with other businesses that dispense
cash to create an efficient ecosystem, for example, Eduloan

Our strong brand and good relationships with our who has started using m-pesa to disburse loans to students.
customers makes us their preferred service provider.

The re-launch of m-pesa and airtime wallets increases
the number of customers we can market insurance
products to. Where can we improve?
We will continue to use our customer value management Progress has been slower than wed like, with one
(CVM) system to market insurance products to our million registered m-pesa customers signing up since launch
existing customer base. and 76000 actively using the service. However, we will

Customer demand for life and device insurance is growing. continue to increase our distribution and create an
ecosystem, which will ensure customers can transact within
the m-pesa system.
How were positioned for growth

in mobile financial services
We have access to over 32 million customers in South Africa.

We can leverage our existing distribution infrastructure.
Ability to partner with various players to create an
ecosystem within which customers can transact.
Ability to incentivise use of m-pesa.
SOUTH AFRICA GROWTH: New services (continued)
Life is better
Achieve more with the widest
agent network in the country.
Vodacom
Power to you
LOOKING FORWARD
Opportunity: South Africa
UNBANKED POPULATION E-COMMERCE OTHER FINANCIAL SERVICES
13 million Ecosystem through Lending

people are partnership and savings
unbanked solutions
Direct channel for airtime Integrate our
1/3 population purchases insurance
receive wages proposition
in cash
9 million
receive cash
transfers Ability to Contactless
transact without payments via
a credit card NFC
Social grants
paid in cash
43
MACHINE-TO-MACHINE (M2M) CONTENT

What have we done well? What have we done well?
M2M connections grew 15.9% to 1.7million. In South Africa, we launched Deezer, a music streaming
26.1% M2M revenue growth achieved (normalised for XLink) service with access to 35 million tracks, for R59 per month.
in South Africa. Our vouchercloud offers in South Africa are being accessed
The Vodafone M2M platform provides us with a unique by over 2.7 million customers and have facilitated the sale
differentiator. The platform has been valuable to us in of more than R170 million in goods.
several highly competitive bids for large-scale M2M Launched the Vodacom rugby app with 1.3 million active
connectivity rollouts. sessions, winning the following two awards:
During the year, we consolidated XLink, a trusted technology Discovery Sports Award: Best use of digital.
leader in M2M, enabling point-of-sale communication in Gold at the New Generation Social and Digital
12countries in Africa. This gives us the capacity to focus Media Awards.
beyond retail and payments to tackle the opportunity in
fast-growing M2M verticals such as energy and water
solutions, asset management and security solutions.
LOOKING FORWARD
LOOKING FORWARD We see great opportunity in content. Greater use of content over
our network will drive data revenue:
The distribution of content provides the opportunity to grow
The focus so far has been on connectivity. We are expanding our service revenue such as billing content and in-app purchases to
ability to offerfull converged solutions across verticals that include a users account, and provides infrastructure to service providers
hardware and software to furtherdrive ARPU. to distribute their services.
Our relationship with Vodafone creates the opportunity to
bring international content to local markets.
How were positioned for growth
in M2M
Leverage Vodafones position as the global market leader

in M2M and its resources in Africa, including its dedicated
M2M platform, its automotive capabilities and its remote
monitoring and control services platform.
Leverage the Vodacom Enterprise Business Unit to deliver
M2M solutions to its customers, including efficiency,
productivity and regulatory-related solutions. We can also
leverage our sales channels, build segment and industry-
specific solutions and combine M2M with our core
business managed services.
Leverage XLinks expert capabilities, scalable connectivity
andcustomised solutions in point-of-sale communication
in 12countries in Africa.
SOUTH AFRICA GROWTH: Enterprise
Vodacom Business has made great progress in 2015, particularly in the SMEs segment, and in our converged product strategy.
Vodacom Business now contributes 18.4% (including Nashua) of Group service revenue.

Reduced enterprise churn by 1.3 ppts to 7.8%. To underpin our cloud and hosting strategy, we expanded
Increased our customer base by 9.7% (excluding Nashua). our capacity by launching another 2 000 m2 data centre in
Completed our programme to transform our business support Midrand.
systems (BSS) and operational support systems (OSS) to Won major contracts for hosted ERP systems, including
serve our SME customers better. This gives us the ability to SAP HANA.
seamlessly deliver converged services to the SME segment at Continued to invest in network security, data security and
scale. We grew SME revenue by 11.1%. mobile device security capabilities to ensure that our
Our strategy to partner with IT value-added resellers as customers infrastructure and services are secure.
channels to market, started to pay off through the traction we Improved our delivery capability significantly due to increased
gained in delivering converged propositions to the network capillarity, which has resulted from our investment in
SMEsegment. self-provided transmission for our radio network.
Continued to invest in online and digital channels to ensure South African multinationals expanding outside the country,
greater accessibility of our products and services to the continued to select us as their preferred pan-African ICT
SMEsegment. services provider thanks to our continent-wide MPLS network
Progressed our converged product strategy, giving customers and Vodafone global enterprise footprint.
the benefits of integrated services and economies of scale. This Our M2M acceleration strategy continued to deliver results,
is based on moving voice call control from premises-based PBX with 26.1% (excluding XLink) growth in revenue and 15.9%
systems to hosted multi-tenanted PBX platforms, and moving growth in the number of managed connected devices.
IT infrastructure from premises-based servers to large-scale For more information on M2M refer to page 43.
hosted and cloud-based platforms. Vodafones Global Service Development Platform (GSDP)
Saw good momentum in large enterprise segments with a continues to be a big differentiator for us. This platform
number of customers awarding use over 80 site VPN networks, enables us to deliver device insights and connectivity
showing confidence in our ability to deliver to their seamlessly across geographic boundaries and across
sophisticated requirements. networks.
Our innovative hosted call centre and hosted PBX propositions We took a significant share of the growth in the automobile
continued to motivate customers to choose Vodacom Business connectivity market, and won major contracts in smart
as their provider. metering and point-of-sale devices.

Accelerate the fulfilment of customer orders in
fixed-line services.
Focusing on improving our turnaround times for quotations
and service proposals to reduce the time it takes customers
to reach a decision.
Continuing to simplify our contract management framework
to improve the overall customer experience.
45
a strategic advantage in the market. Stortech (in which we

How were positioned for have a 51% stake) is a Cisco Gold partner that specialises in
growth the management of private data centres and will augment
our capabilities in this regard.
We have invested in an enterprise mobility management
Weve continued to strengthen our proposition as a total platform to enable us to host applications for enterprise
communications provider in the Enterprise market by: customers in a scalable and secure environment.
Deepening our understanding of the business Enterprise mobility management and security services will
requirements of our customers. be a significant contributor to growth in mobile data and
Investing in our underlying capabilities, including systems, in value-added services.
processes, account management and customer service. Grow our M2M offering in specific areas such as building
Developing relevant and innovative products and services. information management, and industrialise the platform
Strengthening our capability to deliver rich services to to gain scale in the usage-based insurance market. Extending
multinationals and global enterprises. the trading network to include the informal sector, within a
Connecting over 80% of our BTS sites to our self- sound economic model, will be another focus of our M2M
provisioned transmission network, which has given us the growth strategy.
necessary network footprint and capability to win in the
market for fixed services. Wewill continue to drive growth in our enterprise business
through focusing on the following growthareas:
M2M
LOOKING FORWARD FTTB and
Enterprise
SME connectivity
Some of our main focus areas aimed at improving the overall
customer experience will be to:
Improve our customer engagement across all touchpoints.
Make ongoing improvements to our processes and service
models.
Significantly improve our turnaround times to fulfil customer
orders and restore services.
GROWTH
Other opportunities for growth in our Enterprise business
includes:
AREAS
The SME market for total communications, which continues to
present a big opportunity for Vodacom. With fixed-line services
at under 7% penetration, most SMEs remain under-served in
terms of high-speed broadband. We have launched a suite of
smart broadband access products for this market, which includes
broadband connectivity through LTE/4G, wireless and fibre.
Combined with our enhanced indirect channel capability, these Converged African
products will accelerate our converged services penetration in expansion
the SME market.
Developing new propositions to address the specific needs of
Cloud, hosting, IT
the SME segment. To date we have launched managed time
and attendance solutions for the construction sector and a
hospitality solution for guest houses and smaller hotels. Underpinned by our:
Continuing to strengthen our converged services offering in
the large enterprises segment by investing in a specialist Extensive IP and LTE/4G network, brand, customer experience,
solutions team that supports our account managers. We have innovation and security offering.
also developed our cloud and hosting capabilities to give us
GROWTH: International
Our International operations continue to grow and increase their contribution to the Group. Almost half of our active customers are now
coming from our operations outside South Africa. International service revenue contributes 24.6% to Group service revenue, up from 22.4%
a year ago. Data revenue contributes 19.9% to International service revenue, up from 16.5% a year ago.
Growth in our International operations was driven through:
DATA CUSTOMERS What have we done well?

#1 in headline NPS in Mozambique and Lesotho.
We achieved mobile network NPS leadership in Lesotho, the DRC, Mozambique
28.7% and joint best in Tanzania.
Active data customers grew 28.7% to 9.9 million representing 33.4% of our
International active customer base. We also introduced low-cost smart devices
7.7m 9.9m
including the Vodacom-branded Kicka, which was well received in our markets.
Data contributed 19.9% of service revenue (2014: 16.5%). Excluding m-pesa,
2014 2015 mobile data revenue grew 37.7%.
Growth in our International operations was supported by network investment; we
Increasing data spent 29.6% of revenue across our markets amounting to R4.7 billion (up 18.8%)
1 penetration as we continued to strengthen our network and service differentiation.
In our International operations we increased our 2G and 3G footprint to over
5500 sites and 3 000 sites respectively.
50% growth in 3G underpinned strong growth in data traffic of 185.9%,
SITES which supported strong growth in data revenue of32.9%.
We were the first to launch LTE/4G in Lesotho with great success, adding
10 LTE/4G sites.
29.4% 50.5% m-pesa continues to gain momentum in all our markets, with active customers
up 34.2% to 8.0 million. In Tanzania, we partnered with Commercial Bank of
Africa to introduce m-pawa, the countrys first savings and loans product. Wealso
2G 3G
launched International Money Transfer (IMT) services. We now have 1.8 million
customers actively using m-pawa services since launch in September 2014.
Uptake of m-pesa in the DRC improved, where the system has been running for
FY2015 yoy growth the longest period outside Tanzania. In Mozambique, we are building a wider
agent network and we are showing good traction in the number of customers
2 Expanding coverage signing up monthly.
During the year, we increased our stake in Vodacom Tanzania from 65%
to 82.2%.
m-pesa CUSTOMERS
34.2.%
6m 8m
2014 2015
Increasing m-pesa
3 penetration 4 Developing Enterprise
47
IRELAND/DAVENPORT 78119 DAILY SUN

What factors impacted our performance during
the year
Thanks to Vodacom
m-pesa, getting money
Slowdown in underlying service revenue and EBITDA growth
in Tanzania and the DRC due to pricing pressures.
from my son is so much
The write-off of current assets in the DRC negatively easier
impacted EBITDA by R405 million. I turned on m-pesa power and now get
money in no time on my m-pesa Visa card.
Network outages in the DRC together with delayed network
roll-out affected performance.
Flooding in Mozambique impacted service and caused
some damage to network infrastructure.

Improve our NPS score in Tanzania and the DRC to
achieve #1 position with a clear lead.
Expanding network coverage.
Increase active data users in our International markets
through increased sales of low-cost smart devices.
Puleng Maboya
Sharpville
LOOKING FORWARD
Get started with your m-pesa visa card
I know how hard my son works to support ourin 4 easy steps:
Opportunity family. So you can only imagine how bad I felt Step 1: Buy an m-pesa Visa card at any Step 2: Bring your ID book so you can
every time I had to remind him to send us money. Vodacom Shop or anywhere
you see an m-pesa sign for
upgrade your account
We will continue to drive growth through: But since we got Vodacom m-pesa he can easily
send money through his phone and I can access it
R9.99
Step 3: Link your m-pesa Visa card Step 4: Receive money on your Vodacom
Increased data usage:

by dialling *111#, selecting m-pesa wallet. Withdraw it in-store
immediately through my m-pesa Visa card, which m-pesa, entering your pin or use your m-pesa visa card to
and selecting the Manage withdraw at any ATM or swipe for the
I use like any other debit card. account option things you want.
Data penetration is currently very low in the countries we

operate in; and
Only 33.4% of our customers are using data. 78119 Daily Sun.indd 1 2015/04/22 2:41 PM
Expanding coverage; 2G and 3G coverage are relatively low in our

operating countries. Our three-year accelerated capex How were positioned for
programme will support expansion in our network over the growth
medium-term.
Increase m-pesa penetration: We are the market leader in all countries we operate in.
The ability to market m-pesa to our existing customer base of Focused on sustaining our network investment to
29.5million. Only 27.1% of customers are currently using maintain leadership in coverage and quality.
m-pesa;
We have got the formula of running m-pesa successfully in
In Tanzania, we will continue to add more sophisticated
Tanzania right and have the ability to implement those
financial services products as we have now achieved scale in lessons in other countries and leverage existing distribution,
the number of m-pesa users. m-pawa and IMT services are still while expanding m-pesa distribution to within 300 metres
in their infancy and we will focus on growing these services, from customers.
which have been well received;
Excellent management teams with experience in Africa.
In other countries, we will continue to focus on adding more
Our International operations have access to Vodacom and
transaction partners, which will assist in driving activity and
Vodafone expertise and resources.
acceptance of the paymentmethod; and
There is significant opportunity to further drive Enterprise in Suitable acquisitive growth opportunities in sub-Saharan
our International operations. Africa are limited; however, we believe there is opportunity
for in-market consolidation.
We continue to actively look for opportunities in sub-
Saharan Africa.
GROWTH: International (continued)
Vodacoms pan-African MPLS network

Vodacom Business

MPLS POPs deployed in 27 countries
AFRICA
We service multinational corporations and global enterprises across
the African continent, delivering services to enterprises in over
23
COUNTRIES
2
IN EUROPE
40countries through Vodacom-owned and partner network points
of presence (POPs). In the countries in which we have mobile
IN AFRICA (UK and France)
2
network operations (Tanzania, Mozambique, the DRC and Lesotho),
as well as in Nigeria and Zambia, we provide end-to-end services to
private and public sector customers.
We have adopted a demand led pan-African MPLS network IN ASIA

expansion strategy, using partner POPs until in-country demand for (Malaysia and Singapore)
services reaches a threshold that justifies investing in our own POPs.

VSAT hubs
2
Regional hubs in
Cameroon
Ghana
INTERNATIONAL Kenya
HUBS Nigeria
(UK and SA)
Mozambique

Diverse infrastructure and cable systems used for sub-sea
and cross-border connectivity.
Vodacoms pan-African
MPLS network locations
Reachable through
VSAT and Partners
49
What have we done well? Where can we improve?

We widened our pan-African MPLS network and increased We need to continue reviewing and improving the
our POPs to 27. architecture of our MPLS network and partner network

We harmonised and aligned our IP-VPN network to providers to ensure optimal intra-Africa connectivity.
Vodafones, which extended the global IP-VPN to the African We need to review all third-party network access
continent. The benefits of this investment are increased infrastructures to ensure we remain the best value for
network resilience and an enhanced value proposition for our money ICT provider on the continent.
multinational and global customers.

We have made progress in building products and services to
meet the demands of the Enterprise market, in our mobile
network operators. How were positioned for

In Nigeria, we launched hosting and cloud services, through growth in the International
our Ikeji data centre. enterprise space

In Zambia, we successfully completed our network
modernisation programme to be able to deliver a better We own capacity on East and West Coast cabling systems
quality of service to our Enterprise customers. and are invested in redundant cabling systems such as,

To improve customer experience, we improved our EASSy, WACS, SAT3, SAFE and SEACOM.
engagement model with a dedicated team focused on On the ground resources in 16 countries.
serving our multinational and global Enterprise customers. Strong, local expertise in providing fully managed
This has simplified the process of managing global MPLS-based services.
communications and cost control by having a single global Ability to self-provision last-mile access in multiple
service level agreement (SLA). countries and the ability to provide end-to-end SLAs.

We expanded our global Enterprise team in key markets in Centralised Account Management, Service Management
Africa, enabling us to engage with our customers in more of and Network Management through the Vodacom
the markets they operate in. Customer Service Operations Centre (CSOC).
QoS-enabled network-wide.
Access to extended billing capabilities, including local
billing in eight markets and options for centralised billing
Factors that impacted our performance in the United Kingdom and South Africa.
during the year Experienced, dedicated project implementation teams.
A number of external factors, including the Ebola outbreak, Dedicated 24/7 Customer Service Operations Centre in
ongoing regional unrest and war, impacted revenue South Africa.
particularly in West Africa. International product expertise and best practice
The significant reduction in the price of oil that normally operational methodologies.
contributes significantly (50% to 70%) to the economies in Best-in-class marketing organisation, providing sales
the region also impacted performance of those economies. teams with tools for success and building the Vodacom
Downward pressure in the price of access and core network brand in Africa.
services remained. This was also compounded by the
increasing number of competitors and the growing service
proposition across the continent.
West African currencies also weakened materially to the LOOKING FORWARD
USD, which depressed USD-based results.
We will build out capability to accelerate M2M in Tanzania, the

DRC, Mozambique, Lesotho, Nigeria and Zambia leveraging the
Vodafone Global Data Service Platform (GDSP).
Public sector business remains our major success story. We will
focus on driving mobility in government services and partnering
with the state information technology agency to help
government gain greater agility through the use of technology.

STRATEGY 3
OPERATIONS
Deliver cost and
process
efficiency
Operations pillars:
Structural Multi-year
savings initiatives
Process
simplification
The challenging economic, regulatory and competitive environment we faced this year placed pressure on our
revenue growth. Inflationary pressure as well as the depreciation in the rand put upward pressure on our cost
base. Our continued network expansion to support growing data and voice traffic means higher operating costs
in the form of property rentals, electricity and maintenance agreements. Against this background, we must
continue to find ways to improve operating efficiency and simplify and standardise processes for customers.
OPERATIONS: together driving operational excellence

Group opex to service revenue was stable at 25.7% (excluding MTR impact, One-Offs, foreign exchange and at a constant currency).
Substantially reduced the volume of calls to our call centres by an additional 15%.
Increased our procurement through the Vodafone Procurement Company to 37.3% up from 35.0% a year ago.
Completed our single RAN swap in South Africa.
Reduced transmission costs through self-providing with 81% of our sites in South Africa self-provided and 88.7% in our
International markets.
Rollout of ultra-low-cost base stations in the DRC at almost half the cost of a normal base station.
51
Operational excellence was delivered through focusing on:
REDUCED CALL What have we done well? continued

VOLUMES BY
Reduced net acquisition and retention costs.
15% Introduced initiatives such as 1000 small things and closed loop to simplify
our business processes and reduce costs.
79%
Rationalised our property portfolio in South Africa.
1ST Achieved a 96% score in the Carbon Disclosure Project, retaining our lead in
FIRST CALL the telecoms sector.
RESOLUTION Achieved best performer in the JSEs Socially Responsible Investment Index
threetimes in four years.
Effective and efficient
1 systems and processes
What factors impacted our performance during the year?
The rand devalued further against key currencies. This affected both the
CARBON DISCLOSURE translation of our International operations and impacted the non-rand
PROJECT: denominated expenses in South Africa.
Network operating expenses increased after achieving flatopex over the
past three years due to our accelerated capexprogramme.
Wage inflation and a slight increase in staff headcount due tohiring into our
96% business growth areas resulted in higher payroll expenses.
SCORE RATING
RETAINING LEAD IN
TELECOMS SECTOR
Reducing environmental Further drive self-care and online adoption in our customer base.
2 impact Simplify more customer experience journeys.
Simplification of our tariffs and improved end-to-end order processing times from
the launch of Customer 3D, our new billing system.
Increased savings from procurement through new closed-loop procurement focus.
GROUP Further reduce non-customer facing costs through our 1000 small things
multi-year programme.
Optimising distribution further and renegotiate distribution contracts to be
2015
25.7%1 performance-based.
2014
25.2%1
Managing opex as a % of
3 service revenue
1. Excluding MTR impact, One-Offs
foreign exchange and at a constant
58%
currency (using current year as base). AVERAGE
OVER THE
PAST FIVE YEARS
Return on capital
4 employed
STRATEGY 3: OPERATIONS continued
Since we started our supplier performance programme, we have

Simplifying processes seen real improvements in the service weve had from global
suppliers managed by VPC. In South Africa, 44 of our key suppliers
have migrated to VPC. We continue to consolidate and optimise our
Simplifying our processes especially around
supplier base across the Vodacom companies in the markets in
customer interactions is important to achieve which we operate.
the best turnaround times and to make it easier
to do business with us.

We try to measure everything that really matters: how long it Enhancing structural efficiencies
takes to answer a call, to repair a phone or deliver one. We set
targets to improve in all these areas, knowing we can always do Our network is the backbone to our business,
better. We continuously focus on how we can simplify and speed
up the way we do things, as this will ultimately benefit our
allowing us to connect customers across the globe.
customers and reduce our costs. As we accelerate our network investment to
During the year, we managed to improve our first call resolution improve coverage in all our Operations, we need to
to 79% and reduce calls to the call centres by an additional 15%. find ways to do this smarter to ensure we retain our
This not only means happier customers but reduced overall best network advantage.
costs as well. Our substantial network investment not only brings greater benefits
Weve identified the online channel as a strategic opportunity to to our customers but it also focuses on applying new technology to
drive operational excellence both in improving our customers improve efficiency. Although our total number of sites across our
interactions with us and fulfilling their needs. The number of footprint increased by 13.4% to 16 242, we looked at ways to bring
unique visits to our website increased 20% to 2.7 million. down average site costs.

We have been at the forefront of single RAN technology that
PG 36 for more information on how we have improved
enables the combination of 2G, 3Gand LTE/4G technologies
processes for our customers.
into the same radio equipment. OurSAnetwork is now 100%
complete, and International is 89.4% complete. This has a
number of cost benefits, including reduced floor space
Systems and processes are an important tool in requirements on-site, which reduces our site rentals, and
running our business and we are always looking for efficient power technology provides savings on our energy bill.
ways to streamline, simplify and integrate these. We now have 81% of our sites in SA and 88.7% in International
Another huge benefit of being part of Vodafone is the access it on our own transmission, which reduces our network running
gives us to their global procurement programme. Vodafone has costs, allowing us to carry data at a far lower cost than leasing it,
with the added benefit of being able to expand our data network
strategic agreements with some of the worlds leading companies
for very little incremental cost.
to deliver innovative products and services. Handsets, network and
IT equipment are for the most part negotiated and bought centrally Where possible we passively share our network sites, or utilise
through the Vodafone Procurement Company (VPC). We make use the sites of other parties, to reduce operating expenses, to
of these centralised benefits wherever we can but with due reduce the impact on the environment and to ease the pressure
on planning authorities. Network sharing is pursued in all our
consideration of local procurement requirements and targets, such
markets. In South Africa, more than half of the sites occupied by
as those included under BBBEE in South Africa.
Vodacom are shared sites. Furthermore, in South Africa and
Besides the pricing benefits that come with Vodafones scale, other Tanzania, we participate in national roaming agreements.
benefits of VPC include:

Access to world-class methods and standards that help us We continue to invest in subsidising phones
improve our processes; for ourcustomers to allow them cheaper access
Less administration as some of our global suppliers are managed to our network, as well as investing in our
directly by VPC; and wide distribution.
A stronger focus on working with our suppliers as strategic During the year in South Africa, we spent some R7.5 billion or about
partners. 16.0% of our service revenue in acquiring and retaining our
customers as well as remunerating our channels. But as our
customers want more expensive high-tier devices, we have needed
53
to maintain a discipline on the handset subsidies we pay as well as

look to shift some of our commissions to better align to our value
objectives. This year, we have improved our overall commercial
efficiencies through various initiatives such as:

Purchasing our customer base back from Nashua, allowing
us to directly service our customers and reduced the ongoing
commissions.
Increased the selling price of prepaid SIM cards in the market
and reducing the production cost of SIM cards.
Renegotiating some of the channel incentives to better align to
our targets.
Improving our commercial investment returns on devices by
steering subsidy to those with better ARPUs.
Multi-year initiatives
We continually look for opportunities to reduce non-customer

facing costs through our initiatives like 1000 small things, a
project that encourages employees to develop cost saving
initiatives, identify wastage and use resources more efficiently.
During the year, publicity expenses decreased 4.2% through further

optimisation of our sponsorship properties and retail publicity
spend. We have realised some savings from the rationalisation of
our corporate offices property portfolio and have also reduced
thedelivery cost per device through savings on packaging and
enhanced logistics management.
We are working closely with our stakeholders to find ways to lessen

our total carbon footprint, which often allows us to also operate
more efficiently.
Managing our environmental impact LOOKING FORWARD

We have installed a heating, ventilation and air conditioning
(HVAC) plant that is powered using excess energy from the We aim to keep cost growth below revenue growth by continually
photovoltaic array at our offices in Century City. This project looking for opportunities to simplify our process, partner with
aims to reduce electricity consumption by about 52 166 kWh Vodafone and make structural changes to achieve savings across
per month with an annual cost saving of approximately all expense lines, no matter how small.
R890000.
Our hybrid power systems, which combine diesel generators
with batteries for greater fuel efficiency, use smart controls to
cut diesel use by up to 70% at sites that depend on diesel
generators for primary or back-up power in areas with limited
access to reliable grid electricity.
Our network team is planning to implement free cooling at
approximately 1 000 sites, which substantially reduces the
energy consumed by air conditioners.
The number of solar sites in Lesotho stands at
53 approximately 21% of the total network. These sites
are in remote locations with no access to grid power.

STRATEGY 4
PEOPLE
Best talent
best practice
People pillars:
Enhancing Growing
diversity talent
Developing
skills
Our people are a key determinant of our success. We remain focused on growing and developing the talent,
skills and diversity we need, and on ensuring our people feel engaged, well-managed and included.
Why is this so important to us?

Our people need to perform at their best to deliver on our employees to help them understand our strategy and what is
strategic priorities. To deliver the best experience to our expected of them in terms of the three-year goals we have set
customers we need technical skills (best network), product for each of our five strategic focus areas.
development and financial expertise (best value) and great
customer-facing employees (best service). To capacitate the new
services pillar of our growth strategy, we often look outside our
industry to find diverse skills that bring new ways of thinking to
80
Achieve an
our business.
TARGET engagement
score of:
To ensure all our people are aligned when it comes to delivering
on our strategy, during the year, our CEO visited all our regions in
South Africa as part of the annual roadshow, and engaged with
55
Enhancing diversity Growing talent
Driving diversity gives us the benefit of different life experiences, One of the ways we invest in people is through our talent
perspectives and ideas that help us serve our customers better. programmes. One such programme is our International Assignee
programme through which we second employees to other
The representation of women remains a challenge for our business Vodafone operations and bring Vodafone employees to our
and for the broader telecommunications industry. Less than 50% Operations. This helps develop global thinking and gives our
ofour employees are women, and this difference becomes more peoplebroader perspectives.
pronounced at higher management levels. We are committed to
increasing the representation of women at all levels in our business. We manage talent through our Performance Dialogue programme,
Atasenior level, key appointments in the year contributed in some which involves monitoring performance against yearly goals and
way to addressing this challenge. Yolanda Cuba moved from our setting training and development objectives. The programme also
Board toour executive team as Chief Officer: Strategy and forms the basis for nurturing high-potential employees and
Development, Murielle Lorilloux was appointed as the first woman identifying candidates for succession.
ManagingDirector of our DRC operation and Lilian Barnard was
appointed as Chief Sales Officer: Enterprise Business Unit in Through the Succession and International Assignee programme,
SouthAfrica. Matimba Mbungela was promoted to ChiefHuman Resources
Officer and Godfrey Motsa was promoted toChief Officer:
We have grown black representation at senior management Consumer Business Unit, succeeding Phil Patel.
levelto53% and increased the representation of women in
seniormanagement to 32%. We continue to work on improving
ourdiversity. In the Group 74% of our employees are black and For more information on our talent development
44%are female. At an Executive Committee level 58% of our programmes refer to our human capital report online.
members are black and 17% are female, making this Executive
Committee the most transformed Executive Committee Vodacom
has ever had.
Refer to our human capital report for our targets and how We had no fatalities among our
we are progressing, and our transformation report for employees in any of our markets during
more on employment equity. HEALTH the year. However, we had two
fatalities in our supplier network
AND and the necessary steps were taken
Our Female Leaders in Waiting programme is a key initiative to
help achieve our target of 45.2% women representation at senior SAFETY against the suppliers. Our suppliers
are contractually obliged to adhere to
management level. Run in partnership with the Gordon Institute of
our absolute rules onsafety.
Business Science, this one-year programme supports high-potential
black women outside of Vodacom to build a talent pipeline. This Road accidents remain our biggest safety issue with 80%
year the programme was extended to women employees within of all incidents being road-related. During the year, we
Vodacom. Participants are offered unique access to our executives revised our occupational driving standard and its
through quarterly engagement sessions, mentorship as well as application has been extended to all suppliers. The
business insights. Seven of the 12 participants in the 2014 standard focuses on daily pre-trip inspections, mandatory
programme were placed in various roles in Vodacom. driver training, live vehicle tracking and monitoring, and
fit-for-purpose vehicles (including closed bakkies for
transporting people). We also launched a programme in
Developing skills which all Executive Committee members regularly call a
random sample of our contractors and staff reminding
them about safety.
The telecommunications industry is evolving fast and so are the
skills we need. One of our strategic focus areas is on providing new
services, which means we need to attract skills from outside our
traditional business areas to ensure that we have the right talent to
take our business into the future. The W8_2send (wait to send) campaign was launched in
all our operating companies during the year. The aim of
Graduates form an important pipeline to meet future core needs. the campaign is to raise awareness on
This year, we appointed a dedicated resource to enhance the the dangers of texting and driving. _2SEN 8
effectiveness of our two-year Graduate programme. For the 2015
W
intake, 77 high-calibre and diverse graduates were selected. Of the

DON
IVE
35 graduates from our 2013 programme, 12 were placed in

DR
TE
T
permanent positions this year. XT AN

D
STRATEGY 4: PEOPLE continued
MEASURING
PERFORMANCE
Our annual People Survey, conducted by interact, share information and manage
independent consultants, tracks how engaged, employee concerns proactively.
well-managed and included our employees feel.
Our scores are compared to a high-performing The results of the People Survey have shown a
peer group and to other Vodafone Group significant gain in the employee NPS a key
companies. We use the Engagement Index measure in our peoples confidence in our
measure from the survey to check if, overall, products and services. What our people think
were creating the right environment for our of our products and services is a critical
people to excel and grow. determinant of customer experience. We are
working to improve our overall scores across all
The survey gives us an opportunity to listen markets in the year ahead, and are well on track
towhat our people are saying about our to achieve our goal of an overall Engagement
organisation and our managers. Not only that, Index score of 80 by the end of
itgives us an opportunity to do something the 2018 financial year.
about things that are frustrating and get in
theway of doing our best. By listening to this How weve done on employee engagement
feedback and taking action we have the
opportunity to make a real difference to the % 2015 2014 % change
engagement and ultimately, the profitability
andbrand of our organisation. Engagement
Index 76 75 1 ^ ~
point
Vodacom has an employee-elected Consultative
^ This item was included as part of the assurance process this year.
Committee, which serves as a platform to ~ Restated due to the change in the methodology in how the scores are calculated.
57

STRATEGY 5
REPUTATION
Transform society and
build stakeholder
trust
Positive
Reputation pillars: impact
Maintaining
leadership
What we do changes peoples lives. We can deepen the contribution our business makes to society by
partnering with our stakeholders across the continent, and by working for the common good. Our reputation
as a proactive and trustworthy corporate citizen is so much more than social investment its fundamental
to our sustainability.
MAINTAINING LEADERSHIP
During the year Vodacom won a number of key external awards, thereby underpinning our focus on building stakeholder trust:

Vodacom won a Frost and Sullivan Award for We were awarded first place in both the consumer and
South African e-Education Technology Innovation business telecoms categories in the Sunday Times Top
Leadership. Brands 2014.

We are recognised as a best performer on the JSEs SRI We have retained our Level 2 BBBEE rating.
Index. This is thesixth year weve been included and In the annual Carbon Disclosure Project (CDP) we
our third as a best performer. retained our lead in the telecoms sector in South Africa

We were ranked first in the telecoms sector and third with a score of 96%.
overall in the 2014 Top Companies Reputation Index We were ranked as the Coolest Telecoms Provider in the
published by Plus 94 Research. Sunday Times Annual Generation Next Survey.
STRATEGY 5: REPUTATION continued
REPUTATION SURVEY
Over the last four years we have used our annual Reputation management. To this end, since August 2014, we have worked
Survey, conducted across key internal and external stakeholders, with our Operations to establish Reputation Steering Committees
to track our progress in managing our reputation and to oversee the design and execution of reputation strategies.
benchmarking our performance against our competitors and
other leading brands. SOCIOECONOMIC IMPACT
Conducting this survey has given us insight into the key drivers In the year, we extended our research to measure the
of our reputation. Our Operations are focusing on improving socioeconomic impact of our Operations over the past three
performance in the drivers of reputation where there are gaps. years. The intention was to retrospectively measure Vodacoms
impact and contribution to society as an operator supporting
For the current financial year, our research focus was on economic development, a contributor as a taxpayer and a
measuring the significant socioeconomic contribution Vodacom corporate citizen.
makes to the societies within which it operates. We will conduct
the Reputation Survey in FY2016.
For details of the results of the socioeconomic impact
MANAGING REPUTATION assessment refer to our stakeholder report online.
Maintaining our good reputation among stakeholders is a key
business asset that requires regular assessment and proactive
The table below summarises the results of the socioeconomic impact assessment for the three year period 2012 2015.
South Africa Tanzania DRC Mozambique Lesotho

Contribution to the economy (R billion) 164 12.5 8 5.7 1.8
Jobs created (direct and indirect) (000) 119 22 11 7.5 1.4
Taxes paid (R billion) 38 5.9 4.3 0.6 0.5
Total spent on Corporate Social Investment (CSI) (R million) 243 22 10.4 8.9 0.9
Contributing to public finances

Making a positive impact to transform society
We contribute to public finances both directly and indirectly
through taxes and other fees. We also make a significant
Driving economic growth contribution through the taxes paid by our employees and suppliers,
There is a direct correlation between the provision of ICT services as well as through taxes collected on behalf of governments such
and economic growth: as VAT and excise duties.
For every 10% increase in mobile penetration there is an
Our tax strategy is to integrate tax efficiencies into all business
approximately 1% uplift in GDP1.
processes and decisions, thus maximising shareholder value, while
Governments are prioritising the rollout of broadband services
our moral tax obligation remains to pay the fair amount of tax
to all. To deliver on this objective we need access to spectrum,
legally due in any territory, in accordance with rules set by those
and we are working closely with governments in all
governments.
our markets in this regard.
We have retained a Level 2 BBBEE contributor status. We view
BBBEE as a strategic imperative given the pressing need to address
We aim to proactively engage with government
the unequal distribution of wealth and access to opportunity in
and other stakeholders to further the broadband SouthAfricas economy. It is for this reason that BBBEE forms an
goals of the countries in which we operate in, integral part of how we do business, beyond compliance. The
and contribute to initiatives, which positively Department of Trade and Industry has extended the ICT sector code
impact society. to 31 October 2015 to allow for harmonisation with the revised
codes. We are unable to determine the effect of the changes until
1. World Bank Economic Impact of Broadband 2009. we have the draft revised ICT sector code.
TO FIND Refer to our Public Finances For details on our targets For more on YeboYethu and
OUT MORE report online. refer to our Transformation trading in these shares visit
report online. www.yeboyethu.co.za
59
We established the Innovator Trust We continue to support education initiatives in our International
in 2014 with a loan facility of operations:
INNOVATOR R750 million over five years at a In the DRC we donated 1 500 desks to schools, and our ICT
lower than prime interest rate. centres at the universities of Kinshasa and Lubumbashi have
TRUST This funding is used to equip delivered over 100 computers with free internet access.
black entrepreneurs in the ICT In Lesotho, we have invested in the iSchool project, which
sector with the necessary business encourages more effective teaching through integrating
skills towork with the corporate sector. tablets in classrooms.
In Tanzania, we launched the Samsung Smart School project,
The Trusts mandate is two-fold: which aims to enhance teaching and learning at each school
Acquire YeboYethu shares and use the dividend yield to by supplying computers and training teachers.
empower black-owned and black women-owned SMEs
in the ICT sector.
Provide business training to these SMEs.
As at 31 March 2015, the Innovator Trust had acquired

more than 540 000 YeboYethu shares and
successfully incubated 18 SMEs as part of
a two-year business training programme.
Vodacom Foundation
The Vodacom Foundation continues to focus on education, health

and safety. We partner with governments and NGOs in delivering key
projects utilising our technology and expertise.
Education
Together with the Department of Basic Education (DBE) we
launched Vodacom e-school, which gives all grade 8 to 12 learners
in SouthAfrica access to classroom content. Vodacom e-school
iszerorated for all Vodacom customers on a mobile device.
Theinteractive portal supports the DBE in broadening access
tostudy material and assessment tools.
In partnership with the DBE, Microsoft and Cisco, we provide

teachers throughout South Africa with better access to quality
instruction resources and IT. During the year we connected an
additional 20 ICT resource centres, bringing the total number of
centres to 61 across all nine provinces. This has enabled us to train
over 20 000 teachers on how to use ICT to improve their teaching
in maths and science and integrate ICT in the classroom. Weve also
trained ISO centre managers and 45 e-learning specialists on
ICT integration.
TO FIND Visit our learning portal For more on our education initiatives
OUT MORE http://myeducation.secure.vodacom.co.za/ refer to our Communities report online.
vodaschool/default.aspx
STRATEGY 5: REPUTATION continued
Health
Using ICT technology we work together with our partners to drive
better health outcomes.
Our mobile application solution to manage the availability of
chronic disease medication is now in its second year and being
piloted by over 1 900 clinics. Health workers have been trained
to use mobile phones to manage stock levels of chronic
medication and avoid shortages atclinics.
Our partnership with the Smile Foundation enables the
organisation to provide cleft palate and facial reanimation
surgeries. In total, 27 children benefitted from this project in
thepast year.
In Lesotho, were working on a project to get more HIV-positive
children onto care and treatment programmes. In addition,
weare working with pregnant HIV-positive women to
preventmother-to-child transmission. The project uses a
text-to-treatment model to facilitate initiation of and
adherenceto antiretroviral therapy and uses m-pesa to
facilitatetransport for patients. We have undertaken similar
projects in Tanzania and Mozambique by utilising the SMS
platform to send reminders to patients about their
appointmentsand when to take their medication.
This year has been a ground-breaking year for the fitsula
campaign in Tanzania. We introduced a text-to-treatment
programme that has seen a significant increase in the number
of fitsula patients being referred for surgery. To date, 713 women
have received surgery and are now rebuilding their lives.
Safety
The national gender-based violence command centre in
SouthAfrica was awarded the Best Technology Innovation Award
bythe Contact Centre Management Group. The centre provides
support and counselling to victims of gender-based violence.
TheVodacom Foundation funded the development of the
technology used by the command centre. The resulting integrated
solution was developed in collaboration with our subsidiaries
Afrigisand Mezzanine.
We are supporting the Memeza Shout crime prevention initiative

tomanufacture and pilot low-cost alarms in the Diepsloot township.
The project, a partnership between Vodacom, Diepsloot Police
Station, the Centre for Public Service Innovation and the
InnovationHub was launched in February 2015 and will involve
theinstallation of 600 low-cost alarm systems in homes across
thetownship. Developed by Memeza Shout with the support of
theInnovation Hub, the alarm system includes sensors and
panicbuttons to alert the police, medical personnel and the fire
department to emergencies.
TO FIND For more on our health initiatives refer to our For more on our safety initiatives refer to our
OUT MORE Communities report online. Communities report online.
61
Empowerment
is at the heart
of everything we do
and touches
every part
of our business.
Creating long-term
shareholder value, which
requires that we continue to deliver
value to our customers, is an important
consideration in allocating our capital
efficiently. Our strong return on We invested over R13 billion
capital employed (ROCE) is evidence in capex, representing 17.2%
of our efficient use of capital. of our revenue. The increased
capital intensity was in line with
We allocate our capital efficiently to our three-year accelerated capex
projects that will create long- programme. This is focused on widening
term value for shareholders. voice and data coverage and capacity, and
continually improving network quality as a
key differentiator. The investment programme,
which is mostly debt financed, resulted in an
increase in depreciation and finance charges.
For the year, we updated our medium-term (three-year) capital
intensity guidance to between 14% and 17% from 11% and 13%,
with FY2015 the first year of higher investment.
Our net debt to EBITDA ratio remains low at 0.6 times, giving us
sufficient capacity to finance our capex programme and to take
advantage of any merger and acquisition opportunities.
In addition to investing significantly in the future growth of our

business, we paid a final dividend per share of 400 cents taking
our total dividend for the year to 775 cents. We continue to return
cash to shareholders according to our dividend payout policy of at
least 90% of HEPS.
WHAT WERE THE KEY ASPECTS OF EACH SEGMENTS

PERFORMANCE FOR THE YEAR?
WITH THE CFO A In South Africa, service revenue was down 2.7% on a
reported basis due to a 4.2% drag from the impact of
IVAN DITTRICH MTRs. Excluding the impact, service revenue grew 1.5%.
Service revenue performance benefitted from a One-Off adjustment
of R325million in the first-half, relating to a change in the
accounting estimate for revenue recognition of airtime vouchers
WHAT WERE THE FEATURES OF THE GROUPS and a consolidation in the second-half of XLink of R164 million.
PERFORMANCE IN FY2015?
Data revenue grew 23.4% supported by more affordable devices,
The Group delivered a solid performance in a very
A toughoperating environment. In South Africa, the 50%
increased bundles sold and greater coverage. Data and equipment
revenue was up strongly in the fourth quarter, each growing
cutin MTRs significantly affected us, with the weak economic morethan 30% compared to the same quarter in the prior year.
environment and aggressive competition adding to the impact. Our low-cost smartphones and device financing programme
Higher inflation and interest rates pushed costs up and the underpinned this pleasing result.
depreciation in the currency drove up expenses not denominated
inrand and also resulted in trading foreign exchange losses. Excluding the impact of MTRs, which had a 5.3 ppt drag,
InTanzania and the DRC, severe pricing pressures hampered EBITDA grew 4.2% and the margin expanded by 0.2 ppts to 37.6%.
ourperformance. Including the MTR impact, EBITDA declined 1.1% with the EBITDA
margin contracting slightly by 0.6 ppts to 36.8%.
Service revenue and revenue grew 0.2% (-1.0%*) and 2.1%
(1.1%*) respectively. Excluding the impact of the major cut in Our International operations delivered service revenue growth
MTRs, Group revenue was up 4.8% (3.7%**) and Group service of 10.0% (4.5%*). Mozambique and Lesotho performed very well,
revenue was 3.4% (2.2%**) higher. The Group EBITDA margin offset by Tanzania and the DRC, which experienced significant
contracted by 1.3% to 34.8% and remained relatively flat at pricing pressure during the year. EBITDA declined 3.6% (-7.6%*)
35.4%, excluding the MTR impact. and the EBITDA margin contracted by 3.5 ppts to 26.1%, largely due
63
Financial highlights
Revenue (Rm) EBITDA (Rm)
to the R405 million write-off of current assets in the DRC. Excluding

69 917
75 711
77 333
25 253
27 314
26 905
the One-Off impact of the write-off, EBITDA grew 5.9% (1.4%***)
at an EBITDA margin of 28.6%. The International operations
contributed 15.3% to Group EBITDA.
Up 2.1% Down 1.5%
Strong performances from both segments in the fourth quarter
2013
2014
2015
2013
2014
2015
indicate good momentum going into the next year.
Operating free cash flow (Rm) EPS (cents) HOW WILL YOU MAINTAIN COST EFFICIENCY?
It was especially important to maintain cost discipline in
A the year to help offset the impact of lower MTRs. Over the
past four years, weve managed our costs very tightly in South
Africa. In FY2015, we continued to scrutinise each line of opex to
find opportunities to take out costs and increased our procurement
through the Vodafone Procurement Company, which gives us the
benefits of global purchasing power on network equipment, devices
18 158
19 410
14 003
and opex. We also managed to lower transmission costs, with 81.3%

887
903
864
of our transmission being self-provided, reduced publicity costs,

Down 27.9% Down 4.3%
rationalised our property portfolio and achieved savings in
commissions. These cost savings helped us absorb cost increases
2013
2014
2015
2013
2014
2015
due to higher network operating expenses, a trading foreign

exchange loss and an increase in other operating costs due to
Capital expenditure (Rm) Net asset value (Rm) theweaker rand. We will continue to manage costs tightly in the
year ahead.
Over the medium-term we aim to keep cost growth lower than

revenue growth. We will continue to look for opportunities to cut
costs across all expense lines in each of our core mobile businesses.
We will look closely at our acquisition and retention costs by
ensuring our channels are optimised and our agreements are
performance-based as they come up for renewal.
10 779
13 305
21 216
23 743
21 643
9 456
Weve launched a project to optimise internal costs called

1000 Small Things, which looks at simplifying our business
Up 23.4% Down 8.8% through end-to-end process improvement and encouraging
employees to develop savings initiatives. We will also continue to
2013
2014
2015
2013
2014
2015
build our own transmission network and optimise network costs and
channel costs, and consolidate more office buildings across regions.
HEPS (cents) DPS1 (cents)
Notes:
1. Total dividend declared for the year.
* Normalised growth adjusted for trading foreign exchange and at a constant
currency (using current year as base) (collectively foreign exchange).
** Growth adjusted for foreign exchange and the MTR impact in South Africa.
*** Growth adjusted for foreign exchange, the MTR impact in South Africa, the release
775
872
896
860
785
825
of un-recharged vouchers due to a change in accounting estimate, service revenue

impact R325 million and EBITDA impact R309 million and the consolidation
ofXLink effective 1 April 2014 (South Africa only), service revenue impact
Down 4.0% Down 6.1%
R164million and EBITDA impact R79 million and the write-off of current assets
2013
2014
2015
2013
2014
2015
(International only), EBITDA impact R405 million.

All growth rates quoted are year-on-year growth rates unless stated otherwise.
Q&A WITH THE CFO continued
WHAT ARE YOUR THOUGHTS ON CAPITAL WHAT ARE YOUR EXPECTATIONS FOR THE YEAR
ALLOCATION? AHEAD?
Creating long-term shareholder value, which requires We faced many headwinds in our major markets
A that we continue to deliver value to our customers, is an A inFY2015; however, looking forward, the improvement in
important consideration in allocating our capital efficiently. the fourth quarter gives us cause for cautious optimism.
Our strong ROCE is evidence of our efficient use of capital. Ourmedium-term (three-year) guidance remains unchanged
We allocate our capital efficiently to projects that will create at low single digit service revenue growth, mid single digit
long-term value for shareholders. EBITDA growth and capex of between 14% to 17%of Group
revenue. Ourguidance excludes the impact ofacquisitions.
Return on capital employed (%)
In South Africa the major impact of the cut in MTRs is now behind
us. Our pricing transformation in our contract customer base is
nearly complete, which should help to stabilise ARPUs.
58.0% average over
the past five years
In our International operations, fourth quarter performance in
Tanzania and the DRC also showed signs of improvement. In the
DRC, all operators are adhering to the new price floor. In Tanzania,
in the fourth quarter, we have reached the lapping effect of the
initial price reductions.
In the three-year period starting in FY2016 we aim to drive the

60.2
65.2
59.3
59.7
45.4
contributions of data and Enterprise revenue to 40% and 30%

of Group service revenue respectively, with International and
2015
2014
2013
2012
2011
new services targeted to contribute 30% and 5% of Group

service revenue respectively.
Moving into a three-year period of increased capital intensity
will impact our return on capital in the short term, as was the
case in FY2015. ROCE decreased to 45.4% from 60.2% in the prior
year due to an increase in assets with a corresponding higher
depreciation and interest charge. The effect is lower ROCE until
the benefits of the increased investments start coming through Ivan Dittrich
in revenue and cost savings. We have already started to see the Chief Financial Officer
benefits of our accelerated capital investment programme in the
fourth quarter, where datamonetisation and efficiency improved
with data revenue in SouthAfrica increasing 31.0% and data traffic
growing 47.5%. Thiswas supported by the doubling of the number
of LTE/4G sites to 2600 andincreasing 3G sites by 21.4% to
8 802 sites.
Our efficient allocation of capital has enabled us to pay out over

R45 605 million in dividends over the past five years, maintaining
an average dividend yield of 6.3%, while our share price has risen
138.7% over the same period.
65
OPERATING
RESULTS
Revenue Total expenses2

Group revenue increased by 2.1% (1.1%*) to R77 333 million and Notwithstanding expenses increasing ahead of revenue growth,
service revenue by 0.2% (-1.0%*) to R62 167 million. Group revenue wetightly managed Group expenses in a challenging environment
benefitted from encouraging growth of 12.7% in equipment fuelled by rising wages, fuel and electricity costs as well as our
revenue for the year, which was boosted by device financing and accelerated capex programme.
increased low-cost device sales. Sales in Vodacom-branded low-cost
devices, Smart Kicka and Smart Tab added to the positive In South Africa, the 1.7% increase in total expenses was driven by
momentum, exiting the fourth quarter with 33.6% equipment higher network operating costs as a result of our accelerated capex
revenue growth, compared to the same quarter last year. programme, an exchange-rate driven increase in operating costs not
Equipment revenue now contributes 18.5% of Group revenue denominated in South African rand and a trading foreign exchange
compared to 16.7% a year ago. loss of R114 million compared to a gain of R172 million in the prior
year. Excluding the impact of foreign exchange, total expenses
In South Africa, service revenue declined 2.7% due to a 50% cut in increased by only 1.0%* due to tight cost control, which achieved
MTRs. Excluding the impact of MTRs, service revenue grew 1.5%, savings in publicity, commissions and transmission lease costs.
due to a 23.4% rise in data revenue growth, an increase in other
service revenue of 10.8% and the positive impact of the SA One-Off1. Expenses in the International operations increased by 14.0%
(7.9%*) as a result of increases in direct costs, network costs and
In our International operations service revenue grew 10.0% (4.5%*) bad debts. Excluding the International One-Off1 impact, total
as a result of a 32.9% increase in data revenue and an increase in expenses increased 4.1%***, below service revenue growth
voice revenue of 8.0%. These operations now contribute 24.6% of of4.5%***.
Group service revenue, up from 22.4% a year ago.
Composition of total expenses 2015 (%)
Group service revenue normalised growth
by category (Rm) 20.1% Other
operating expenses
0.2% (-1.0%*)
4.0%
Publicity expenses 66.3%
735
9.6% Direct expenses

(1 756)
217
Staff expenses
3 232
(2 083)
(225)
Composition of total expenses 2014 (%)
18.2% Other
62 047
62 782
62 167
operating expenses
4.3%
Publicity expenses
68.0%
2014
Service revenue
Translation FX
2014
Service revenue*
Mobile interconnect*
Mobile voice*
Mobile messaging*
Mobile data*
Other service
revenue*
2015
Service revenue
9.5%
Staff expenses Direct expenses
Notes:
1. Service revenue benefitted from a One-Off adjustment of R325 million relating to a change in the accounting estimate of un-recharged vouchers reported in the first-half of the
year and R164 million due to the consolidation of XLink in the second-half.
2. Excluding depreciation, amortisation, impairment losses and BBBEE charge income/charge.
OPERATING RESULTS continued
EBITDA Group EBITDA (Rm)

Group EBITDA declined 1.5% (-1.1%*) with the Group EBITDA margin
contracting 1.3 ppts to 34.8%. Excluding the impact of MTRs, (-1.5%*)
SAOne-Off, International One-Off and foreign exchange, adjusted
73
EBITDA growth was 3.4%*** with an EBITDA margin of 35.9%***.
(174)
South Africas EBITDA declined 1.1%, negatively impacted by MTRs,
(340)
(3)
with EBITDA margin contracting slightly to 36.8% (2014: 37.4%).
Adjusted growth in EBITDA for the year, excluding the impact of
(1 215)
1 250
MTRs, SA One-Off and trading foreign exchange, expanded 3.8%***
with an EBITDA margin of 37.4%***.
In our International operations, EBITDA declined 3.6% (-7.6%*), with
27 314
27 387
26 905
an EBITDA margin of 26.1%. Excluding the International One-Off1
impact and foreign exchange, EBITDA grew 1.4%*** with an EBITDA
margin of 29.0%***.
2014 EBITDA
Trading and
translation forex
2014 EBITDA*
South Africa EBITDA,

excluding MTR
and trading forex
International EBITDA*
2015 EBITDA
Other
Trading forex
MTR impact
Note:
1. EBITDA was impacted by a One-Off adjustment of R405 million relating to the
write-off of current assets in the DRC (International One-Off).
* Normalised growth adjusted for trading foreign exchange and at a constant
currency (using current year as base) (collectively foreign exchange).
*** Growth adjusted for foreign exchange, the MTR impact in South Africa, the release
of un-recharged vouchers due to a change in accounting estimate, service revenue
impact R325 million and EBITDA impact R309 million and the consolidation
ofXLink effective 1 April 2014 (South Africa only), service revenue impact
R164million and EBITDA impact R79 million and the write-off of current assets
(International only), EBITDA impact R405 million.
All growth rates quoted are year-on-year growth rates unless stated otherwise.
Operating profit
Year ended 31 March % change
Rm 2015 2014 2013 14/15 13/14
South Africa 17 699 18 246 17 640 (3.0) 3.4

International 1 569 2 171 1 177 (27.7) 84.5
Corporate and eliminations (33) (23) 80 (43.5) (128.8)
Operating profit 19 235 20 394 18 897 (5.7) 7.9
Group operating profit decreased 5.7% to R19 235 million mainly due to lower EBITDA, an 11.7% increase in depreciation and amortisation as
a result of our accelerated capex programme, as well as a loss of R180 million recognised from associates. Operating profit in South Africa
decreased 3.0% to R17 699 million due to lower EBITDA and an increase in depreciation and amortisation as a result of a 26.1% increase in
capex. International operations operating profit decreased 27.7% to R1 569 million due to lower EBITDA, an increase in depreciation and
amortisation as a result of an 18.8% increase in capex and a R180 million loss recognised from associates.
67
Net finance charges

Rm 2015 2014 2013 14/15 13/14
Finance income 346 333 117 3.9 184.6

Finance costs (1 737) (1 051) (927) 65.3 13.4
Net gain/(loss) on remeasurement and disposal
of financial instruments 7 (91) 123 107.7 (174.0)
Net finance charges (1 384) (809) (687) 71.1 17.8
During the year, average debt increased as a result of debt financing capex, working capital requirements, refinancing existing short-term
borrowings and funding the acquisition of an additional 17.2% interest in Tanzania. Average cost of debt also increased by 0.4 ppts to 7.1%.
These resulted in finance costs increasing 65.3% to R1 737 million, partially offset by gains on derivatives as a result of the weakening of the
rand exchange rate to other currencies.
Taxation
The tax expense of R5 341 million is 9.7% lower than the prior year (2014: R5 918 million). The Groups effective tax rate decreased slightly
from 30.2% to 29.9%. In the prior year, the effective tax rate was higher due to the non-deductible BBBEE expenditure incurred.
Group tax reconciliation

Rm Rate % Rm Rate %
2015 2014
Profit before tax 17 851 19 585

Expected income tax expense 4 998 28.0 5 484 28.0
Non-deductible interest expenditure 165 0.9 127 0.6
Withholding tax 141 0.8 136 0.7
Other 37 0.2 171 0.9
Total income tax expense/effective tax rate 5 341 29.9 5 918 30.2
For more detail on tax and our total economic distribution

refer to our online report at www.vodacom.com
Earnings
HEPS decreased 4.0% to 860 cents and EPS decreased by 4.3% to 864 cents. The decline in both HEPS and EPS stems largely from MTR cuts
in South Africa, increased depreciation and finance charges as a result of accelerated capex funded largely through debt, offset by a lower tax
charge and lower minority interest. Minority interest for the year decreased due to losses in the DRC, lower net profit in Tanzania and the
acquisition of an additional 17.2% interest in Tanzania.
Headline earnings per share (cents per share) Headline earnings per share (cents per share)
2014 2015
BBBEE adjusted HEPS 917 HEPS, excluding MTR 920
BBBEE charge (21) MTR (60)
HEPS 896 HEPS 860
Other 7 Other 4
EPS 903 EPS 864

Segment performance
South Africa
Rm 2015 2014 2013 14/15 13/14
Mobile voice 25 855 28 135 29 151 (8.1) (3.5)

Mobile interconnect 2 142 3 848 4 916 (44.3) (21.7)
Mobile messaging 2 522 2 675 3 027 (5.7) (11.6)
Mobile data 13 538 10 974 8 882 23.4 23.6
Other service revenue 2 975 2 684 2 183 10.8 23.0
Service revenue 47 032 48 316 48 159 (2.7) 0.3
Equipment revenue 14 058 12 526 9 740 12.2 28.6
Non-service revenue 947 964 708 (1.8) 36.2
Revenue 62 037 61 806 58 607 0.4 5.5
Direct expenses (28 073) (27 975) (25 433) 0.4 10.0
Staff expenses (3 143) (3 047) (3 062) 3.2 (0.5)
Publicity expenses (1 249) (1 418) (1 438) (11.9) (1.4)
Other operating expenses (6 759) (6 126) (6 249) 10.3 (2.0)
BBBEE income/(charge) 47 (232) (120.3) n/a
Depreciation and amortisation (5 161) (4 765) (4 750) 8.3 0.3
Profit from associate 3 (100.0) n/a
Impairment losses (35) n/a (100.0)
Operating profit 17 699 18 246 17 640 (3.0) 3.4
EBITDA 22 837 23 087 22 408 (1.1) 3.0
EBITDA margin (%) 36.8 37.4 38.2
Operating profit margin (%) 28.5 29.5 30.1
New disclosure
Mobile contract revenue 21 292 21 105 21 119 0.9 (0.1)
In-bundle 14 766 13 644 13 333 8.2 2.3
Out-of-bundle 6 526 7 461 7 786 (12.5) (4.2)
Mobile prepaid revenue 20 024 20 229 19 272 (1.0) 5.0
In-bundle 2 913 2 296 1 125 26.9 104.1
Out-of-bundle 17 111 17 933 18 147 (4.6) (1.2)
Customer service revenue 41 316 41 334 40 391 2.3

Mobile interconnect 2 142 3 848 4 916 (44.3) (21.7)
Other service revenue 3 574 3 134 2 852 14.0 9.9
Service revenue 47 032 48 316 48 159 (2.7) 0.3
Note:
Effective from 1 April 2013, Vodacom and Vodafone changed the classification within service revenue from voice, messaging and data revenue to mobile customer revenue,
separating in- and out-of-bundle customer revenue for both prepaid and contract customers, mobile incoming revenue and other service revenue. This information is presented
on this new basis for the 2013, 2014 and 2015 financial years.
As a result of the above changes certain reclassifications have been made between service revenue and revenue, prior periods have been restated.
69
Revenue grew 0.4% to R62 037 million, with a notable effectively to target customers with affordable offers below the line,
improvement in the fourth quarter growth of 4.7% compared to the move customers from legacy plans to new prepaid price plans, and
same quarter last year. Strong data and equipment revenue growth, engage customers before they become inactive.
especially in the fourth quarter, were the main contributors.
Equipment revenue represented 22.7% (2014: 20.3%) of total Data revenue grew 23.4% to R13 538 million (21.9% excluding the
revenue, up 12.2% for the year. We sold ten million devices in the XLink adjustment), supported by more affordable devices, increased
year, supported by device financing and more affordable device bundles sold and greater coverage. Data monetisation and
price points, as part of our strategy to put data capable devices into efficiency improved in the fourth quarter, with data revenue growth
the hands of more customers. More than three million low-cost of 31.0% (of which 5.6 ppts related to the XLink adjustment) and
smart devices were sold, including Vodacom-branded Smart Kicka data traffic growth of 47.5%, compared to the same quarter last
and Smart Tab, which sold over onemillion since launch in the year. Data now makes up 28.8% of service revenue (2014: 22.7%),
third quarter. with active data customers up 9.4% to 16.6^ million customers and
M2M customers up 15.9% to 1.7 million. The number of active
Service revenue declined 2.7% to R47 032 million impacted by smart data devices on the network increased 29.7% to 11.6 million
a50% cut in MTRs in April 2014. Excluding the MTR impact of (of which 9.3 million are smartphones, 1.1 million are tablets and
R2.0billion, service revenue grew 1.5% and returned to growth in 1.2 million are modems), fuelled by more affordable devices. The
the fourth quarter. Growth in data and in our enterprise business average amountof data used per month increased 37.9% to 342MB
were the main drivers of service revenue. Service revenue on smartphones and 12.3% to 829MB on tablets. The launch of
benefitted from a One-Off adjustment of R325 million relating affordable daily and hourly bite size data bundles (e.g. R3 for
to a change in the accounting estimate of un-recharged vouchers 50MB and R10 for 100MB) drove data adoption and supported the
reported in the first-half of the year and R164 million due to the shift of prepaid customers to bundle usage, with prepaid data
consolidation ofXLink in the second-half (collectively SA One-Off). bundle sales up 139.2%.
Customer service revenue was flat at R41 316 million, despite a New services, which include m-pesa, financial services, M2M and
17.7% reduction in the blended average effective price per minute content have been identified as a new growth pillar. m-pesa is
as a result of our pricing transformation programme. This was offset slowly gaining traction in South Africa, with one million registered
by growth in outgoing voice traffic of 12.5% and growth in data m-pesa customers signing up since launch and 76 000# actively
traffic of 63.1%. Our strategy of offering best value to customers using the service. Revenue from our insurance business grew
was executed through targeting a clear segmented approach, 36.0%, boosted by an increase in device insurance. To build scale in
offering bundles at affordable and competitive prices, together with M2M, we leveraged off the Vodafone global M2M platform to launch
delivering worry-free integrated plans to customers. additional applications in target industries.
Contract active customers, excluding M2M, increased 2.5% to EBITDA declined 1.1% to R22 837 million, with a slight contraction
4.9million. Higher gross connections and a 2.6 ppt reduction in in EBITDA margin of 0.6 ppts to 36.8%. Excluding the impact of
churn to 9.2%, supported by a proactive retention campaign, were MTRs, EBITDA grew 4.2%. EBITDA benefitted from the SA One-Off
the main drivers of this growth. Contract pricing transformation is ofR387 million. Higher network operating costs due to our
nearing completion, with 77.9% of contract customers migrated accelerated capex programme, a trading foreign exchange loss and
from voice centric plans to integrated plans. Contract in-bundle an exchange rate driven increase in other operating costs not
spend increased to 69.3% (2014: 64.6%), reducing exposure to denominated in South African rand offset tight cost management,
out-of-bundle prices and protecting us from competing services. with savings in publicity, commissions and transmission lease costs.
Hybrid contract transformation is gaining traction, with 54.8% of Solid operational execution in the second-half of the year delivered
hybrid customers switching to uChoose packages, which give H2 EBITDA growth of 2.8% (compared to the same period last year)
customers access to integrated plans with an option to access with a margin of 37.6%.
prepaid promotions on an ad hoc basis. ARPUs declined 2.3%
year-on-year to R380; excluding the impact of interconnect Capex grew 26.1% to R8 646 million. This was as a result of our
revenue, ARPUs were flat year-on-year. accelerated capex programme, which focused on coverage, capacity
and network quality. To support data growth andgive customers the
Prepaid active customers increased 1.8% to 27.2 million best data experience, we increased the number of 3G sites by 21.4%
customers. This was largely due to shifting customers to to 8 802 sites, covering 96% of the SouthAfrican population.
value-based offers, resulting in a higher proportion of prepaid voice The number of LTE/4G sites more than doubled to 2 600 sites,
revenues generated from voice bundle offers. Pricing transformation covering 35% of the population. A six-year project to upgrade
has made us more competitive, with 6.3 million customers now the radio access network (RAN) with LTE/4G ready equipment
engaged in bundles. In the fourth quarter, we sold an average of was completed during the year with self-provided high-speed
53million voice bundles a month. Our customer value management transmission extended to 81.3% of sites. Fibre to the business and
system, which helps us understand customers needs, was used fibre to the home services were soft-launched during the year.
# Number of unique customers who have generated revenue related to any m-pesa activities in relation to m-pesa revenue in the past 90 days, of these 42 000 have been active in
the past 30 days in South Africa.
Segment performance
International
Rm 2015 2014 2013 14/15 13/14
Mobile voice 8 479 7 849 6 259 8.0 25.4

Mobile interconnect 1 539 1 517 1 067 1.5 42.2
Mobile messaging 573 615 433 (6.8) 42.0
Mobile data 3 046 2 292 1 117 32.9 105.2
Other service revenue 1 654 1 622 2 382 2.0 (31.9)
Service revenue 15 291 13 895 11 258 10.0 23.4
Equipment revenue 267 214 137 24.8 56.2
Non-service revenue 189 247 188 (23.5) 31.4
Revenue 15 747 14 356 11 583 9.7 23.9
Direct expenses (5 573) (5 157) (5 161) 8.1 (0.1)
Staff expenses (1 408) (1 264) (1 034) 11.4 22.2
Publicity expenses (742) (664) (513) 11.7 29.4
Other operating expenses (3 846) (3 061) (2 129) 25.6 43.8
Depreciation and amortisation (2 429) (2 039) (1 590) 19.1 28.2
Impairment reversal 21 n/a (100.0)
Loss from associate (180) n/a n/a
Operating profit/(loss) 1 569 2 171 1 177 (27.7) 84.5
EBITDA 4 104 4 256 2 739 (3.6) 55.4
EBITDA margin (%) 26.1 29.6 23.6
Operating profit margin (%) 10.0 15.1 10.2
New disclosure
Mobile contract revenue 961 883 555 8.8 59.1
In-bundle 237 248 89 (4.4) 178.7
Out-of-bundle 724 635 466 14.0 36.3
Mobile prepaid revenue 11 125 9 869 7 243 12.7 36.3
In-bundle 1 785 1 118 124 59.7 > 200.0
Out-of-bundle 9 340 8 751 7 119 6.7 22.9
Customer service revenue 12 086 10 752 7 798 12.4 37.9

Mobile interconnect 1 539 1 517 1 067 1.5 42.2
Other service revenue 1 666 1 626 2 393 2.5 (32.1)
Service revenue 15 291 13 895 11 258 10.0 23.4
Note:
Effective from 1 April 2013, Vodacom and Vodafone changed the classification within service revenue from voice, messaging and data revenue to mobile customer revenue,
separating in- and out-of-bundle customer revenue for both prepaid and contract customers, mobile incoming revenue and other service revenue. This information is presented on
this new basis for the 2013, 2014 and 2015 financial years.
71
South Africa key performance indicators

2015 2014 2013 14/15 13/14
Active customers1 (thousand) 32 115 31 520 29 190 1.9 8.0

Prepaid 27 202 26 726 24 404 1.8 9.5
Contract 4 913 4 794 4 786 2.5 0.2
Active data customers2 (thousand) 16 595^ 15 172 n/a 9.4 n/a
Machine-to-machine customers (thousand) 1 672 1 443 1 159 15.9 24.5
3
Traffic (millions of minutes) 48 519 43 537 37 480 11.4 16.2
Outgoing 38 531 34 250 28 349 12.5 20.8
Incoming 9 988 9 287 9 131 7.5 1.7
MOU per month4 126 121 106 4.1 14.2
Prepaid 116 109 90 6.4 21.1
Contract 187 182 189 2.7 (3.7)
Total ARPU5 (rand per month) 113 125 128 (9.6) (2.3)
Prepaid 66 75 76 (12.0) (1.3)
Contract 380 389 403 (2.3) (3.5)
Messaging (million) 4 384 5 768 6 071 (24.0) (5.0)
Estimated mobile penetration (%) 153 146 140
Number of employees 5 228 4 829 5 006 8.3 (3.5)
Notes:
1. Active customers are based on the total number of mobile customers using any service during the last three months. This includes customers paying a monthly fee that entitles
them to use the service even if they do not actually use the service and those customers who are active while roaming.
2. Active data customers are a number of unique users who have generated revenue related to any data activities in the reported month (this excludes SMS and MMS messaging
users). Aunique user is a customer who needs to be counted once regardless of what data services they have utilised. A user is defined as a count of all active customers that have
generated data revenue for a contractual monthly fee for this service or have used the service during the reported month.
3. Traffic comprises total traffic registered on Vodacoms mobile network, including bundled minutes, promotional minutes and outgoing international roaming calls, but excluding
national roaming calls, incoming international roaming calls and calls to free services.
5. Total ARPU is calculated by dividing the average monthly service revenue by the average monthly active customers during the period. Prepaid and contract ARPU only include
service revenue generated from Vodacom mobile customers.
Service revenue grew 10.0% (4.5%*) to R15 291 million, EBITDA declined 3.6% (-7.6%*) to R4 104 million and EBITDA
underpinned by strong customer growth of 13.7% to 29.5 million margin contracted by 3.5 ppts to 26.1% (2014: 29.6%). A One-Off
customers. Challenges were encountered in Tanzania and the DRC adjustment of R405 million relating to the write off of current
due to aggressive pricing pressures. In Tanzania, corrective action assets in the DRC (International One-Off) was the main contributor
was taken to repair pricing, resulting in better revenue growth in to the decline.
the fourth quarter. The suspension of data and SMS services in
the DRC as a result of unrest, negatively affected performance in Excluding the International One-Off impact, EBITDA grew 5.9% at an
the fourth quarter. However, voice pricing stabilised, with all EBITDA margin of 28.6%. The International operations contributed
operators adhering to the new price floor, which became effective 15.3% to Group EBITDA.
on 1 March 2015. Mozambique and Lesotho delivered solid Capex grew 18.8% to R4 654 million as we continued to invest
performances for the year. significantly in all our markets to differentiate our offering in terms
of network coverage and performance. To support wider voice
Data revenue grew 32.9% with data contributing 19.9% of service
coverage and significant data growth, 2G and 3G sites were
revenue (2014: 16.5%) supported by a 28.7% increase in active data
increased by 29.4% and 50.5% respectively. Vodacom was the first
customers to 9.9 million, representing 33.4% of the customer base.
operator to launch LTE/4G services in Lesotho.
m-pesa continues to gain momentum in all of our markets, with During the year, the Group acquired an additional 17.2% stake in
active customers of 8.0 million#, up 34.2% and revenue growth of Tanzania for R2.6 billion, which was funded through debt.
27.5%. InTanzania, we launched m-pawa in partnership with the
Commercial Bank of Africa, a savings and loans product based on a
mobile platform. We also launched International Money Transfer
services. 1.8 million customers are actively using m-pawa.
# Number of unique customers who have generated revenue related to any m-pesa activities in relation to m-pesa revenue in the past 90 days, of these 5.6 million have been active
in the past 30 days in International.
73
International key performance indicators

2015 2014 2013 14/15 13/14
Active customers1 (thousand) 29 533 25 969 21 327 13.7 21.8

Tanzania 12 172 10 284 9 468 18.4 8.6
DRC 11 216 10 008 7 706 12.1 29.9
Mozambique 4 877 4 333 3 045 12.6 42.3
Lesotho 1 268 1 344 1 108 (5.7) 21.3
Active data customers2 (thousand) 9 878 7 675 4 117 28.7 86.4
Tanzania 5 265 3 788 1 674 39.0 126.3
DRC 2 338 2 218 1 410 5.4 57.3
Mozambique 1 879 1 368 840 37.4 62.9
Lesotho 396 301 193 31.6 56.0
MOU per month3
Tanzania 149 125 85 19.2 47.1
DRC 41 35 45 17.1 (22.2)
Mozambique 113 103 77 9.7 33.8
Lesotho 59 41 31 43.9 32.3
Total ARPU4 (rand per month)
Tanzania 42 45 35 (6.7) 28.6
DRC 32 35 33 (8.6) 6.1
Mozambique 52 58 55 (10.3) 5.5
Lesotho 53 46 53 15.2 (13.2)
Total ARPU4 (local currency per month)
Tanzania (TZS) 6 530 7 213 6 516 (9.5) 10.7
DRC (USD) 2.9 3.4 3.8 (14.7) (10.5)
Mozambique (MZN) 149 172 186 (13.4) (7.5)
Estimated mobile penetration (%)
Tanzania 64 57 55
DRC 41 35 28
Mozambique 41 39 32
Lesotho 75 82 65
Number of employees 2 372 2 210 2 115 7.3 4.5
Notes:
2. Active data customers are a number of unique users who have generated revenue related to any data activities in the reported month (this excludes SMS and MMS messaging users).
A unique user is a customer who needs to be counted once regardless of what data services they have utilised. A user is defined as a count of all active customers that have
generated data revenue for a contractual monthly fee for this service or have used the service during the reported month.
4. Total ARPU is calculated by dividing the average monthly service revenue by the average monthly active customers during the period. ARPU has been restated to only include
servicerevenue generated from Vodacom mobile customers.
Reconciliation of normalised and adjusted growth

Adjusted SA
after One-Off
Foreign exchange
foreign and Cumula-
exchange Inter- tively
Trading Translation Norma- MTR and national adjusted
March 2015 Reported1 FX2 FX3 lised(*) impact4 MTR(**) One-Off5 (***)
% % change ppt ppt % change ppt % change ppt % change
Revenue
Group 2.1 (1.0) 1.1 2.6 3.7 (0.6) 3.1
Group excluding
only the MTR change 2.1 n/a n/a n/a 2.7 4.8 n/a n/a
International 9.7 (5.7) 4.0 4.0 4.0
South Africa 0.4 0.4 3.2 3.6 (0.8) 2.8
Service revenue
Group 0.2 (1.2) (1.0) 3.2 2.2 (0.8) 1.4
Group excluding
only the MTR change 0.2 n/a n/a n/a 3.2 3.4 n/a n/a
International 10.0 (5.5) 4.5 4.5 4.5
South Africa (2.7) (2.7) 4.2 1.5 (1.1) 0.4
Data revenue
South Africa 23.4 23.4 23.4 (1.5) 21.9
Total cost
International 14.0 0.4 (6.5) 7.9 7.9 (3.8) 4.1
South Africa 1.7 (0.7) 1.0 2.0 3.0 (0.3) 2.7
EBITDA
Group (1.5) 1.0 (0.6) (1.1) 4.4 3.3 0.1 3.4
International (3.6) (0.5) (3.5) (7.6) (7.6) 9.0 1.4
International excluding
only the One-Off
adjustment (3.6) n/a n/a n/a n/a 9.5 5.9
South Africa (1.1) 1.3 0.2 5.3 5.5 (1.7) 3.8
South Africa excluding
only the MTR change (1.1) n/a n/a n/a 5.3 4.2 n/a n/a
Note:
* Normalised growth adjusted for trading foreign exchange and at a constant currency (using current year as base) (collectively foreign exchange).
*** Growth adjusted for foreign exchange, the MTR impact in South Africa, the release of un-recharged vouchers due to a change in accounting estimate, service revenue impact
R325 million and EBITDA impact R309 million and the consolidation ofXLink effective 1 April 2014 (South Africa only), service revenue impact R164million and EBITDA impact
R79 million and the write-off of current assets (International only), EBITDA impact R405 million.
75
Reconciliation of normalised and adjusted growth

Adjusted SA
after One-Off
Foreign exchange
foreign and Cumula-
exchange Inter- tively
March 2015 Trading Translation Norma- MTR and national adjusted
Rm Reported1 FX2 FX3 lised(*) impact4 MTR(**) One-Off5 (***)
Revenue
Group 77333 77333 1990 79323 (489) 78834
Group excluding
only the MTR change 77333 n/a n/a n/a 1990 79323 n/a n/a
International 15747 15747 15747 15747
South Africa 62037 62037 1990 64027 (489) 63538
Service revenue
Group 62167 62167 1990 64157 (489) 63668
Group excluding
International 15291 15291 15291 15291
South Africa 47032 47032 1990 49022 (489) 48533
Data revenue
South Africa 13538 13538 13538 (164) 13374
Total cost
International 11569 (53) 11516 11516 (405) 11111
South Africa 39224 (114) 39110 775 39885 (102) 39783
EBITDA
Group 26905 174 27079 1215 28294 18 28312
International 4104 53 4157 4157 405 4562
International excluding
only the One-Off
adjustment 4104 n/a n/a n/a n/a n/a 405 4509
South Africa 22837 114 22951 1215 24166 (387) 23779
South Africa excluding
Reconciliation of normalised and adjusted growth (continued)

March 2014 Trading Translation Normalised
Rm Reported1 FX2 FX3 (*)
Revenue
Group 75711 787 76498
Group excluding only the MTR change 75711 n/a n/a n/a
International 14356 787 15143
South Africa 61806 61806
Service revenue
Group 62047 735 62782
Group excluding only the MTR change 62047 n/a n/a n/a
Data revenue
Total cost
International 10146 (80) 610 10676
South Africa 38566 172 38738
EBITDA
Group 27314 (88) 161 27387
International 4256 80 161 4497
International excluding only the One-Off adjustment 4256 n/a n/a n/a
South Africa 23087 (172) 22915
South Africa excluding only the MTR change 23087 n/a n/a n/a
The reconciliation represents cumulatively adjusted growth excluding the impact of foreign exchange gains/losses and at a constant currency
(using current year as base), MTR cuts, SA One-Off and International One-Off. The presentation of the pro-forma information is the
responsibility of the directors of Vodacom Group Limited. The purpose in presenting this information is to assist the user in understanding
the underlying growth trends in these segments. It has been prepared for illustrative purposes only and may not fairly present the financial
position, changes in equity, and results of operations or cash flows of Vodacom Group Limited. This pro-forma information has been reviewed
and reported on by the Groups auditors, being PricewaterhouseCoopers Inc. Their unqualified reporting accountants report thereon is
available for inspection at the Companys registered address.
Notes:
1. The reported percentage change relates to the year-on-year percentage growth from 31 March 2014 to 31 March 2015. The Groups presentation currency is the South African
rand. Our International operations include functional currencies mainly in United States dollar, Tanzanian shilling and Mozambican metical. The prevailing exchange for the current
and comparative periods is disclosed below.
2. Trading foreign exchange (FX) are foreign exchange gains/losses on foreign-denominated monetary assets and liabilities resulting from trading activities of entities within
the Group.
3. Translation foreign exchange (FX) arises from the translation of the results, at average rates, of subsidiaries functional currencies to Vodacoms presentation currency, being the
SouthAfrican rand. The exchange variances are eliminated by applying the current periods average rate (which is derived by dividing the individual subsidiarys translated rand
value with the functional currency for the year) to prior year numbers, thereby giving a user a view of the performance, which excludes exchange variances. The prevailing exchange
rates for the current and comparative periods are disclosed below.
4. The mobile termination rate impact on revenue is calculated by using the current years mobile incoming voice minutes at last years MTR rate and the impact on costs is
calculated by using the current years mobile outgoing voice minutes at last years MTR rate. The EBITDA impact is calculated as the net effect of the impact on revenue less the
impact of costs.
5. The SA One-Off impact was calculated as the sum of the impact of the change in the accounting estimate of un-recharged vouchers reported in the first-half of the year and the
impact of the consolidation of XLink in the second-half. The International One-Off impact relates to the write off of current assets in the DRC.
Exchange rates
Average Closing
31 March % change 31 March % change
2015 2014 2013 14/15 13/14 2015 2014 2013 14/15 13/14
USD/ZAR 11.07 10.13 8.51 9.3 19.0 12.14 10.52 9.25 15.4 13.7
ZAR/MZN 2.89 3.01 3.42 (4.0) (12.0) 3.03 2.98 3.33 1.7 (10.5)
ZAR/TZS 154.72 160.44 187.30 (3.6) (14.3) 152.63 155.69 174.90 (2.0) (11.0)
EUR/ZAR 13.99 13.59 10.97 2.9 23.9 13.03 14.49 11.86 (10.1) 22.2
77
FINANCIAL POSITION
AND RESOURCES
Statement of financial position

As at 31 March Movement
Rm 2015 2014 14/15
Property, plant and equipment 35 959 30 802 5 157
Intangible assets 7 603 5 369 2 234
Other non-current assets 2 392 1 783 609
Current assets 25 353 22 787 2 566
Total assets 71 307 60 741 10 566
Equity attributable to owners of the parent 22 062 23 057 (995)
Non-controlling interests (419) 686 (1 105)
Total equity 21 643 23 743 (2 100)
Borrowings 25 659 13 750 11 909
Non-current 20 308 9 683 10 625
Current 5 351 4 067 1 284
Tax liabilities 1 940 1 630 310
Other non-current liabilities 984 735 249
Other current liabilities 21 081 20 883 198
Total liabilities 49 664 36 998 12 666
Total equity and liabilities 71 307 60 741 10 566
Assets
Property, plant and equipment
Property, plant and equipment increased by 16.7% to R35959million, mainly due to net additions of R11 087 million anda foreign currency
translation gain totalling R395 million, partially offset by a depreciation charge of R6 334 million.
Intangible assets
At 31 March 2015, intangible assets were R7 603 million (2014:R5369 million) with software comprising the largest element at
R3 977 million (2014: R2 913 million) followed by goodwill at R2 304 million (2014: R1 856 million) and customer bases at R816 million
(2014: R45 million). During the year, the Group capitalised R2 100 million additions, comprising mainly computer software and recognised
amortisation of R1 247 million in profit and loss. Effective 11 November 2014, the Group acquired its customer base from Nashua for
R1 018 million and recognised the fair value of the customer base of R800 million as well as related goodwill of R442 million as part of
intangible assets.
Other non-current assets

Other non-current assets include financial assets, investments in associate and joint venture, trade and other receivables, finance lease
receivables and deferred tax. Other non-current assets grew by R609 million to R2 392 million at 31 March 2015 and mainly relate to an
increase in the equity investment in the Groups associate, Helios Towers Tanzania Limited (Helios), resulting from the transfer of sites to
HTT Infraco Limited (HTT), a subsidiary of Helios, as well as additional funding to Helios. In the current year the Groups share of losses from
Helios amounted to R180 million, which were recognised against the investment. In addition, the Innovator Trust, established to acquire
YeboYethu shares from the black public, invested R173 million in equity-linked notes while loans and receivables of R85 million were
recognised following the deconsolidation of the Groups self-insurance vehicle. Finance lease receivables increased by R105 million as a result
of an increase in device financing.
FINANCIAL POSITION AND RESOURCES continued
Capital expenditure
Rm 2015 2014 2013 14/15 13/14
South Africa 8 646 6 858 6 967 26.1 (1.6)
International 4 654 3 919 2 864 18.8 36.8
Corporate and eliminations 5 2 (375) 150.0 100.5
Capital expenditure 13 305 10 779 9 456 23.4 14.0
Capital intensity1 (%) 17.2 14.2 13.5
Note:
1. Capital expenditure as a percentage of revenue.
Current assets s.a.r.l. of R10 576 million, of which R2 576 million was utilised for
Current assets consist of financial assets, inventory, trade and the acquisition of an additional 17.2% interest in Vodacom Tanzania
otherreceivables, non-current assets held for sale, finance lease Limited. The remainder was utilised to finance capex and working
receivables, tax receivable and cash and cash equivalents. capital requirements and to refinance existing short-term
At31March 2015, current assets increased by R2 566 million to borrowings. Additionally, the Group refinanced a R3000million
R25 353 million compared to the prior year. The largest contributor facility with Vodafone Luxemburg s.a.r.l. that became payable during
to the increase was an increase in cash and cash equivalents of the current financial year. The Group also secured external funding
R3123million on the prior year. Financial assets increased by to the value of US$75 million in Vodacom Congo (RDC) SA to
R194million due to an increase in deposits from m-pesa customers finance capex and working capital requirements and to repay
and a decrease in investments held for insurance purposes totalling short-term borrowings.
R600 million, partially offset by the receipt of repayment on a loan
receivable during the current year of R406 million. Non-current Tax liabilities
assets held for sale reduced by R475 million as assets were Tax liabilities increased from R1 630 million in the prior year
transferred to HTT as part of the tower deal concluded in the prior toR1940 million at 31 March 2015. Deferred tax liabilities
year. Trade and other receivables were in line year-on-year. The increasedby R166 million, primarily due to an increase in capital
inventory holding at year end was higher compared to the prior year allowances in South Africa and Mozambique, as well as the
driven by acquisitions of recently launched high-end handsets. decreasein tax losses due to utilisation in Mozambique. Current tax
liabilities increased by R144 million due to under-estimate of
Total equity provisional taxes. This liability is expected to be settled by
30September 2015.
Total equity decreased from R23 743 million at 31 March 2014 to
R21 643 million at 31 March 2015, contributed by R12 510 million Other non-current liabilities
net profit for the year, a R278 million favourable foreign currency
Other non-current liabilities comprising trade and other payables
translation movement and an increase in the share-based payment
and provisions of R984 million at 31 March 2015 increased by
reserve of R99 million being offset by dividends of R11 909 million
R249million from last year, mainly as a result of the reallocation of
and the repurchase, sale and vesting of shares of R168 million.
the BEE liability from equity following the establishment of the
Included in the favourable foreign exchange movement is a
Innovator Trust to acquire YeboYethu shares from the black public.
R269million profit (2014: R380 million profit), net of tax, relating to
Provisions declined due to the conversion of a portion of the
foreign-denominated loans to subsidiaries classified as part of the
employee benefit provisions to shares in the share-ownership
net investments in these foreign operations. The Group acquired an
scheme and settling of other sundry provisions.
additional 17.2% interest in Vodacom Tanzania Limited, resulting in a
R2 576 million impact on equity for the year. Also during the year, Other current liabilities
the Group advanced BBBEE through direct shareholding in YeboYethu
Other current liabilities consist of trade and other payables,
Limited (YeboYethu) by the establishment of the Innovator Trust.
provisions, dividends payable and bank overdrafts. At31March2015,
The Innovator Trust utilised the loan funding obtained from Vodacom
other current liabilities increased to R21081million from
(Pty) Limited to acquire YeboYethu sharesfrom the black public. As a
R20 883 million in the prior year. The increase in trade and other
result, the Group reclassified R322million from equity to liability in
payables can be attributed to an increase in capex creditors of
terms of IFRS 2: Share-basedpayments.
R395 million in line with investment roll-out while deferred revenue
declined by R205 million, mostly due to a change in estimate
Liabilities regarding revenue recognition of un-recharged vouchers in
Borrowings South Africa, as well as a change in carry-over rules of unused
Total borrowings increased from R13 750 million at 31 March 2014 bundles. Provisions reduced by R78 million, mainly from a reduction
to R25 659 million at 31 March 2015. The increase is attributable to in long-term employee incentive provisions due to vesting and
an increase in the facility with Vodafone Investments Luxemburg settlement of historical schemes.
79
Creating long-term
shareholder value,
which requires that we
continue to deliver value
to our customers, is an
important consideration
in allocating our
capital efficiently.
LIQUIDITY
AND CAPITAL RESOURCES
Net debt increased by R8 708 million to R16 760 million. The main contributors to the increase in net debt was the acquisition of an
additional 17.2% stake in Tanzania, the acquisition of Vodacoms customer base from Nashua and increased capex as a result ofour
accelerated capex programme.
Compared to the same period last year, 92.3% (2014: 93.7%) of debt was denominated in rand. R5 731 million (2014: R4 402 million) of
debtmatures in the next 12 months and 87.6% (2014: 77.5%) of interest bearing debt (including bank overdrafts) was at floating rates.
During the year a loan with a nominal value of R2 576 million was raised from Vodafone Investments Luxembourg s.a.r.l. (Vodafone) to
finance an additional stake of 17.2% in Tanzania. The loan which is unsecured, matures on 25 April 2019 and bears interest payable quarterly
at three-month JIBAR plus 1.2%. An additional loan was raised from Vodafone with a nominal value of R8 000 million, to finance capex,
working capital requirements and refinance existing short-term borrowings, extending our debt maturity profile. The loan is repayable on
26 November 2019 and bears interest quarterly at three-month JIBAR plus 1.5%. The DRC raised external loans totalling US$75million
to fund capex, working capital requirements and to repay short-term borrowings. The loans are repayable between 2 October 2019 and
12 December 2019 and bear interest quarterly at three-month LIBOR plus 2.45% to approximately 3.10%.
Net debt
Year ended 31 March Movement
Rm 2015 2014 2013 14/15 13/14
Bank and cash balances 9 250 6 127 6 528 3 123 (401)
Bank overdrafts (380) (335) (340) (45) 5
Borrowings and net derivative financial instruments (25 630) (13 844) (14 195) (11 786) 351
Net debt (16 760) (8 052) (8 007) (8 708) (45)
Net debt/EBITDA (times) 0.6 0.3 0.3
Cash flow
Free cash flow
Rm 2015 2014 2013 14/15 13/14
Cash generated from operations 26 198 28 901 25 320 (9.4) 14.1
Cash capital expenditure1 (12 195) (9 491) (7 162) 28.5 32.5
Operating free cash flow 14 003 19 410 18 158 (27.9) 6.9
Tax paid (4 979) (5 298) (5 323) (6.0) (0.5)
Net finance costs paid (1 152) (892) (667) 29.1 33.7
Net dividends paid to minority shareholders (109) (35) (32) >200.0 9.4
Free cash flow 7 763 13 185 12 136 (41.1) 8.6
Operating free cash flow declined by 27.9% to R14 003 million. Operating free cash flow was impacted by lower EBITDA, increased capex, and
timing differences associated with accounts payable in South Africa. Free cash flow decreased by 41.1% as a result of the decline in operating
free cash flow, as well as increased net finance costs due to an increase in average net debt for the year.
81
Group free cash flow (Rm)

(707)
(12 195)
(1 152)
(-41.1%)
(4 979)
26 905
26 198
14 003
7 763
(109)
2015 EBITDA
Working capital
and other1
Cash generated
from operations
Cash capital
expenditure2
Operating
free cash flow
Net finance
costs paid
Tax paid
Net dividends received

and dividends paid to
minority shareholders
2015
free cash flow
Notes:
1. Working capital includes R511 million favourable cash flow movement due to an increase in amounts due to m-pesa account holders.
2. Cash capital expenditure comprises the purchase of property, plant and equipment and intangible assets, other than licence and spectrum payments, net of cash flow
from disposals.
FIVE-YEAR
HISTORIC REVIEW
Compound
2015 2014 2013 2012 2011 growth %
Summarised income statement (Rm)

Revenue 77 333 75 711 69 917 66 929 61 197 6.0
Operating profit 19 235 20 394 18 897 16 617 13 696 8.9
Net finance charges (1 737) (809) (687) (684) (1 058) 13.2
Profit before tax 17 851 19 585 18 434 15 933 12 638 9.0
Taxation (5 341) (5 918) (5 210) (5 730) (4 659) 3.5
Net profit 12 510 13 667 13 224 10 203 7 979 11.9
Non-controlling interest (162) 424 233 47 (266) (11.7)
EBITDA 26 905 27 314 25 253 22 763 20 594 6.9
Summarised statement of financial position (Rm)
Non-current assets 45 954 37 954 34 434 30 678 27 982 13.2
Current assets 25 353 22 787 21 157 17 552 13 453 17.2
Equity and reserves 21 643 23 743 21 216 18 930 16 180 7.5
Non-current liabilities 23 050 12 010 9 620 10 932 8 743 27.4
Current liabilities 26 614 24 988 24 755 18 368 16 512 12.7
Net debt 16 760 8 052 8 007 7 667 9 458 15.4
Capital expenditure 13 305 10 779 9 456 8 662 6 311 20.5
Summarised statement of cash flows (Rm)

Cash generated from operations 26 198 28 901 25 320 24 502 21 385 5.2
Tax paid (4 979) (5 298) (5 323) (5 192) (4 982)
Net cash flows from operating activities 21 219 23 603 19 997 19 310 16 403 6.6
Net cash flows utilised in investing activities (13 131) (9 375) (7 154) (8 002) (6 581) 18.9
Net cash flows utilised in financing activities (5 043) (14 719) (10 096) (8 556) (10 119) (16.0)
Net increase/(decrease) in cash and cash equivalents 3 045 (491) 2 747 2 752 (297) n/a
Cash and cash equivalents at end of the year 8 870 5 792 6 188 3 372 539 101.4
Performance per ordinary share (cents)
Basic earnings per share 864 903 887 694 561 11.4
Headline earnings per share 860 896 872 709 656 7.0
Diluted headline earnings per share 840 894 870 706 654 6.5
Net asset value per share 1 470 1 612 1 441 1 286 1 099 7.5
Dividends per share1 775 825 785 710 460 13.9
Profitability and returns (%)
EBITDA margin 34.8 36.1 36.1 34.0 33.7
Operating profit margin 24.9 26.9 27.0 24.8 22.4
Effective tax rate 29.9 30.2 28.3 36.0 36.9
Net profit margin 16.2 18.1 18.9 15.2 13.0
Return on equity2 56.2 60.4 66.1 59.5 56.2
Return on capital employed3 45.4 60.2 65.2 59.3 59.7
Liquidity and debt leverage (times)
Interest cover4 11.1 19.3 20.4 22.2 15.9
Net debt to EBITDA 0.6 0.3 0.3 0.3 0.5
Current ratio5 1.0 0.9 0.9 1.0 0.8
Quick ratio6 0.9 0.9 0.8 0.9 0.8
Notes:
1. Total dividend declared for the year.
2. Return on equity is calculated by dividing net profit attributable to equity shareholders by shareholders equity.
3. Return on capital employed is calculated by dividing net profit by average net assets less goodwill.
4. Interest cover ratio is calculated by dividing earnings before interest and tax for the year by finance costs for the year.
5. The current ratio is calculated by dividing current assets by current liabilities.
6. The quick ratio is calculated by dividing current assets, excluding inventory, by current liabilities.
83
FIVE-YEAR
HISTORIC REVIEW PER SEGMENT
Compound
2015 2014 2013 2012 2011 growth %
South Africa
Revenue (Rm) 62 037 61 806 58 607 56 932 53 371 3.8
EBITDA (Rm) 22 837 23 087 22 408 21 254 19 653 3.8
Capital expenditure (Rm) 8 646 6 858 6 967 5 100 4 573 17.3
EBITDA margin (%) 36.8 37.4 38.2 37.3 36.8
Capex intensity (%) 13.9 11.1 11.9 12.3 9.6
Active customers1 (thousand) 32 115 31 520 29 190 28 009 n/m n/a
Number of employees 5 228 4 829 5 006 5 065 n/m n/a
Total ARPU2 (rand per month) 113 125 128 153 n/m n/a
Estimated mobile penetration (%) 153 146 140 128 n/m
International
Revenue (Rm) 15 747 14 356 11 583 10 426 8 196 17.7
EBITDA (Rm) 4 104 4 256 2 739 1 461 840 48.7
Capital expenditure (Rm) 4 654 3 919 2 864 1 679 1 208 40.1
EBITDA margin (%) 26.1 29.6 23.6 14.0 10.2
Capex intensity (%) 29.6 27.3 24.7 16.1 14.7
Active customers1 (thousand) 29 533 25 969 21 327 18 894 13 939 20.6
Number of employees 2 372 2 210 2 115 2 076 1 997 4.4
Total ARPU2 (rand per month)
Tanzania 42 45 35 24 n/m n/a
DRC 32 35 33 35 n/m n/a
Mozambique 52 58 55 49 n/m n/a
Lesotho 53 46 53 68 n/m n/a
Total ARPU2 (local currency per month)
Tanzania (TZS) 6 530 7 213 6 516 5 251 n/m n/a
DRC (USD) 2.9 3.4 3.8 4.7 n/m n/a
Mozambique (MZN) 149 172 186 180 n/m n/a
Estimated mobile penetration (%)
Tanzania 64 57 55 49 37
DRC 41 35 28 21 16
Mozambique 41 39 32 32 29
Lesotho 75 82 65 57 49
Notes:
2. Total ARPU is calculated by dividing the average monthly service revenue by the average monthly active customers during the period. Prepaid and contract ARPU only include
service revenue generated from Vodacom mobile customers.
SUMMARISED The summarised consolidated financial statements are not

the Groups statutory accounts and do not contain all the
disclosures required by International Financial Reporting Standards
CONSOLIDATED (IFRS). Reading the summarised consolidated financial statements,

therefore, is not a substitute for reading the audited consolidated
FINANCIAL
annual financial statements of the Group, as they do not contain
sufficient information to allow for a complete understanding
of the results and state of affairs of the Group. The audited
STATEMENTS consolidated annual financial statements are available online

at www.vodacom.com, or can be obtained from the
Company Secretary.
These summarised consolidated financial Basis of preparation

These summarised consolidated financial statements have
statements comprise a summary of the audited
beenprepared in accordance with the framework concepts,
consolidated annual financial statements of therecognition and measurement criteria of IFRS and in
Vodacom Group Limited, its subsidiaries, joint accordancewith and containing the information required by
venture, associate and special purpose entities International Accounting Standard 34: Interim Financial Reporting as
issued by the International Accounting Standards Board (IASB), the
(theGroup) for the year ended 31 March 2015,
Financial Reporting Guides as issued by the South African Institute of
thatwere approved by the Board on 29 May 2015. Chartered Accountants (SAICA) Accounting Practices Committee,
The preparation of the summarised financial Financial Pronouncements as issued by the Financial Reporting
statements was supervised by the Chief Financial Standards Council, the JSE Limited (JSE) Listings Requirements and
Officer, IP Dittrich CA(SA) and they have been the requirements of the Companies Act of 2008, as amended.
They have been prepared on the historical cost basis, except for
audited by the independent auditors, certain financial instruments which are measured at fair value or
PricewaterhouseCoopers Inc. (PwC), at amortised cost, and are presented in South African rand, which
whose unmodified audit report is presented is the parent Companys functional and presentation currency.
on the next page. The significant accounting policies and methods of computation
are consistent in all material respects with those applied in the
previous year, except as disclosed below. The significant accounting
policies are available for inspection at the Groups registered office.
There have been no material changes in judgements or estimates

of amounts reported in prior reporting periods.
Changes in accounting policies and estimates

The Group adopted the new, revised or amended accounting
pronouncements as issued by the IASB, which were effective and
applicable to the Group from 1 April 2014, none of which had any
material impact on the Groups financial results for the year.
Full details on changes in accounting policies will be disclosed

in the Groups consolidated annual financial statements for the year
ended 31 March 2015, which will be available online by
12 June 2015.
The Group changed its estimate regarding revenue recognition of

un-recharged vouchers in South Africa from a fixed period after the
vouchers were sold, to a period that based on evidence, more
reasonably and objectively reflects the performance period of the
Group. The One-Off impact of the change amounted to an
adjustment of R325 million to revenue for the year.
85
INDEPENDENT AUDITORS REPORT ON

SUMMARISED CONSOLIDATED FINANCIAL STATEMENTS
To the shareholders of Vodacom Group Limited

The summarised consolidated financial statements of Vodacom Group Limited, set out on pages 86 to 94 of the integrated report, which
comprise the summarised consolidated statement of financial position as at 31 March 2015, the summarised consolidated income statement,
summarised consolidated statement of comprehensive income, summarised consolidated statement of changes in equity and summarised
consolidated statement of cash flows for the year then ended, and related notes, are derived from the audited consolidated financial
statements of Vodacom Group Limited for the year ended 31 March 2015. We expressed an unmodified audit opinion on those consolidated
financial statements in our report dated 29 May 2015. Our auditors report on the audited consolidated financial statements contained an
other matter paragraph: Other reports required by the Companies Act (refer below).
The summarised consolidated financial statements do not contain all the disclosures required by International Financial Reporting Standards
and the requirements of the Companies Act of South Africa as applicable to annual financial statements. Reading the summarised consolidated
financial statements, therefore, is not a substitute for reading the audited consolidated financial statements of Vodacom Group Limited.
Directors responsibility for the summarised consolidated financial statements

The directors are responsible for the preparation of these summarised consolidated financial statements in accordance with the requirements
of the JSE Limited Listings Requirements for preliminary reports, set out in the Basis of preparation paragraph on page 84 of the integrated
report, and the requirements of the Companies Act of South Africa as applicable to summarised financial statements, and for such internal
control as the directors determine is necessary to enable the preparation of summarised consolidated financial statements that are free from
material misstatement, whether due to fraud or error.
Auditors responsibility
Our responsibility is to express an opinion on the summarised consolidated financial statements based on our procedures, which were
conducted in accordance with International Standard on Auditing (ISA) 810, Engagements to Report on Summary Financial Statements.
Opinion
In our opinion, the summarised consolidated financial statements derived from the audited consolidated financial statements of Vodacom
Group Limited for the year ended 31 March 2015 are consistent, in all material respects, with those consolidated financial statements, in
accordance with the requirements of the JSE Limited Listings Requirements for preliminary reports, set out in the Basis of preparation
paragraph on page 84 of the integrated report, and the requirements of the Companies Act of South Africa as applicable to summarised
financial statements.
Other reports required by the Companies Act

The Other reports required by the Companies Act paragraph in our audit report dated 29 May 2015 states that as part of our audit of the
consolidated financial statements for the year ended 31 March 2015, we have read the Directors report, report of the Audit, Risk and
Compliance Committee and the certificate by the Company Secretary for the purpose of identifying whether there are material
inconsistencies between these reports and the audited consolidated financial statements. These reports are the responsibility of the
respective preparers. The paragraph states that, based on reading these reports, we have not identified material inconsistencies between
these reports and the audited consolidated financial statements. The paragraph furthermore states that we have not audited these reports
and accordingly do not express an opinion on these reports. The paragraph does not have an effect on the summarised consolidated financial
statements or our opinion thereon.
PricewaterhouseCoopers Inc.
Director: D.B. von Hoesslin
Registered Auditor
Pretoria
29 May 2015
SUMMARISED CONSOLIDATED
INCOME STATEMENT
FOR THE YEAR ENDED 31 MARCH
Rm Notes 2015 2014 2013
Revenue 1 77333 75711 69917

Direct expenses (33422) (32866) (30385)
Staff expenses (4836) (4563) (4349)
Publicity expenses (2008) (2095) (1960)
Other operating expenses (10118) (8779) (7948)
Broad-based black economic empowerment income/(charge) 47 (232)
Depreciation and amortisation (7581) (6785) (6364)
Impairment losses (14)
(Loss)/profit from associate and joint venture (180) 3
Operating profit 19235 20394 18897
Profit on sale of subsidiary 224
Finance income 346 333 117
Finance costs (1737) (1051) (927)
Net gain/(loss) on remeasurement and disposal of financial instruments 7 (91) 123
Profit before tax 17851 19585 18434
Taxation (5341) (5918) (5210)
Net profit 12510 13667 13224
Attributable to:
Equity shareholders 12672 13243 12991
Non-controlling interests (162) 424 233
12510 13667 13224
Cents 2015 2014 2013

Basic earnings per share 2 864 903 887
Diluted earnings per share 2 845 902 885
STATEMENT OF COMPREHENSIVE INCOME
Rm 2015 2014 2013
Net profit 12510 13667 13224

Other comprehensive income1 278 820 815
Foreign currency translation differences, net of tax 279 794 823
(Loss)/Gain on hedging instruments in cash flow hedges, net of tax (1) 26 (8)
Total comprehensive income 12788 14487 14039

Attributable to:
Equity shareholders 13259 14165 13982
12788 14487 14039
1. Other comprehensive income can subsequently be recognised in profit or loss on the disposal of foreign operations and/or when the hedged item is recognised in profit or loss.
87
STATEMENT OF FINANCIAL POSITION
AS AT 31 MARCH
Rm Note 2015 2014 2013
Assets
Non-current assets 45954 37954 34434
Property, plant and equipment 35959 30802 27741
Intangible assets 7603 5369 5332
Financial assets 605 141 198
Investment in associate 306 367
Investment in joint venture 4 3
Trade and other receivables 763 659 196
Finance lease receivables 696 591 726
Deferred tax 18 22 241
Current assets 25353 22787 21157
Financial assets 2016 1822 1170
Inventory 1189 1069 861
Trade and other receivables 11559 11557 10971
Non-current assets held for sale 94 569
Finance lease receivables 1122 1284 1437
Tax receivable 123 359 190
Cash and cash equivalents 9250 6127 6528
Total assets 71307 60741 55591

Equity and liabilities
Fully paid share capital * * *
Treasury shares (1606) (1589) (1389)
Retained earnings 23378 22506 21342
Other reserves 290 2140 847
Equity attributable to owners of the parent 22062 23057 20800
Total equity 21643 23743 21216
Non-current liabilities 23050 12010 9620
Borrowings 6 20308 9683 7881
Trade and other payables 759 472 222
Provisions 225 263 536
Deferred tax 1758 1592 981
Current liabilities 26614 24988 24755
Borrowings 6 5351 4067 6290
Trade and other payables 20589 20357 17780
Provisions 91 169 283
Tax payable 182 38 46
Dividends payable 21 22 16
Bank overdrafts 380 335 340
Total equity and liabilities 71307 60741 55591
* Fully paid share capital of R100.

STATEMENT OF CHANGES IN EQUITY
Equity
attributable Non-
to owners controlling Total
Rm of the parent interests equity
1 April 2012 18530 400 18930

Dividends (11770) (41) (11811)
Repurchase, vesting and sale of shares (88) (88)
Share-based payments 146 146
31 March 2013 20800 416 21216
Dividends (12098) (48) (12146)
Acquisition of additional interest in subsidiary (16) (4) (20)
31 March 2014 23057 686 23743
Total comprehensive income 13259 (471) 12788
Dividends (11800) (109) (11909)
Reclassification of BBBEE reserve to liability (322) (322)
Changes in subsidiary holdings (2063) (525) (2588)
31 March 2015 22062 (419) 21643
89
STATEMENT OF CASH FLOWS
Rm Note 2015 2014 2013
Cash flows from operating activities

Cash generated from operations 26198 28901 25320
Tax paid (4979) (5298) (5323)
Net cash flows from operating activities 21219 23603 19997
Cash flows from investing activities

Net additions to property, plant and equipment and intangible assets (12282) (9535) (7286)
Business combinations and disposal of subsidiaries (1018) 357
Other investing activities 169 160 (225)
Net cash flows utilised in investing activities (13131) (9375) (7154)
Cash flows from financing activities

Movement in borrowings, including finance costs paid 9610 (2235) 1809
Dividends paid (11909) (12142) (11817)
Repurchase and sale of shares (168) (342) (88)
Acquisition of additional interest in subsidiary 7 (2576)
Net cash flows utilised in financing activities (5043) (14719) (10096)
Net increase/(decrease) in cash and cash equivalents 3045 (491) 2747

Cash and cash equivalents at the beginning of the year 5792 6188 3372
Effect of foreign exchange rate changes 33 95 69
Cash and cash equivalents at the end of the year 8870 5792 6188
NOTES
TO THE SUMMARISED CONSOLIDATED FINANCIAL STATEMENTS
Rm 2015 2014 2013
1. Segment analysis
External customer segment revenue 77333 75711 69917
South Africa 61710 61484 58464
Corporate 30
EBITDA 26905 27314 25253
South Africa 22837 23087 22408
Corporate and eliminations (36) (29) 106
Reconciliation of segment results
EBITDA 26905 27314 25253
Depreciation, amortisation and impairment losses (7581) (6785) (6378)
Broad-based black economic empowerment income/(charge) 47 (232)
(Loss)/profit from associate and joint venture (180) 3
Other 44 94 22
Operating profit 19235 20394 18897
Profit on disposal of subsidiary 224
Net finance charges (1384) (809) (687)
Finance income 346 333 117
Finance costs (1737) (1051) (927)
Net gain/(loss) on remeasurement and disposal of financial instruments 7 (91) 123
Profit before tax 17851 19585 18434

Taxation (5341) (5918) (5210)
Net profit 12510 13667 13224
Total assets 71307 60741 55591

South Africa 46354 37929 35360
Corporate and eliminations 3092 4025 5196
Total liabilities (49664) (36998) (34375)

South Africa (39112) (32547) (30126)
International (14438) (12305) (11049)
Corporate and eliminations 3886 7854 6800
91
Cents 2015 2014 2013
2. Per share calculations

2.1 Earnings and dividends per share
Basic earnings per share 864 903 887
Diluted earnings per share 845 902 885
Headline earnings per share 860 896 872
Diluted headline earnings per share 840 894 870
Dividends per share 805 825 805
Million 2015 2014 2013
2.2 Weighted average number of ordinary shares outstanding

for the purpose of calculating:
Basic and headline earnings per share 1466 1466 1464
Diluted earnings and diluted headline earnings per share 1468 1468 1468
2.3 Ordinary shares for the purpose of calculating:
Dividends per share 1488 1488 1488
Vodacom Group Limited acquired 1 578 018 shares in the market during the year at an average price of R131.30 per share.

Share repurchases did not exceed 1% of Vodacom Group Limiteds issued share capital. Dividends per share calculations are based
on a dividend declared of R11 978 million (2014:R12 275million;2013:R11 978 million) of which R50 million(2014:R46 million;
2013:R78 million) was offset against the forfeitable share plan reserve, R5 million(2014: R4 million; 2013:R6 million) expensed
as staff expenses and R124 million(2014: R127 million; 2013:R124 million) paid to Wheatfields Investments 276(Pty) Limited,
a wholly-owned subsidiary holding treasury shares on behalf of the Group.
Rm 2015 2014 2013
2.4 Headline earnings reconciliation

Earnings attributable to equity shareholders for basic earnings per share 12672 13243 12991
Adjusted for:
Profit on sale of subsidiary (224)
Net profit on disposal of property, plant and equipment and intangible assets (110) (147) (22)
Impairment losses 14
12562 13096 12759
Tax impact of adjustments 32 41 7
Non-controlling interests in adjustments 10 (4) 4
Headline earnings for headline earnings per share 12604 13133 12770
Adjusted for:
Dilutive effect of potential ordinary shares in subsidiary (268)
Headline earnings for diluted headline earnings per share 12336 13133 12770
3. Related parties
The amounts disclosed in notes 3.1 and 3.2 include significant balances and transactions with the Groups joint venture, associate
and parent, including entities in its group.
Rm 2015 2014 2013
3.1 Balances with related parties

Borrowings 21201 10532 6024
3.2 Transactions with related parties
Dividends declared (7786) (7979) (7786)
Finance costs (1103) (536) (207)
3.3 Directors and key management personnel remuneration

Compensation paid to the Groups Board, prescribed officers and key management personnel will be disclosed in the Groups
consolidated annual financial statements for the year ended 31 March 2015, which will be available online by 12 June 2015.
MsYZCuba resigned as an independent non-executive director on 31 October 2014, and Ms BP Mabelane was appointed as an
independent non-executive director on 1 December 2014.
Rm 2015 2014 2013
4. Capital commitments
Capital expenditure contracted for but not yet incurred 2205 2390 3254
5. Capital expenditure incurred

Capital expenditure additions, including software 13305 10779 9456
6. Borrowings
6.1 Vodafone Investments Luxembourg s.a.r.l.
During the year, loans with nominal values of R2 576 million and R8 000 million were raised to finance capital expenditure,
the additional 17.2% interest in Vodacom Tanzania Limited and working capital requirements and to refinance existing short-term
borrowings. The loans bear interest payable quarterly at three-month JIBAR plus 1.20% and 1.50% respectively. They are both
unsecured. The loans have a five-year term and are ultimately repayable on 25 April 2019 and 26 November 2019 respectively.
A loan with a nominal value of R3 000 million matured during the year and was refinanced. The repayment term was extended
from the original repayment date of 23 November 2014 to 24 November 2017 and the new interest rate is three-month JIBAR
plus 1.15%.
6.2 Standard Bank of South Africa Limited

During the year, loans with nominal values of US$35 million and US$40 million were raised in favour of Vodacom Congo (RDC) SA
to finance capital expenditure and working capital requirements and to repay short-term borrowings. The loans bear interest payable
quarterly at three-month LIBOR plus 2.45% and LIBOR plus approximately 3.10% respectively. Both have a five-year term and are
ultimately repayable on 2 October 2019 and 12 December 2019 respectively. The Group has issued guarantees for these borrowings
(Note 8.1).
93
7. Business combinations and acquisition of additional interest in subsidiary

7.1 Nashua Mobile (Pty) Limited
Effective 11 November 2014, the Group acquired Vodacoms customer base from Nashua Mobile (Pty) Limited for R1 018 million.
The fair value of the net identifiable asset acquired was R576 million, resulting in goodwill of R442 million.
7.2 Acquisition of a further 17.2% interest in Vodacom Tanzania Limited (VTL)

The Group entered into an agreement in terms of which it has acquired an additional 17.2% interest in VTL for R2 576 million,
resulting in the Group increasing its total interest in VTL from 65% to 82.2%. The effective date of the transaction was 29 April 2014.
The Group reclassified the cash outflow disclosed as investing activities for the period ended 30 September 2014, to financing
activities for the year ended 31 March 2015.
8. Contingent liabilities
8.1 Guarantees
The Group issued various guarantees, relating to external financial obligations of its subsidiaries, which amounted
to R113 million(2014: R93 million; 2013:R65million).
Foreign denominated guarantees amounting to R911 million(2014 and 2013: RNil) were issued in support of Vodacom Congo (RDC)
SA relating to liabilities included in the consolidated statement of financial position.
8.2 Tax matters

The Group is regularly subject to an evaluation by tax authorities of its direct and indirect tax filings. The consequence of such
reviews is that disputes can arise with tax authorities over the interpretation or application of certain tax rules applicable to the
Groups business. These disputes may not necessarily be resolved in a manner that is favourable to the Group. Additionally, the
resolution of the disputes could result in an obligation to the Group.
8.3 Legal contingencies

The Group is currently involved in various legal proceedings and has, in consultation with its legal counsel, assessed the outcome of
these proceedings. Following this assessment, the Groups management has determined, after assessing recoverability, that no
provision is required in respect of these legal proceedings as at 31 March 2015. Litigations, current or pending, are not likely to have
a material adverse effect on the Group.
9. Other significant matters

9.1 Vodacom Congo (RDC) SA (Vodacom Congo)
The Group obtained a favourable outcome against Congolese Wireless Network s.a.r.l (CWN) on 6 September 2013 in the arbitration
proceedings before the International Chamber of Commerce (ICC) arbitral tribunal. The Group is appealing against the order of
court obtained by CWN in the Kinshasa/Matete Commercial Court, denying the Group the ability to enforce the ICC arbitral award
inthe DRC. The Group is in ongoing discussions with the shareholders of CWN with the purpose of finding an amicable settlement
tothis matter.
9.2 Mobile termination rates (MTR)

The Independent Communications Authority of South Africa (Icasa) promulgated final MTR regulations on 30September 2014.
The MTRs are 20 cents per minute for the periods 1October 2014 to 30September 2015, 16 cents per minute for the periods
1October2015 to 30 September 2016 and 13cents per minute for the periods 1 October 2016 to 30September2017, for
Vodacom and MTN, with asymmetrical rates for smaller mobile service providers at 31cents, 24 cents and 19cents per minute,
for the aforementioned periods.
On 15 December 2014 Cell C (Pty) Limited (Cell C) filed an application with the High Court of South Africa to review the call
termination rates.The Group subsequently opposed Cell Cs application. The matter is still to be heard.
9. Other significant matters continued

9.3 Proposed acquisition of Neotel (Pty) Limited (Neotel)
The transaction remains subject to the fulfilment of a number of conditions precedent, foremost of which, are the regulatory
approvals.
9.4 VM, SA option

Options held by non-controlling parties over the shares of VM, SA were exercised on 26 August 2014 by way of a funding
arrangement, subject to approval by the Bank of Mozambique, which is still pending. The transaction will be recognised once the
suspensive conditions have been met.
9.5 Competition Commission complaint lodged by Cell C

The Group received a complaint from the Competition Commission in which it is alleged that the Groups South African segment
hasabused their market dominance in contravention of Section 8 of the Competition Act of 1998. The Competition Commission
isinvestigating this complaint and the Group has complied with information requests in this regard.
10. Events after the reporting period

The Board is not aware of any matter or circumstance arising since the end of the reporting period, not otherwise dealt with herein,
which significantly affects the financial position of the Group or the results of its operations or cash flows for the year, other than
thefollowing:
10.1 Dividend declared after the reporting date and not recognised as a liability
A final dividend of R5 952 million (400 cents per ordinary share) for the year ended 31 March 2015, was declared on 14 May 2015,
payable on 29 June 2015 to shareholders recorded in the register at the close of business on 26 June 2015. The net dividend
after taking into account dividend withholding tax for those shareholders not exempt from dividend withholding tax is
340.00000 cents per share.
11. Financial instruments fair value

The Group holds money market investments, foreign forward exchange contracts, interest rate swaps, unlisted investments and unit
trusts at fair value, none of which have a material fair value as at 31 March 2015. Fair value related disclosure will be made in the
Groups consolidated annual financial statements for the year ended March 2015. As the investments in unit trusts are actively
traded in an exchange market, they are classified as level one in the fair value hierarchy. Unlisted investments are classified as level
three. All other mentioned financial assets and liabilities are classified as level two.
95
BUSINESS
PRINCIPLES
The 11 business principles underlying the Vodacom Code of Conduct are:
Complying with all relevant laws, standards and Protecting the environment and improving the
1 principles.
7 environmental and social benefits of products and
services.
How we should act to achieve compliance with all
relevant laws. How we require employees to be familiar with
environmental laws, look for opportunities to reduce
waste and dispose of materials carefully, limit travelling
Basing business decisions on economic, social and and make the most of online options.
2 environmental criteria and maintaining financial integrity.
How we spend Company money, keep accurate records, Building trust within communities and investing in
8 socialupliftment.
manage contracts, consider health and safety when
contracting suppliers and minimise our impact on the
environment. How we are sensitive to the needs of communities, listen
to and actively communicate with them and get involved
in social development through the Vodacom Foundation
Voicing our opinions on industry issues while taking an in each country we operate in.
3 apolitical stance.
How we are proactive and are thought leaders in our Protecting the health and safety of our customers,
engagement with governments and other stakeholders, 9 employees, partners and communities.
but do not make political party contributions.
How we require all employees to comply with the
Vodacom Absolute Rules, report all infringements and
Communicating openly with stakeholders while act quickly to investigate and recommend
4 maintaining commercial confidentiality. improvements.
How we communicate clearly and promptly, with

guidelines on protecting and sharing confidential Acting with honesty, integrity and fairness in all our
information, dealings with competitors and receiving 10 dealings.
unsolicited business information.
How we avoid conflicts of interest, manage gifts and
hospitality and extend our business principles to our
Valuing our customers trust and safeguarding their business partners and suppliers.
5 personal information.
How we respect and protect customer privacy Ensuring adherence to the Vodacom Way and Code of
and guard against inappropriate or unwanted 11 Conduct.
communication or spam.
How employees make sure their own and others actions
are in accordance with our values and business
Basing employee relationships on respect for individuals principles and report violations of the Code of Conduct.
6 and their human rights.
How we provide equal opportunities, forbid harassment

and bullying, prohibit alcohol and drugs in the
workplace, and protect employee privacy.
RISK MANAGEMENT
REPORT
Vodacoms risk and control procedures are well-developed and enhanced on an ongoing basis. The risk
management framework was updated during the past year to align with ISO 31000 and other risk management
best practices. The updated framework is being rolled out across the Group, which will make up-to-date risk
management information and dash boards available to management. All updates of operational and tactical
risks are currently being done on the new risk management system.
JOHAN VAN GRAAN CHIEF RISK OFFICER
The Board reviews the critical and high strategic risks regularly Committee members and Managing Directors of each operating
andapproves the Groups risk appetite yearly. Directors consider company. Certain specialised risks, such as health and safety,
strategic risks when they formulate strategy, approve budgets technology security and electromagnetic frequency, have separate
andmonitor progress against business plans. structures that monitor the processes and projects related to
managing these risks. These structures report to the GRMC.
The Groups Audit, Risk and Compliance Committee (ARC
Committee) is responsible for monitoring the risk management Line management throughout the Group are responsible for
function and processes, and assessing significant risks facing the managing risk. The Risk Group, which reports to the Chief Risk
Group. This includes monitoring the technology governance Officer, guides and assists them.
framework and associated risks.
Risk Management Committees in each operation oversee the
The Group Risk Management Committee (GRMC) is responsible for process. The respective Managing Directors chair these committees,
managing risk and implementing appropriate controls. The Chief which include the Executive Committee members in each country.
Risk Officer chairs the GRMC and it includes Group Executive
Oversight and Management

governance structure structure
Audit, Risk and Compliance

Committee CEO Tactical risk:
Managing executive
Group Risk Management
Committee
BOARD Chief Officers,
Executive
and Group executives
Operational risk:
Subsidiary Risk Committee Executive heads
Management Committee Process risk:
Line management
Project risk:
Project manager
97
The process we follow:
Define Various levels of management in each operating company define risks

the risks at project, process, operational, tactical and strategic levels.
Risks are assessed based on their potential impact on the operation (customers, Assess
business systems and employees), financial position and reputation (stakeholders and their impact
brand). At level 1 the risk impact is seen as insignificant and at level 5 as catastrophic.
For example, if more than half of our customers would be impacted by the risk, the impact
would be classified as level 5.
Assess Risks are assessed based on the likelihood of them happening after taking into
their account the controls that are already in place to mitigate them. Again we use a
scale from 1 to 5, where 1 is never and 5 is almost certain. When we rate a risk
likelihood likelihood as 5, it means the controls in place will not prevent the risk from happening
due to factors outside our control or the control effectiveness is poor.
We classify risks as critical, high, medium and low based on the impact and Classify
likelihood score. Where a risk has a high likelihood of occurring and the impact on our the risk
operations, financial position or reputation is also high it would be considered critical.
Treat Management reviews all critical and high risks to determine which of these need
the risk additional treatment to reduce the risk to a medium or low. One such type treatment
is the implementation of additional controls.
All risks are captured on the newly implemented risk management system. Risks are
Monitor
monitored continually and reviewed every six months. Quarterly risk reports are and report
provided to the GRMC, the ARC Committee and the Board.
RISK MANAGEMENT REPORT continued
Regulatory decisions and Increased competition Unpredictable political,

RISK changes in regulation economic and legal risks
Context We comply with a wide range of We are facing increased The value of our investments in
requirements that regulate the competition in all our markets. our markets may be negatively
licensing, construction and Our ability to compete affected by political, economic,
operation of our networks in effectively depends on network tax and legal developments
ouroperating countries. In quality, capacity and coverage, beyond our control or due
particular, the decisions of pricing of services and devices, topublic sector corruption.
regulators on granting spectrum quality of customer services, Inparticular, the mobile
licences as well as wholesale developing new and improved communications industry
and retail tariffs may affect us products and services in canoften be subject to
negatively. response to customer demands, unpredictable, higher direct
new technologies, the reach and indirect taxes in the
and quality of our sales and countries we operate in.
distribution channels, and
capital resources. In particular,
driving down prices to stay
competitive, along with
increased capital investment to
support growth in traffic, may
negatively impact our financial
performance.
Mitigating factors We have specialist regulatory We continue to invest in We have a comprehensive

and government relations network coverage and stakeholder relations
teams. quality. strategy in place in all the
We participate actively We continue to expand countries we operate in.
through written submissions distribution. Vodacom has implemented
and formal hearings on Were focused on improving an anti-corruption, anti-
legislative and regulatory the customer experience money laundering and
changes. across all touchpoints. anti-terrorist financing
We have access to best We offer a wide range of programme to prevent the
practice and international devices at competitive giving and receiving of bribes
debate through Vodafone. prices. and other corrupt acts.
We conduct detailed We continue to offer more We have a specialised tax
scenario planning on an value to customers through management capability and
ongoing basis. our pricing transformation. seek expert tax advice as
needed.
We will consider litigation to
enforce compliance with
legislation among
competitors.
99
Major network and billing Complying with competition Customer privacy Consumer protection
infrastructure failures legislation
We operate complex mobile The South African competition Our ability to protect sensitive The National Consumer
networks that rely on third authorities have been actively customer information is Commission (NCC) has focused
parties to provide power or targeting different industry material to building trust with on the interpretation of specific
transmission. Network and sectors, with the Competition our customers and to our provisions of the Consumer
billing infrastructure may also Commission launching reputation. The POPI Act, was Protection Act (CPA), relating to
be damaged by natural disasters full-scale enquiries into signed into law in South Africa prohibiting the forfeit of unused
or terrorism. In particular, non-competitive practices. We in December 2013, provides minutes and data, handset
network outages may may face penalties, reputational for a one-year implementation subsidies, international roaming
negatively impact customer damage, or lose stakeholder period. POPI impacts almost costs and subscriber fixed-term
usage, revenue and our and shareholder confidence all business areas and requires contractual terms. Adverse
reputation. ifwe do not comply with significant changes in the way interpretation of certain
therequirements of the in which electronic and paper provisions and non-compliance
SouthAfrican Competition Act. records are collected and with the CPA may result in
processed. We may be subject regulatory intervention with
to regulatory intervention and associated financial losses and
reputational harm if we fail to reputational harm.
comply with POPI within the
stipulated timeframe.
We have comprehensive All new products and We have implemented the We have made changes to
business continuity and services are reviewed for Vodafone Global Privacy our customer agreements to
disaster recovery plans compliance with all Framework and toolkit in all ensure they are compliant
in place. applicable laws, including our markets. with the CPA.
We invest in maintaining and the Competition Act, before We are responding to the Engagement continues with
upgrading our networks on being approved for launch. requirements for South the NCC on other provisions
an ongoing basis. Detailed evaluations of the Africa through an enterprise of the CPA that are unclear.
We are self-providing impact of new products and project across all areas of We participate in industry
transmission links on critical services, promotions, business. Awareness and bodies that aim to resolve
routes in our networks to campaigns and tariff training form part of the such issues for the benefit of
reduce reliance on external enhancements are done in project. the industry.
parties. terms of the Electronic Regulatory Affairs continues
We are making investments Communications Act. to engage with key
to ensure adequate All distribution channel stakeholders as we
redundancy capabilities agreements have been implement the necessary
where feasible. updated to comply with processes to comply with
We have comprehensive legislative changes. POPI.
insurance in place.
We continue to consider dual
generator and alternative
energy supply solutions
where feasible.
ABRIDGED CORPORATE
GOVERNANCE REPORT
The Board conducts its meetings with professionalism and integrity together with open
and robust debate.
Vodacom is committed to the highest standards of business integrity, ethics

and professionalism.
The Board recognises the need to conduct the business in accordance with the
principles of the King Code of Corporate Practices and Conduct (King III). These
principles include discipline, independence, responsibility, fairness, social
STATEMENT OF responsibility, transparency and the accountability of directors to all stakeholders.
COMPLIANCE
A number of these principles are entrenched in the Groups internal controls,
policies and procedures governing corporate conduct.
Our King III
The Board is satisfied that every effort has been made in the financial year assessment register
to 31 March 2015 (the year) to comply in all material aspects with King III. is available online at
Where we do not comply, this is stated and explained. www.vodacom.com
Corporate governance structure
The following diagram shows the Groups governance structures as at 31 March 2015:
Audit, Risk and Compliance Finance

Committee
Nomination Committee
BOARD CEO International
Technology
Remuneration Committee
Board Executive
Enterprise
Social and Ethics Committee Committees Committees Consumer
Executive Committee Customer Operations
Corporate Affairs
Legal and Regulatory
Human Resources
Strategy and New Business
101
Board leadership and committees
Executive
Board directors
Vodacom has a unitary Board of 12 directors, of whom five (including the Chairman) are
independent non-executive directors, five are non-executive (but not independent as 2
they represent Vodafone) and two are executive directors. Although King III recommends
that more than half of non-executive directors are independent, the Board is satisfied In
no depe
5 5
n-e nd n-
that the balance of power and objectivity on the Board is sufficient and does not require dir xec ent No utive
ect uti c rs
additional independent voices. ors ve exe recto
di
Accountability
The Board takes overall responsibility for Vodacoms success. Its role is to exercise leadership and sound judgement in directing Vodacom to
achieve sustainable growth and act in the best interests of shareholders.
In line with best practice, the roles of Chairman and Chief Executive Officer are separate. The Chairman is responsible for leading the Board
and the Chief Executive Officer for the operational management of the Group.
Ensuring
Approving that appropriate
major capital governance structures,
projects, acquisitions policies and
or divestments procedures
Exercising are in place
objective judgement Ensuring
Oversight
on the Groups the effectiveness
of the Groups
business affairs, of the Groups
strategic direction
independent from internal controls
The Board management Approving
Charter details Approving the senior
the responsibilities the annual budget management structure,
of the Board, and operating plan responsibilities and
which include: succession plans
Approving
Reviewing the annual and
Technology
and evaluating interim financial results
governance
the Groups risks and shareholder
communications
Directors Chairman
Vodacoms memorandum of incorporation specifies that non- The memorandum of incorporation requires the Board to re-elect
executive directors have no fixed term of appointment. Executive the Chairman annually, in line with King III. Peter Moyo was
directors are subject to standard employment terms and conditions re-elected on the anniversary of his appointment in May 2015.
and a six-month notice period. Directors are subject to retirement
by rotation and re-election by shareholders at least once every Independent advice
three years. Any director appointed to fill a temporary vacancy
The Board recognises that there may be occasions where directors
mustretire at the first annual general meeting following their
consider it necessary to take independent professional advice. This
appointment.
is done at the Companys expense according to agreed procedure.
ABRIDGED CORPORATE GOVERNANCE REPORT continued
Board meetings
The Board holds a minimum of four meetings, two teleconferences and a strategy session every year. Special Board meetings are convened
when necessary. No special Board meetings were convened during the year.
The table below records the attendance of directors at Board meetings for the year. Attendance of meetings was exemplary for the year.
16 May 23 July 11 Sep 6 Nov 3 Feb 31 Mar

2014 2014 2014 2014 2015 2015
Name of director Telecon Telecon
MP Moyo
MS Aziz Joosub
DH Brown
YZ Cuba1
IP Dittrich
HMG Dowidar
M Joseph
PB Mabelane2
TM Mokgosi-Mwantembe
PJ Moleketi
JWL Otty
RAW Schellekens
S Timuray
Notes:
1. YZ Cuba resigned 31 October 2014.
2. PB Mabelane appointed 1 December 2014.
Board Committees The committees other responsibilities include:

The non-executive directors contribute their extensive experience Leading executives, management and employees;
and knowledge to the Boards committees. All committees operate Developing the annual budget and business plans for the Boards
under Board-approved terms of reference, which are updated from approval; and
time to time to stay abreast of developments in corporate law and Developing, implementing and monitoring policies and
governance best practice. procedures, internal controls, governance, risk management,
ethics and authority levels.
EXECUTIVE COMMITTEE
AUDIT, RISK AND COMPLIANCE COMMITTEE
Current members:
During the year, the Executive Committee included the Chief DH Brown (Chairman), PB Mabelane, PJ Moleketi.
Executive Officer (Chairman), Chief Financial Officer, Chief Human
Resources Officer, Chief Officer: Corporate Affairs, Executive
Further details of the activities of the Audit, Risk and
Director: Finance Vodacom South Africa, Chief Operating Officer: Compliance Committee can be found in its standalone
International, Chief Technology Officer, Chief Officer: Legal and report in the audited annual financial statements online
Regulatory, Chief Officer: Strategy and New Business, Chief Officer: at www.vodacom.com
Consumer Business Unit, Chief Officer: Customer Operations and
Chief Officer: Enterprise Business Unit.
The committee is responsible for managing the Groups operations,

developing strategy and policy proposals for the Boards
consideration and implementing the Boards directives. It has a
properly constituted mandate and terms of reference.
103
REMUNERATION COMMITTEE NOMINATION COMMITTEE

Current members: Current members:
TM Mokgosi-Mwantembe (Chairman), DH Brown, MP Moyo (Chairman), TM Mokgosi-Mwantembe,
RAWSchellekens, S Timuray. RAWSchellekens, S Timuray.
The Remuneration Committee, in consultation with executive The Nomination Committees duties include identifying and
management, ensures that the Groups senior executives are fairly evaluating suitable potential candidates for appointment to the
rewarded for their individual contributions to overall performance Board, as well as candidates for the position of Chief Executive
and in line with Vodacoms remuneration policy. Officer and Chief Financial Officer. The authority to appoint directors
remains a function of the Board. The committee also makes
The membership of the Remuneration Committee does not comply recommendations on the composition of the Board in terms of the
fully with King III or the JSE Listings Requirements, which advocate mix of skills, size and the number of committees required; and
a majority of independent non-executive directors. Of the non- reviews and approves executive succession.
executive directors on the committee, only half are independent.
Thoko Mokgosi-Mwantembe, the Chairman of the committee, and The membership of the Nomination Committee does not comply
David Brown are independent non-executive directors. The Board is fully with King III or the JSE Listings Requirements, which advocate
satisfied that Vodafones representation on this committee is a majority of independent non-executive directors. Of the non-
appropriate given the valuable contribution of the Vodafone executive directors on the committee, only half are independent.
directors. Serpil Timuray, the Vodafone Regional CEO for Africa, Peter Moyo, the Chairman of the committee, and Thoko Mokgosi-
Middle East and Asia Pacific, has oversight over Vodacom, and Mwantembe are independent non-executive directors. The Board is
Ronald Schellekens who is the Vodafone Human Resources satisfied that Vodafones representation on this committee is
Director. To address non-compliance with the JSE Listings appropriate given the valuable contribution of the Vodafone
Requirements, it was agreed with the JSE that the Chairman of the directors. Serpil Timuray, the Vodafone Regional CEO for Africa,
committee would have a casting vote in the event of any deadlock Middle East and Asia Pacific, has oversight over Vodacom,
or dispute that could arise. The mandate of the committee was andRonald Schellekens who is the Vodafone Human Resources
revised accordingly. Director. To address non-compliance with the JSE Listings
Requirements, it was agreed with the JSE that the Chairman of the
In the year, the Remuneration Committee met four times with committee would have a casting vote in the event of any deadlock
attendance as follows: or dispute that could arise. The mandate of the committee was
revised accordingly.
15 May 18 Aug 5 Nov 30 Mar
2014 2014 2014 2015 In the year, the Nomination Committee met four times with
Name of director Telecon
attendance as follows:
TM Mokgosi- 15 Mar 10 Sep 5 Nov 30 Mar
Mwantembe Name of director 2014 2014 2014 2015
RAW Schellekens
DH Brown MP Moyo
S Timuray TM Mokgosi-
Mwantembe
RAW Schellekens
PG 106 More detail on the activities of the Remuneration S Timuray
Committee can be found in the remuneration report.
The committees key focus areas during the year included:

Succession planning in respect of the senior leadership team;
Review of the independence of those directors categorised as
independent. The committee concluded that they remained
independent. This review will be conducted on an annual basis
for the future;
Developing a CEO competency profile; and
Identifying a successor to Ms YZ Cuba who stepped down from
the Board at end October to join Vodacom in an executive
capacity as Chief Officer: Strategy and New Business with effect
from 1 November 2014.
ABRIDGED CORPORATE GOVERNANCE REPORT continued
Board evaluation
SOCIAL AND ETHICS COMMITTEE A Board evaluation led by the Chairman was conducted during the
Current members: year. Overall consensus was that the Board is working well, has a
PJ Moleketi (Chairman), MP Moyo, RAW Schellekens, good mix of directors and that there is a high commitment to work
MS Aziz Joosub in the best interest of Vodacom. The Board as a whole demonstrates
uniform clarity over the purpose of Vodacom and the ability to
There were no changes to the composition of the Social and Ethics be satisfied to the external environment. Although no significant
Committee during the year. Key executives attend meetings by weaknesses were identified, improvement areas which will be
invitation but have no vote, including the Chief Risk Officer, Group addressed going forward include greater focus on scenario
Company Secretary (Ethics Officer), Chief Human Resources Officer, planning, as well as on the International business.
Chief Officer: Corporate Affairs, Chief Officer: Legal and Regulatory
and Chief Officer: Customer Operations. Company Secretary
As required by the Companies Act, No 71 of 2008, as amended and All directors have access to the advice and services of the Group
King III, this committee oversees and monitors Vodacoms activities Company Secretary, Sandi Linford, who is responsible to the Board
in relation to: for ensuring compliance with procedures and applicable statutes
Social and economic development, including the principles of and regulations. For the Board to function effectively, all directors
the United Nations Global Compact, BBBEE, Employment Equity have full and timely access to information that helps them do their
and the Organisation for Economic Co-operation and duties properly. This includes corporate announcements, investor
Developments (OECD) recommendations on corruption; communications and information about developments that may
Good corporate citizenship which includes promotion of affect Vodacom and its operations. Directors have full access to
equality, prevention of unfair discrimination, corporate social management as required.
responsibility, ethical behaviour and managing environmental
The Group Company Secretary is responsible for director training.
impacts;
The Group Company Secretary and Chief Executive Officer induct
Consumer relations;
new directors, which includes briefings on their fiduciary and
Labour and employment, including skills development; and
statutory responsibilities, as well as on the Groups operations as
Safety, health and environmental issues.
required.
The Social and Ethics Committee met four times during the year
with attendance as follows: Share dealings
Vodacom has a share dealing policy requiring all directors, senior
15 May 26 Aug 27 Oct 4 Mar
Name of director 2014 2014 2014 2015 executives and the Group CompanySecretary to obtain prior written
consent from either the Chairman or Chief Executive Officer to deal
PJ Moleketi in Vodacom Group shares. The Chairman has to obtain prior written
MP Moyo clearance from the Chairman of the Audit, Risk and Compliance
Committee. Closed periods are implemented as per JSE Listings
RAW Schellekens
Requirements, during which the Groups directors, executives and
MS Aziz Joosub
employees are not allowed to deal in Vodacom Group shares.
Additional closed periods are enforced should Vodacom be subject
The committees key focus areas during the year included: to any corporate activity requiring a cautionary announcement.
Reputation drivers;
Social impact of sponsorships;
BBBEE;
Shareholder relations
Customer service; and Vodacom proactively communicates its strategy and activities to
Diversity in the workplace. shareholders through a planned investor relations programme
which includes:
Formal presentations of annual and interim results;
The Social and Ethics Committee report is available
online at www.vodacom.com Briefing meetings with major institutional shareholders after the
release of results; and
Hosting investor and analyst sessions.
105
Risk management
Technology governance
Management continuously develops and enhances its risk and
control procedures to improve risk identification, assessment and
monitoring. The Board considers business risks when setting In line with King III, technology governance forms part of our
strategies, approving budgets and monitoring progress against governance structures, policies and procedures. It forms part of the
budgets. Groups strategic and business processes and is managed by the
Chief Technology Officer.
A division reporting to the Chief Risk Officer assists in identifying,
assessing and recording the strategic risks facing the Group and, The Vodacom Technology Governance Framework and charter,
where appropriate, monitors mitigating actions. which is mapped to the IT governance principles of King III, has
been further extended this year. Each framework element is
Risks are managed at three distinct levels: Risk Management substantiated through demonstrable processes to align technology
Committees (RMCs), the Risk Group and line management. strategy and business needs, deliver value and manage
performance, and to strengthen information security management,
information management, risk management, business continuity
PG 96 The major strategic risks identified in the year are
detailed in the risk management report. management and compliance.
A specific focus area has been on managing our software licensing

and defining a process for gaining independent assurance over the
Internal control
controls implemented by vendors. Both of these elements require
Management implements internal controls, which comprise
arevision of contracts and in some instances building capacity
policies, procedures and processes, to provide reasonable assurance
togovern these new terms. The new POPI Act and bringing our
in safeguarding assets, preventing and detecting errors, the
operational processes inline with best practice frameworks have
accuracy and completeness of accounting records, and the
also received substantialfocus.
reliability of financial statements. Internal audit provides
independent, objective assurance of the system of internal controls
within the Group.
Stakeholder engagement
The Board has delegated to management the responsibility to deal

with stakeholder relationships in a proactive and constructive
manner. There is an approved stakeholder policy in place and the
initiatives and activities for the year are more fully reported in the
Social and Ethics Committee report.
Refer to our stakeholder report online.

REMUNERATION
REPORT
Feedback from the Remuneration OUR KEY RESPONSIBILITIES

Committee Chairman
AS REMCO ARE TO:
I am pleased to present the 2015 annual
remuneration report on behalf of the Board
and the Remuneration Committee.
This past financial year has been challenging with regulatory Determine, agree and develop the Groups
changes that have impacted the business, including the remuneration policy and philosophy;
change of MTRs. The Board is ultimately responsible for both
the setting and implementation of the Groups remuneration Determine and agree the remuneration and overall
philosophy and the Remuneration Committee (RemCo) is compensation package for the CEO, CFO and any
mandated to manage this task. I report back to the Board after other executive director on the Board;
each RemCo meeting highlighting issues of material or
Ensure that competitive reward strategies and
governance consequence for the Boards attention.
programmes are in place to facilitate the recruitment,
RemCo consists of independent non-executive directors. motivation and retention of high-performance staff
The Chief Executive Officer, Chief Human Resources Officer at all levels in support of realising corporate
and executives responsible for the Groups remuneration objectives and to safeguard stakeholder interests;
attend the meetings by invitation, but recuse themselves for
discussions and decisions regarding their own remuneration. Review and recommend to the Board the relevant
criteria necessary to measure the performance of
As the Chairman of RemCo and in line with King III, I attend executives;
the annual general meeting (AGM) of Vodacom Group Limited
Consider other special benefits or arrangements
and will respond to questions from shareholders regarding
of a substantive financial nature;
remuneration matters. During the past year, Vasdex Associates
advised RemCo onremuneration matters. Review employment policies,
For the 2016 financial year, there will be an increased focus on Ensure compliance with applicable laws and codes;
the customer, which will result in managements short-term and
incentive scheme having a higher weighting on the strategic Regularly monitor the application of the Groups
measure of customer appreciation. remuneration policy to ensure it is appropriate, fair
and reasonable from both an internal business
Thoko Martha Mokgosi-Mwantembe perspective as well as an external market perspective.
Chairman of the Remuneration Committee
107
Introduction
This report sets out Vodacoms remuneration policy for non-executive directors, executive directors and
prescribed officers. It describes how the policy has been implemented and discloses payments made to
non-executive and executive directors and prescribed officers during the year under review.
The Board reviews the fees for non-executive directors annually and recommends these fees to shareholders for approval at the AGM.
The Groups RemCo determines the policy for remunerating executive directors and prescribed officers.
Vodacom reward framework

Vodacoms reward framework comprises financial and non-financial elements and is applied to all employees, including the Groups executive
directors and prescribed officers.
The objective of Vodacoms reward programme is to support the Group in:
Attracting and retaining high quality talent;

Motivating individual and team performance that drives stakeholder value;
Containing the total cost of employment; and
Addressing diverse employee needs across differing cultures and age groups.
SECTION Provides an overview of the remuneration

policy for employees, executive directors
and prescribed officers.
THIS REPORT IS
DIVIDED INTO
TWO SECTIONS:
SECTION Discloses the implementation of the

policy for the year ended 31 March 2015
(actual payments, accruals and awards
for the year).
REMUNERATION REPORT continued
We adopt a holistic approach to reward encompassing the following

elements:
SECTION A guaranteed package;

Short- and long-term incentives;
Various recognition programmes;
Growth and development opportunities for all our employees;
Progressive talent management programmes; and
Well-designed wellness programmes.
Remuneration policy
We aim to attract, retain and motivate executives of the Our overall reward philosophy ensures that executive directors and
highestcalibre, while giving careful consideration to aligning other executives are fairly rewarded for their individual contribution
remuneration with shareholders interests and market and to the Groups operating and financial performance. Individual
industry best practice. performance is determined through our talent and performance
management processes, the outcome of which influences the
Our executives are rewarded for their contribution to our strategic, award of short- and long-term incentives.
operating and financial performance and to ensure that our
remuneration is conducive to developing and retaining top talent, Each element of our remuneration structure is aligned to
critical skills and intellectual capital. shareholder value and appropriately linked to our business strategy.
Summary of executive remuneration structure
ELEMENTS Strategic intent Operation
Guaranteed package (GP) To attract and retain the best talent. Fixed and delivered in 12 payments.
Internal and external equity. Reflects the scope and nature of
Provides competitive pay and rewards therole.
performance. Reviewed annually on 1 July.
Short-term incentive (STI) To drive a high-performance culture. Variable usually paid in cash in June
Motivates and rewards achievement of each year for performance over the
business and individual performance. prior financial year.
Keeps employees focused on the defined Directly linked to both business and
business imperatives. individual performance.
Long-term incentive (LTI) Drives sustainable longer term performance. Variable in the form of forfeitable
Retention of key skills by linking performance shares and dividends, which vest over
to long-term value creation. a three-year period.
Encourages loyalty and ownership, by
aligning the interests of executives to those
of the Group and its shareholders.
Wealth creation.
Flexible benefit programmes Our flexible benefit programmes offer Provide quality health and wellness
employees a variety of choice to meet benefits.
personal needs and positions us as an Financial protection in the event of
employer of choice. illness, disability or death.
Integrated approach to drive employee Retirement benefit, pension and/or
engagement. provident fund which are part of
theGP.
Recognition programmes Programmes designed as a platform for Formal recognition programmes that
employee recognition. recognises employees for living the
Vodacom Way.
Other programmes Position Vodacom as an employer of choice. Access to lifestyle benefits such as
staffdiscounts, preferential insurance
rates, etc.
109
RemCo reviews the total pay mix of executives every year and decides on the proportion of total remuneration paid as part of the guaranteed
package, or as short- and long-term incentives. Each element is linked to creating shareholder value and the strategic progress made in the
year. RemCo reviews targets and the on-target values for each element annually to ensure that it remains relevant, drives the right behaviours
and to ensure that we enhance overall shareholder value.
The on-target pay mix for executive directors and prescribed officers is shown below:
CEO Executive directors Prescribed officers
31% LTI 34% GTCE 30% LTI 30% LTI

40% GTCE 40% GTCE
34% STI 30% STI 30% STI
Reward benchmarking defined contribution provident scheme. Employees have the option
Fair and competitive reward is vital to being an employer of choice. to choose their level of contribution to the pension fund and also
RemCo reviews peer group data from the JSE telecommunications have the option to choose where they would like their money to be
and ICT sectors and other listed companies, using a weighted invested based on their own individual risk profile.
combination of market capitalisation, turnover, capital assets and Besides the retirement fund contributions, lump sum contributions
number of employees, when setting the total remuneration and the may also be made as part of the short-term incentive payment.
guaranteed packages of executives.
Normal retirement age for executive directors and other executives
Drawing comparisons with these sectors mitigates the risk of losing is 60 years. For all other employees it is 65 years.
skilled executives to competitors and are useful in setting
Vodacoms remuneration strategy. Employees can choose to participate in a nominated medical aid
scheme. We do not offer post-retirement medical benefits and have
Guaranteed package (GP) no such liabilities.
Vodacom adheres to a total cost to company philosophy referred In the unfortunate event of an employees death, a lump sum
toas the guaranteed package. All employees, including executive amount of three times annual pensionable salary (core cover) is
directors, receive a GP based on their roles, individual performance paid to the beneficiaries. If the employee had a qualifying spouse
and Group performance. All contributions to retirement, risk and and/or qualifying children upon death, a spouses pension of 40% of
insured benefits and healthcare benefits are included in the GP. monthly pensionable salary and a childs pension of 10% of
Increases in the GP for employees are based on a review of market monthly pensionable salary becomes payable.
data, consideration of their individual performance and pay levels, All employees have the option to select additional death cover of
and the business priorities of the Group. up to seven times their annual pensionable salary, inclusive of the
All permanent employees, including executive directors and compulsory core cover of three times annual pensionable salary.
prescribed officers, are required to join the Vodacom Group Pension These additional contributions are calculated as a percentage of
Fund, which is a defined contribution pension scheme. Executives pensionable salary.
also participate in the Vodacom Group Executive Provident Fund, a
Short-term incentives (STIs) more than 100% of the on-target bonus is paid, but in all cases the
All employees, including executive directors and prescribed officers, cash bonus is capped at a percentage of the GP. Where the bonus
with the exception of those employees who are on a commission, targets are not achieved in full, a pro rata bonus is paid only if the
quarterly or bi-annual bonus structure, participate in an annual threshold performance level has been achieved.
short-term incentive plan. Bonus payments are discretionary and The on-target and bonus cap percentages are set out below:
payments made under the plan are dependent on both business
and personal performance. Payments are delivered in cash in Role On-target % Maximum %
June each year after finalisation of Vodacoms consolidated
annual financial results and no deferral is applied. CEO 100% 200%
Executive director 75% 200%
Where annual targets are achieved in full, 100% of the on-target Prescribed officers 50% 60% 150% 180%
bonus will be paid. In instances where target goals are exceeded,
The formula for determining the CEOs cash bonus is:
Business performance
On-target incentive
GP 100%
multiplier
0% to 200%
The formula for determining the cash bonus for the executive directors1 is:
On-target incentive Personal multiplier
GP 75%
multiplier
0% to 150%
0% to 200%
The formula for determining the cash bonus for the other prescribed officers is:
On-target incentive Personal multiplier
GP 50% to 60%
multiplier
0% to 150%
0% to 200%
Note:
1. Bonus for executive directors is capped at 200%.
The business performance multiplier ranges from 0% to 200% The weighting for each measure is detailed below and for 2015/16
and the personal multiplier from 0% to 150%. The personal there will be an adjustment to the weighting and measures as
performance multipliers are based on the performance of detailed in the following table.
executives relative to their objectives. For the CEO only a business
multiplier is applied and follows the approach adopted by Vodafone % weighting 2015 2016
for large market CEOs within the Vodafone Group. The financial and
Service revenue 25% 20%
non-financial targets, as set by RemCo, are used for the calculation
EBITDA 25% 20%
of the business performance multiplier.
Operating free cash flow 25% 20%
For the FY2015/2016 there will be significant focus on customer Competitive performance1 25% 40%
experience and customer obsession, therefore, it was agreed at Note:
RemCo that the competitive performance measure in the STI 1. Change to customer appreciation for 2015/2016.
framework be replaced with customer appreciation, furthermore
the weighting for the four performance measures for the
2015/2016 GSTIP will be 20% for each of the three financial
measures and 40% on the non-financial strategic measure.
111
These weightings align short-term incentives to our strategic focus set an annual award, based on the performance and potential
on revenue growth and market performance. The Group business of the individual.
performance multiplier is used for the CEO and executive directors.
For prescribed officers the business performance multiplier is based Role On-target value %
on a weighted average of the multipliers for the relevant operating
CEO1 90%
company and the Group.
Executive directors 60%
Prescribed officers 45% 60%
Long-term incentives (LTIs)
Notes:
It is critical for the Company to retain skills, motivate and incentivise 1. Further long-term incentives, in addition to the standard annual award above are
executive directors and other employees over the longer term. LTIs offered to Mr Aziz Joosub provided that he meets an annual co-investment
support the Company to meet these objectives, which are crucial to requirement, which are all subject to performance conditions. The additional
incentives offered and associated conditions are:
sustainable performance. An additional award of Vodacom performance shares with an on-target value of
50% of his GP, provided that he invests in Vodacom shares to the value of 50% of
Vodacom Forfeitable Share Plan (FSP) his GP; and
An additional award of Vodafone performance shares with an on-target value of
The FSP was introduced in 2009 and this is our main long-term 50% of his GP, provided that he invests in Vodafone shares to the value of 50% of
incentive plan. Although it is focused on executives and senior his GP. Mr Aziz Joosub may only take advantage of the additional Vodafone share
management, other employees may be selected to participate. award if he has met the full Vodacom co-investment requirement. His investment
in both Vodacom and Vodafone shares must be on an ever-increasing basis to
Non-executive directors are not eligible to participate. qualify for the additional awards.
The purpose of the FSP is to provide executives and other Vodafone Performance Share Plan
selectedemployees with the opportunity to earn shares in
The CEO and the prescribed officers who have been seconded from
Vodacom Group Limited, by way of a forfeitable share award.
Vodafone (Messrs Gough, Patel and Streichert) participate in the
Thismeans that participants receive shares (including dividend
Vodafone Performance Share Plan. This plan has two performance
andvoting rights) on the date of the award but those shares are
conditions: adjusted free cash flow and relative total shareholder
subjectto restrictions and risk of forfeiture during a three-year
return (TSR) against a peer group median. Vesting is based on
vesting period. FSP awards are granted annually.
meeting these conditions after a three-year performance period.
A portion of the forfeitable award is subject to meeting the
Executive directors and other prescribed officers
following performance targets:
Share allocation are as follows:
Performance 33% awarded as Vodacom retention FSP shares;
period Measures applied 33% awarded as Vodacom performance FSP shares; and
33% awarded as Vodafone performance shares.
2012 2015 Cumulative operating free cash flow
This is to provide alignment and synergy with the Groups parent
2013 2016 Cumulative operating free cash flow (70%) Company Vodafone Plc., which RemCo believes is also in the
Total shareholder return (30%) interests of the Vodacom Groups shareholders. The portion of
totalvariable pay (STI and LTI) related to Vodafone performance
2014 2017 Cumulative operating free cash flow (70%) isnot excessive for the prescribed officers and the Groups own
Total shareholder return (30%) performance remains the critical driver of variable pay.
2015 2018 Cumulative operating free cash flow (70%)

Shareholding guidelines
Total shareholder return (30%)
The Board wishes to encourage individual shareholding in the
Company by executives, as a tangible demonstration of their
The vesting of awards with performance conditions up to the commitment to the Group and to align with shareholder interests.
2012 2015 period was on a sliding scale of 20% at threshold, 60% Executives are thus required to hold the following minimum
at target, and up to 100% at maximum performance. This changed personal shareholdings:
in 2013 to 20% at threshold, 50% at target, and up to 100% at
maximum performance. Role Minimum holding
For the CEO, executive director and prescribed officers, the standard Executive director 100% x GP
on-target value of FSP awards (as a percentage of GP at target level) Prescribed officers 50% x GP
is reflected in the next table. For executive directors and prescribed
officers the standard awards may be multiplied by 0% to 200% to
The CEO is required to make substantial investments in Non-executive directors

Companyshares to qualify for his co-investment share awards, Our business benefits from active non-executive directors who do a
asdescribedpreviously, and as a result he is not covered by lot more than attend meetings. Non-executive directors therefore
theseshareholding guidelines. receive a yearly fee for their services on the Board and committees
As an incentive to exceed the minimum requirements, additional rather than a fee for meetings attended.
awards of FSP performance shares will be made to executives who The Board considered the King III recommendation that fees for
exceed the minimum requirements over a three-year vesting cycle, non-executive directors comprise a base fee, as well as an
being six years. The participants will be granted a performance attendance fee per meeting. In light of the current non-executives
share for every three additional shares held. This award will be attendance record it has been decided not to change the current
capped so that holdings of no more than double the minimum policy of a set annual fee. This policy will be reviewed annually with
requirements will be recognised. The time period over which the due consideration of attendance records.
executives are permitted to build up this shareholding is based on
the vesting of three cycles of the annual awards under the FSP plan. If non-executive directors are requested to leave there is no
contractual compensation for loss of office. Non-executive directors
Executive contracts and policies do not receive short- or long-term incentives.
Executives have permanent employment contracts with six-month A sub-committee of the Nomination Committee, comprising the
notice periods, which came into effect in November 2009. Prior to directors from Vodafone who do not benefit personally from the
this, executives had a two-year rolling contract, entitling them to fees, reviews directors fees against market benchmarks and
one years guaranteed pay for every four years of service up to a recommends fee levels to the Board.
maximum of 16 years on termination of employment (conditional
benefit). This benefit was subject to a 12-month notice period. Our memorandum of incorporation states that shareholders must
approve these fees at the AGM.
The benefit that accrued up to 26 November 2009 was based on
the number of years of service payable on termination of The annual fee paid to the Chairman of the Board includes all
employment. Apart from money market interest, no further committee fees.
termination benefits accrued after this date.
Executives who have a conditional benefit in terms of their previous Shareholdings

service contract had the option to convert a portion or all of their Details of the beneficial interests of directors and prescribed officers
benefit to shares for the purpose of meeting the shareholding in the Companys ordinary shares, excluding interests in the
guidelines. These shares (restricted shares) are subject to the long-term incentive plans are set out in the directors report online
same conditions as those of the underlying conditional benefit. on www.vodacom.com.
The majority of our executives have converted their benefits.
Funding of share plans and dilution
The YeboYethu Employee Participation Trust Details of the shares used for the FSP and the related dilution are set
(YeboYethu) out in the consolidated annual financial statements and the directors
In July 2008, YeboYethu acquired 3.44% of Vodacom South Africa in report, which is available on www.vodacom.com. All awards granted
our R7.5 billion BBBEE transaction. All permanent South African under the FSP are settled through the purchase of treasury shares or
employees were able to participate in the Trust. Of the 1.875 billion shares purchased in the market and not by newly issued shares.
units available to the Trust, 75% was allocated to employees on
1September 2008. The remaining 25% was set aside for future
employees on a sliding scale over the next five years. On
1September 2014, the last of the available units were allocated
toemployees.
The allocation is weighted 70/30 in favour of black employees.

TheTrusts seven-year maturity period ends in August 2015.
The units will be converted into YeboYethu shares in March 2019.
Following this date, we will aim to facilitate the sale of these shares
to qualifying members of the South African public through the
online YeboYethu Limited trading platform, which was launched for
black South Africans in February 2014.
113
SECTION
Annual guaranteed packages and increases

The annual GPs for executive directors in the year are set out in the table below. These amounts are based on the annualised value of the
monthly package in March 2015
2015 2014 Increase

Executive directors R R %
MS Aziz Joosub 7 300 000 6 950 000 5.0

IP Dittrich 4 750 000 4 554 000 4.3
The annual GPs for our prescribed officers in the year are set out in the table below:
2015 2014 Increase

Prescribed officers R R %
ADJ Delport 4 100 000 3 865 000 6.1

R Kumalo 3 650 000 3 450 000 5.8
V Jarana 3 650 000 3 400 000 7.4
M Makanjee 2 800 000 2 652 000 5.6
NC Nyoka 3 600 000 3 434 130 4.8
M Nkeli1 2 675 033 2 675 033
G Hagel ( ) 166 894 161 500 3.3
G Hagel 1 000 000 1 000 000
N Gough5 () 293 520 288 171 1.9
P Patel (HK$)6 2 950 000 2 856 000 3.3
M Mbungela2 2 600 000
YZ Cuba3 4 450 000
T Streichert4 () 200 200
Notes:
1. Resigned from 30 April 2014.
2. Appointed as Chief Human Resources Officer from 1 May 2014.
3. Appointed as Chief Officer: Strategy and New Business from 1 November 2014.
4. Appointed from 1 April 2014.
5. Stepped down on 31 October 2014.
6. Resigned 31 March 2015.
The average increase in GPs paid to executive directors and prescribed officers in 2015 was 4.7%, compared to 5% paid to the rest of
our employees.
Business performance multiplier for short-term incentives for 2015

The business multiplier for short-term incentives for 2015 was 50.9%.
Remuneration tables1
Short-term
R GP Other2 incentive3 Total
2015
Executive directors
MS Aziz Joosub 7212500 4800 3715700 10933000
IP Dittrich 4701000 4800 1541316 6247116
Prescribed officers
ADJ Delport 4041250 1919 169 5960419
R Kumalo 3600000 4800 655620 4260420
V Jarana 3587500 4800 1545812 5138 112
M Makanjee 2763000 3228 1040200 3806428
NC Nyoka 3558533 4643 1685 124 5248 300
M Nkeli4 222919 2675034 2897953
G Hagel ( ) 165546 74401 239947
G Hagel 1000000 600000 445800 2045800
N Gough8 () 169883 71434 51880 293197
N Gough8 1099524 1099524
P Patel (HK$)9 2926500 2927410 1117844 6971754
P Patel9 1474530 1474530
M Mbungela5 2383333 4400 1062490 3450223
YZ Cuba6 1854167 4450000 688823 6992990
T Streichert7 () 193350 55487 79037 327874
T Streichert7 1088296 1088296
Short-term
R GP Other incentive Total
2014
Executive directors
MS Aziz Joosub 6 887 500 4 800 6 088 200 12 980 500
IP Dittrich 4 515 500 4 800 3 021 898 7 542 198
Prescribed officers
ADJ Delport 3 828 000 2 484 577 6 312 577
R Kumalo 3 393 500 4 800 1 063 483 4 461 783
V Jarana 3 337 386 4 800 1 877 677 5 219 863
M Makanjee 2 626 500 2 137 1 239 863 3 868 500
NC Nyoka 3 405 098 4 536 2 047 044 5 456 678
M Nkeli 2 665 150 1 563 289 4 228 439
G Hagel ( ) 40 375 200 375 24 480 265 230
G Hagel 250 000 50 000 146 100 446 100
N Gough () 286 811 49 555 120 918 457 284
N Gough 831 358 831 358
P Patel (HK$) 2 842 000 207 169 1 669 046 4 718 215
P Patel 613 890 613 890
J Dennelind 331 648 331 648
J Dennelind ( ) 89 284 89 284
Notes:
1. This table excludes settlement of long-term incentives and accruals.
2. This includes a mobile phone benefit, a sign-on bonus and termination benefit. For assignees this amount includes the gross value of assignment allowances, accommodation,
car benefits and education benefit for children.
3. These amounts relate to the bonus payable in June 2015, for the year ended 31 March 2015.
4. Resigned 30 April 2014.
5. Appointed 1 May 2014.
6. Appointed 1 November 2014.
7. Appointed 1 April 2014.
8. Stepped down on 31 October 2014.
9. Resigned 31 March 2015.
115
Long-term incentives and benefits

Details of the conditional benefits and long-term incentives granted under the FSP, the deferred bonus incentive scheme and YeboYethu units
held by executive directors and prescribed officers at 31 March 2015 are disclosed below:
Number Number Current1

settled forfeited unit Estimated
Year Number in current in current Closing Settlement Settlement value value
awarded allocated year year number date value (R) (R)
MS Aziz Joosub
Conditional benefit restricted shares
2014 208 610 208 610 132.69 27 680 461
Deferred bonus incentive scheme
2008 4 591 4 591 July 2014 3 650 442
FSP with Company performance conditions
2014 193 182 193 182 66.35 12 817 626
2015 148 570 148 570 66.35 9 857 620
YeboYethu units
2008 2 628 498 2 628 498 0.170 446 845
IP Dittrich
FSP no Company performance conditions
2013 52 493 52 493 132.69 6 965 296
2014 5 809 5 809 132.69 770 796
2015 4 936 4 936 132.69 654 958
2013 19 436 19 436 66.35 1 289 579
2014 11 618 11 618 66.35 770 854
2015 9 871 9 871 66.35 654 941
YeboYethu units
2012 788 229 788 229 0.170 133 999
Note:
1. For FSP with Company performance conditions, a vesting percentage of 50% is applied.
Long-term incentives and benefits (continued)

ADJ Delport
2014 112 321 112 321 132.69 14 903 873
2008 2 226 2 226 July 2014 1 769 959
2012 8 481 8 481 July 2014 1 108 467
2013 5 438 5 438 132.69 721 568
2014 4 907 4 907 132.69 651 110
2015 4 189 4 189 132.69 555 838
2012 17 523 16 016 1 507 July 2014 2 093 291
2013 10 213 10 213 66.35 677 633
2014 16 257 16 257 66.35 1 078 652
2015 8 378 8 378 66.35 555 880
YeboYethu units
2008 1 287 774 1 287 774 0.170 218 922
V Jarana
Conditional benefit 7 469 152
2014 26 208 26 208 132.69 3 477 540
2008 1 659 1 659 April 2014 1 067 832
2012 39 715 39 715 July 2014 5 190 751
2013 5 236 5 236 132.69 694 765
2014 6 534 6 534 132.69 866 996
2015 3 789 3 789 132.69 502 762
2012 11 622 10 623 999 July 2014 1 388 426
2013 9 833 9 833 66.35 652 420
2014 18 736 18 736 66.35 1 243 134
2015 7 577 7 577 66.35 502 734
YeboYethu units
2008 1 567 336 1 567 336 0.170 266 447
Note:
117

R Kumalo
2013 26 166 26 166 132.69 3 471 967
2014 6 435 6 435 132.69 853 860
2008 1 659 1 659 July 2014 1 319 121
2012 41 278 41 278 July 2014 5 395 035
2013 4 010 4 010 132.69 532 087
2014 6 081 6 081 132.69 806 888
2015 3 844 3 844 132.69 510 060
2012 12 423 11 355 1 068 July 2014 1 484 099
2013 7 531 7 531 66.35 499 682
2014 17 912 17 912 66.35 1 188 461
2015 7 689 7 689 66.35 510 165
YeboYethu units
2008 1 567 336 1 567 336 0.170 266 447
NC Nyoka
2014 15 852 15 852 132.69 2 103 402
2008 2 042 2 042 July 2014 1 623 655
2012 8 974 8 974 July 2014 1 172 902
2013 3 322 3 322 132.69 440 796
2014 3 755 3 755 132.69 498 251
2015 2 752 2 752 132.69 365 163
2012 18 541 16 946 1 595 July 2014 2 214 842
2013 6 238 6 238 66.35 413 891
2014 13 234 13 234 66.35 878 076
2015 5 504 5 504 66.35 365 190
YeboYethu units
2008 1 928 567 1 928 567 0.170 327 856
Note:
Long-term incentives and benefits (continued)

M Makanjee
2013 5 811 5 811 132.69 771 062
2014 2 525 2 525 132.69 335 042
2015 2 125 2 125 132.69 281 966
2013 3 637 3 637 66.35 241 315
2014 5 050 5 050 66.35 335 068
2015 4 251 4 251 66.35 282 054
YeboYethu units
2012 944 229 944 229 0.170 160 519
YZ Cuba
2015 54 562 54 562 132.69 7 239 832
M Mbungela
2014 27 589 27 589 132.69 3 660 784
2012 5 206 5 206 July 2014 680 424
2013 7 293 7 293 132.69 967 708
2014 5 965 5 965 132.69 791 496
2015 5 556 5 556 132.69 737 226
2012 3 586 3 278 308 July 2014 428 435
2013 4 565 4 565 66.35 302 888
2014 6 044 6 044 66.35 401 019
2015 11 113 11 113 66.35 737 348
YeboYethu units
2008 1 073 929 1 073 929 0.170 182 568
Note:
119
Payments to non-executive directors

Social and Social and
Nomination Ethics Ethics
Director ARCC ARCC RemCo RemCo Committee Committee Committee Other
fee Chairman member Chairman member member Chairman member committees Total
Name (R) (R) (R) (R) (R) (R) (R) (R) (R) (R)
2015
MP Moyo 1 900 000 1 900 000
DH Brown^ 330 000 243 333 120 000 50 000 743 333
YZ Cuba^1 188 334 84 167 272 501
HMG Dowidar 330 000 75 000 405 000
M Joseph 330 000 125 000 455 000
BP Mabelane^2 113 334 50 000 163 334
TM Mokgosi-
Mwantembe^ 330 000 210 000 110 000 650 000
PJ Moleketi^ 330 000 146 667 183 333 660 000
JWL Otty 330 000 125 000 455 000
RAW Schellekens 330 000 120 000 110 000 106 667 666 667
S Timuray 330 000 120 000 110 000 125 000 685 000
4 841 668 243 333 280 834 210 000 360 000 330 000 183 333 106 667 500 000 7 005 835
Notes:
Fees for a portion of the year.
Fees paid to Vodafone and not the individual director.
^ Independent non-executive directors received an amount of R2 000 in April 2014 and R3 000 in March 2015, for incidental expenses while travelling to Board meetings held in
Turkey and the United Kingdom respectively.
1. YZ Cuba resigned 31 October 2014.
2. BP Mabelane appointed 1 December 2014.
Social and Social and

Nomination Ethics Ethics
Director ARCC ARCC RemCo RemCo Committee Committee Committee Other
fee Chairman member Chairman member member Chairman member committees Total
Name (R) (R) (R) (R) (R) (R) (R) (R) (R) (R)
2014
MP Moyo 1 666 667 1 666 667
DH Brown 306 667 161 371 40 283 108 334 91 667 708 322
YZ Cuba1 217 957 98 414 316 371
HMG Dowidar2 47 054 47 054
M Joseph 306 667 66 667 373 334
A Kekana3 89 517 68 630 158 147
TM Mokgosi-
Mwantembe 306 667 . 188 334 93 334 588 335
PJ Moleketi 306 667 138 334 166 667 25 000 636 668
JWL Otty 306 667 91 667 398 334
NJ Read4 259 613 91 638 78 155 51 488 480 894
RAW Schellekens 306 667 108 334 93 334 100 000 25 000 633 335
S Timuray 306 667 16 696 15 179 15 179 353 721
Notes:
Fees for a portion of the year.
Fees paid to Vodafone and not the individual director.
1. YZ Cuba appointed 18 July 2013.
2. HMG Dowidar appointed 5 February 2014.
3. A Kekana resigned 18 July 2013.
4. NJ Read resigned 5 February 2014.
ASSURANCE
Combined assurance
The Group has adopted a combined assurance model which identifies the key risk areas affecting the Group and maps the level of
assurance being provided by the different lines of defence. This assessment has been compiled with input from the risk management
and internal audit functions. This model is being rolled out into the business to improve the assessments regarding the levels of
assurance provided.
Extent of assurance in this report

Financial information
Our consolidated annual financial statements were audited by our external auditors, PricewaterhouseCoopers Inc. The scope of their
audit was limited to the information in the consolidated annual financial statements and did not include any financial or operating
indicators in the integrated report. Their report can be found online as part of the consolidated annual financial statements.
Non-financial information: Integrated performance indicators

We identified five key strategies to ensure the organisation is sustained well into the future, for our shareholders, customers,
employees, communities and the countries that we operate in. As part of each strategy, we determined a measurable index and
associated goal detailed in this report.
We have engaged with Ernst & Young to provide limited assurance on the key measures for each strategy for the year ended
31March2015 with a view of identifying any deficiencies or management controls that need to be in place to ensure a
reasonable assurance opinion from auditors.
Non-financial information: BBBEE

The South African BBBEE information was verified by Empowerlogic.
Non-financial information: ISO

Our South African operations are ISO 9001 certified by British Standards Institute.
Our South African business management system is ISO 14001 certified by Tuv Rheinland.
Vodacom Business Nigeria is ISO 9001 certified by DQS (Pty) Limited.
DIRECTORS RESPONSIBILITY
STATEMENT
The Board acknowledges its responsibility to ensure the integrity of the integrated report. The Board has applied its mind to the
integrated report and believes that it addresses all material issues, and presents fairly the integrated performance of the organisation
and its impacts. The integrated report has been prepared in line with best practice and the recommendations of King III (Principle 9.1).
The integrated report was approved by the Board on 2 June 2015 and signed on its behalf:
MP Moyo MS Aziz Joosub IP Dittrich

Chairman Chief Executive Officer Chief Financial Officer
121
INDEPENDENT
ASSURANCE REPORT
TO THE DIRECTORS OF VODACOM GROUP LIMITED for the year ended 31 March 2015
We have completed our independent assurance engagement to enable us to express our limited assurance conclusions on whether
anything has come to our attention that causes us to believe that the specified Key Performance Indicators (KPIs) contained in the
Vodacom Group Limited Integrated Report (the Report) for the year ended 31 March 2015, have not been prepared, in all material respects,
in accordance with the basis of measurement identified by Vodacom Group Limited and is provided where the specified KPIs are reported
(managements sustainability criteria):
1. The percentage achieved in the Net promoter score as disclosed on page 30 of the Report;
2. The percentage achieved in the Brand leadership score as disclosed on page 30 of the Report;
3. New Services Revenue as a % of Service Revenue as disclosed on page 31 of the Report;
4. Data Revenue as a % of Service Revenue as disclosed on pages 3 and 31 of the Report;
5. Enterprise Revenue as a % of Service Revenue as disclosed on page 31 of the Report;
6. Revenue from Non-South African entities as a % of Service Revenue as disclosed on page 31 of the Report;
7. The percentage achieved in the Total Cost Growth vs. Revenue Growth as disclosed on page 31 of the Report;
8. Tonnes of CO2 (Scope 1 Emissions) arising from South African diesel usage at the office buildings, generators and company owned
vehicles (including petrol usage for company owned vehicles) as disclosed in the online version of the 2015 Integrated Report;
9. Tonnes of CO2 (Scope 2 Emissions) arising from South African electricity consumption of access and core network, data centres and
buildings nationwide as disclosed in the online version of the 2015 Integrated Report;
10. Tonnes of CO2 (Scope 3 Emissions) arising from South African business travel which includes air travel, hotel accommodation and car
rental as disclosed in the online version of the 2015 Integrated Report;
11. The percentage achieved in the Engagement index as disclosed on pages 3, 31 and 56 of the Report;
12. The percentage achieved in the Market Share for South Africa and International Operating Companies as disclosed on pages 15 and 30
of the Report; and
13. The Number of Active Data Customers as disclosed on pages 69 and 71 of the Report.
The specified KPIs noted above have been highlighted for identification purposes in the Report through the symbol ^.
Our responsibility in performing our independent limited assurance engagement is to Vodacom Group Limited only and in accordance with
the terms of reference for this engagement as agreed with them. To the fullest extent permitted by law, we do not accept or assume
responsibility to anyone other than Vodacom Group Limited, for our work, for this report, or for the conclusions we have reached.
Directors responsibility
The directors are responsible for implementing a stakeholder engagement process to identify all relevant stakeholders, to identify key issues,
to respond appropriately to key issues identified, to determine those key performance indicators which may be relevant and material to the
identified stakeholders, and to design and presentation of the Report and the information and assessments contained in the Report in
accordance with the relevant criteria. This responsibility includes: designing, implementing and maintaining appropriate performance
management and systems to record, monitor and improve the accuracy, completeness and reliability of the sustainability data and to ensure
that the information and data reported meet the requirements of the relevant criteria, and contains all relevant disclosures that could
materially affect any of the conclusions drawn.
The directors are also responsible for the preparation of the specified greenhouse gas emissions in accordance with the Greenhouse Gas
Protocol: A corporate accounting and reporting standard (GHG Protocol).This responsibility includes the design, implementation and
maintenance of internal control relevant to the preparation of the specified greenhouse gas emissions that is free from material
misstatement, whether due to fraud or error. The quantification of the specified carbon emissions is subject to inherent uncertainty because
of incomplete scientific knowledge used to determine emissions factors and the values needed to combine emissions of different gases.
INDEPENDENT ASSURANCE REPORT continued
Our independence and quality control

We have complied with the Code of Professional Conduct for Registered Auditors issued by the Independent Regulatory Board for Auditors
(IRBA), which includes independence and other requirements founded on fundamental principles of integrity, objectivity, professional
competence and due care, confidentiality and professional behaviour.
In accordance with International Standard on Quality Control, Ernst & Young Inc. maintains a comprehensive system of quality control
including documented policies and procedures regarding compliance with ethical requirements, professional standards and applicable
legal and regulatory requirements.
Assurance providers responsibility

Our responsibility is to express our limited assurance conclusions on the specified KPIs in the Report based on our independent limited
assurance engagement. Our independent limited assurance engagement was performed in accordance The International Framework for
Assurance Engagements and International Standards on Assurance Engagements 3000: Assurance Engagements Other Than Audits or
Reviews of Historical Financial Information (ISAE 3000) developed by the International Auditing and Assurance Standards Board and in
accordance with The International Standard on Assurance Engagements 3410: Assurance Engagements on Greenhouse Gas Statements
under the auspices of the International Federation of Accountants (IFAC). This standard requires us to comply with ethical requirements
and to plan and perform our engagements to obtain limited assurance regarding the specified KPIs contained in the Report.
Basis of work and limitations

The procedures selected depend on our judgement, including the assessment of the risks of material misstatement of the subject matter
and the purpose of our engagement. In making these assessments, we have considered internal control relevant to the entitys preparation
and presentation of the Report and the information contained therein, in order to design procedures appropriate for gathering sufficient
appropriate assurance evidence to determine that the information in the Report is not materially misstated or misleading as set out in
the summary of work performed below. Our assessment of relevant internal control is not for the purpose of expressing a conclusion
on the effectiveness of the entitys internal controls.
We planned and performed our work to obtain all the information and explanations that we considered necessary to provide a basis
for our limited assurance conclusion pertaining to the specified KPIs, expressed below.
Where a limited assurance conclusion is expressed, our evidence gathering procedures are more limited than for a reasonable assurance
engagement, and therefore less assurance is obtained than in a reasonable assurance engagement.
Non-financial performance information is subject to more inherent limitations than financial information, given the characteristics of the
subject matter and the methods used for determining, calculating, sampling and estimating such information. The absence of a significant
body of established practice on which to draw allows for the selection of different but acceptable measurement techniques which can result
in materially different measurements and can impact comparability. Qualitative interpretations of relevance, materiality and the accuracy of
data are subject to individual assumptions and judgements. The precision of different measurement techniques may also vary. Furthermore,
the nature and methods used to determine such information, as well as the measurement criteria and the precision thereof, may change over
time. It is important to read the Report in the context of the criteria applied for the specified KPIs that are identified by Vodacom Group Limited,
and which are provided where the specified KPIs are reported.
Our report does not extend to providing assurance on any prior periods information or any other information specifically excluded from the
scope of the engagement.
123
Summary of work performed

Set out below is a summary of the procedures performed pertaining to the specified KPIs which were included in the scope of our
limited assurance engagement.
We obtained an understanding of:
The entity and its environment;
Entity-level controls;
The stakeholder engagement process;
The selection and application of sustainability reporting policies;
How management has applied the principle of materiality in preparing the Report and the specified KPIs;
The significant reporting processes including how information is initiated, recorded, processed, reported and incorrect information is
corrected, as well as the policies and procedures within the reporting processes.
We made such enquiries of management, employees and those responsible for the preparation of the Report and the specified KPIs,
as we considered necessary.
We inspected relevant supporting documentation and obtained such external confirmations and management representations as we
considered necessary for the purposes of our engagement.
We performed analytical procedures and limited tests of detail responsive to our risk assessment and the level of assurance required,
including comparison of judgementally selected information to the underlying source documentation from which the information has
been derived.
We evaluated whether Vodacom methods for developing estimates are appropriate and had been consistently applied. However, our
procedures did not include testing the data on which the estimates are based or separately developing our own estimates against which
to evaluate Vodacom estimates.
We believe that the evidence obtained as part of our limited assurance engagement, is sufficient and appropriate to provide a basis for our
limited assurance conclusions expressed below.
Conclusions
Based on the work performed and subject to the limitations described above, nothing has come to our attention that causes us to believe that
the specified KPIs have not been prepared, in all material respects, in accordance with managements sustainability criteria for the year ending
31 March 2015.
Other matter
The maintenance and integrity of Vodacom Group Limiteds reporting website is the responsibility of Vodacom Group Limiteds management.
Our procedures did not involve consideration of these matters and, accordingly we accept no responsibility for any changes to either the
information in the Report or our assurance report that may have occurred since the initial date of presentation on Vodacom Group Limiteds
reporting website.
Ernst & Young Inc

Director Jeremy Grist
Registered Auditor
Chartered Accountant (SA)
102 Rivonia Road

Sandton
2196
3 June 2015
We believe that
investing in our
networks contributes
to the creation of
shareholder value, and
Vodacom has delivered
a TSR of 261%
since listing.
125
SHARE
INFORMATION
Total shareholding
March 2015 Institutional shareholding
# of shares % holding Ownership overview
Vodafone Investments SA 6% Rest of the world

(Pty) Limited 967 170 100 65.00 3% Rest of Europe
Government of South Africa 207 038 059 13.91
13% United Kingdom
Wheatfield Investments 276
(Pty) Limited 15 421 231 1.04
Institutional investors 235 886 266 15.85 52% South Africa
Retail positions 31 942 774 2.15 26% United States
Other 30 495 570 2.05
Total 1 487 954 000 100.00
Top ten institutional investors as at 31 March (millions of shares)

2015 2014
52
51
24
21
16
10
10
10
9
8
8
7
6
5
4
0
PIC
(SA)
Lazard
(US)
Stanlib
(SA)
Old Mutual
(SA)
Schroder
(UK)
The Vanguard
(US)
BlackRock
(US)
Allan Gray
(SA)
GIC
(SG)
Sanlam
(SA)
SHARE INFORMATION continued
Shareholder return for the year ended 31March2015

Relative share price performance Dividend declared per share (cents per share)
Vodacom MTN Telkom Top 40 Index Final dividend Interim dividend
300
825 785
775
250
200
150
100
50 400
375
430
395
430
355
0
2015 2014 2013

28 Mar
30 Apr
31 May
30 Jun
31 Jul
31 Aug
30 Sep
31 Oct
30 Nov
31 Dec
31 Jan
28 Feb
31 Mar
Commentary
Vodacom share price increased 2.1% for the year to close Total shareholder
atR132.69 on 31 March 2015 with a high of R139.20 on return
10April2014 and a low of R121.63 on 5 January 2015. Source: Bloomberg
American Depository Receipts (ADR)

Volume Closing
140 000 14.0
13.5
120 000 13.0
12.5
10 000
12.0
8 000 11.5
11.0
6 000 10.5
10.0
4 000
9.5
2 000 9.0
8.5
0 8.0
1Apr
1 May
1 Jun
1 Jul
1 Aug
1 Sep
1 Oct
1 Nov
1 Dec
1 Jan
1 Feb
1 Mar
Commentary 2015 Investor relations calendar

Vodacom American Depository Receipts (ADR) was converted to
sponsored ADR Level 1 from 1 July 2013. 16 July 2015
Vodacom Group AGM
23 July 2015
Quarterly results for the quarter ended 30 June 2015
09 November 2015
Interim results for the six months ended 30 September 2015
127
NON-IFRS
INFORMATION
The auditors report does not necessarily cover all of the information contained in this report. Shareholders are
therefore advised that in order to obtain a full understanding of the nature of the auditors work they should
obtain a copy of that report together with the accompanying financial information from the registered office
of the Company.
This report contains certain non-IFRS financial information which Normalised growth
has not been reviewed or reported on by the Groups auditors. The All amounts in this report marked with an * represents normalised
Groups management believes these measures provide valuable growth adjusted for foreign exchange and at a constant currency
additional information in understanding the performance of the (using current year as base) (collectively foreign exchange).
Group or the Groups businesses because they provide measures Webelieve that normalised growth, which is not intended to be
used by the Group to assess performance. However, this additional asubstitute for or superior to reported growth, provides useful
information presented is not uniformly defined by all companies, andnecessary information to investors and other interested parties
including those in the Groups industry. Accordingly, it may not be for the following reasons:
comparable with similarly titled measures and disclosures by other It provides additional information on underlying growth of the
companies. Additionally, although these measures are important in business without the effect of certain factors unrelated to the
the management of the business, they should not be viewed in operating performance of the business;
isolation or as replacements for or alternatives to, but rather as It is used for internal performance analysis; and
complementary to, the comparable IFRS measures. It facilitates comparability of underlying growth with other
companies, although the term normalised is not a defined term
under IFRS and may not, therefore, be comparable with similarly
titled measures reported by other companies.
TO FIND OUT MORE
PG 90 PG 91 PG 89 PG 121 PG 76
for the reconciliation of for the reconciliations of for the reconciliation of for the auditors report for the reconciliation
EBITDA to the closest headline earnings per cash generated by on the KPIs linked to ofreported normalised
equivalent IFRS measure, share and adjusted operations, the closest the strategies. growth.
operating profit, is headline earnings per equivalent IFRS measure,
provided in note 1 of the share to the respective to operating free cash
summarised consolidated closest equivalent IFRS flow and free cash flow.
annual financial measure, basic earnings
statements. per share.
CORPORATE
INFORMATION
Vodacom Group Limited Commercial bankers
(Incorporated in the Republic of South Africa) First National Bank (a division of FirstRand Bank Limited)
(Registration number 1993/005461/06) (Registration number 1966/010753/06)
(ISIN: ZAE000132577 Share code: VOD) Corporate Banking
(ISIN: ZAG000106063 JSE code: VOD008) 4 First Place, Corner of Pritchard and Simmonds Streets
(ISIN: US92858D2009 ADR code: VDMCY) Johannesburg 2001
(Vodacom) South Africa
(PO Box 7791, Johannesburg 2000, South Africa)
Secretary and registered office
The Standard Bank of South Africa Limited
of Vodacom Group Limited (Registration number 1962/000738/06)
Sandi Linford Corporate and Investment Banking
Vodacom Corporate Park 3 Simmonds Street
082 Vodacom Boulevard Johannesburg 2001, South Africa
Midrand 1685, South Africa (PO Box 61344, Marshalltown 2107, South Africa)
(Private Bag X9904, Sandton 2146, South Africa)
Telephone: +27 11 653 5000 Citibank, N.A.
Email: [email protected] (Registration number 1995/007396/10 Registered Bank)
(Incorporated under the National Banking Act
Sponsor of the United States of America)
145 West Street
UBS South Africa (Pty) Limited Sandown
(Registration number 1995/011140/07) Sandton 2196
64 Wierda Road East (PO Box 1800, Saxonwold 2132, South Africa)
Wierda Valley, Johannesburg 2196
South Africa
(PO Box 652863, Benmore 2010, South Africa) Transfer secretaries
Computershare Proprietary Limited
Debt sponsor (Registration number 2000/006082/07)
70 Marshall Street
Absa Bank Limited Johannesburg 2001
(acting through its Corporate and South Africa
Investment Banking Division) (PO Box 61051, Marshalltown 2107, South Africa)
15 Alice Lane
Sandton 2196
South Africa Group investor relations
Telephone: +27 11 653 5000
Auditors Email: [email protected]
Website: www.vodacom.com/main_ir.php
PricewaterhouseCoopers Inc.
32 Ida Street
Menlo Park Group media relations
Pretoria 0881 Telephone: +27 11 653 5000
South Africa Email: [email protected]
(PO Box 35296, Menlo Park 0102, South Africa) Website: www.vodacom.com/main_press.php
ADR depository bank

Deutsche Bank Trust Company Americas
c/o Ast and Trust Co
Peck Slip Station
(PO Box 2050, New York NY, 10272 2050)
129
DISCLAIMER
Trademarks
Vodafone, the Vodafone logo, Vodafone Mobile Broadband, Vodafone WebBox, Vodafone Passport, Vodafone live!, Power to You, Vodacom,
Vodacom m-pesa, Vodacom m-pawa, Vodacom Millionaires, Vodacom4Less and Vodacom Change the World are trademarks of
VodafoneGroup Plc (or have applications pending). Other product names mentioned herein may be trademarks of Vodacom (Pty) Limited,
Vodafone Group Plc or their respective owners (or have applications pending).
The trademarks RIM, BlackBerry, are owned by Research in Motion Limited and are registered in the US and may be pending or registered in
other countries. Java is a registered trademark of Oracle and/or its affiliates. Microsoft, Windows Mobile and ActiveSync are either registered
trademarks or trademarks of Microsoft Corporation in the US and/or other countries. Google, Google Maps and Android are trademarks of
Google Inc. Apple, iPhone and iPad are trademarks of Apple Inc., registered in the US and other countries. Other product and company names
mentioned herein may be trademarks of their respective owners.
Forward-looking statements
This integrated report, which sets out the annual results for Vodacom Group Limited for the year ended 31 March 2015, contains
forward-looking statements, which have not been reviewed or reported on by the Groups auditors, with respect to the Groups financial
condition, results of operations and businesses and certain of the Groups plans and objectives. In particular, such forward-looking statements
include statements relating to: the Groups future performance; future capital expenditures, acquisitions, divestitures, expenses, revenues,
financial conditions, dividend policy, and future prospects; business and management strategies relating to the expansion and growth of the
Group; the effects of regulation of the Groups businesses by governments in the countries in which it operates; the Groups expectations as to
the launch and roll out dates for products, services or technologies; expectations regarding the operating environment and market conditions;
growth in customers and usage; and the rate of dividend growth by the Group.
Forward-looking statements are sometimes, but not always, identified by their use of a date in the future or such words as will, anticipates,
aims, could, may, should, expects, believes, intends, plans or targets. By their nature, forward-looking statements are inherently
predictive, speculative and involve risk and uncertainty because they relate to events and depend on circumstances that will occur in the
future, involve known and unknown risks, uncertainties and other facts or factors which may cause the actual results, performance or
achievements of the Group, or its industry to be materially different from any results, performance or achievement expressed or implied by
such forward-looking statements. Forward-looking statements are not guarantees of future performance and are based on assumptions
regarding the Groups present and future business strategies and the environments in which it operates now and in the future.
All subsequent oral or written forward-looking statements attributable to the Group or any member thereof or any persons acting on their
behalf are expressly qualified in their entirety by the cautionary statements above and below. Vodacom expressly disclaims any liability in
respect of the content of any forward looking statement and also expressly disclaims any obligation or undertaking to disseminate any
updates or revisions to any forward-looking statements contained herein or to reflect any change in their expectations with regard thereto or
any change in events, conditions or circumstances on which any such forward-looking statement is based.
GLOSSARY
* All amounts in this integrated report marked with an BBBEE

* represent normalised growth adjusted for foreign Broad-based Black Economic Empowerment is a
exchange and at a constant currency (using current programme launched by the South African Government
year as base) (collectively foreign exchange). Also refer to redress the inequalities by giving previously
to the normalised growth reconciliation on page 74. disadvantaged groups opportunities previously not
available to them. It includes measures such as
# Information pertaining to South Africa only.
employment equity, skills development, ownership,
These items were included as part of our assurance management, socioeconomic development and
process for the current year. preferential procurement.
2G 2G networks are operated using global system for Black
mobile (GSM) technology which offer services such Black has the meaning for present purposes being
as voice, text messaging and basic data. In addition, Africans, Coloureds, Indians and Chinese who are natural
the entire Groups controlled networks support general persons and who are South African citizens by (i) birth
packet radio services (GPRS), often referred to as 2.5G. or descent, or (ii) naturalisation occurring (a) prior to
GPRS allows mobile devices to access internet protocol 27 April1994, being the commencement date of the
(IP) based data services such as the internet and email. Constitution of the Republic of South Africa of 1993,
or (b) after that date but who would have qualified for
3G A cellular technology based on wideband code division
naturalisation prior to that date if it were not for the
multiple access (CDMA) delivering voice and data
apartheid policies in place in South Africa.
services.
Brand leadership
LTE/4G 4G or long-term evolution (LTE) technology offers even
The Brand and Campaign tracking study provides an
faster data transfer speeds than 3G/HSPA.
understanding into category behaviours and attitudes
towards telecom brands. One of the key objectives is
Active customers to ascertain where our brand is positioned against our
Active customers are based on the total number of personality and differentiation pillars as per the brand
mobile customers using any service during the last three framework. Brand consideration is the key indicator which
months. This includes customers paying a monthly fee drives brand adoption and usage. While brand preference
that entitles them to use the service even if they do not is a key indicator of brand loyalty.
actually use the service and those customers who are
active while roaming. Broadband
Broadband is a method of measuring the capacity of
Active data customers different types of transmission. Digital bandwidth is
Number of unique customers who have generated measured in the rate of bits transmitted per second
revenue related to any data activities in relation to mobile (bps). For example, an individual ISDN channel has a
data revenue (this excludes SMS and MMS messaging bandwidth of 64 kilobits per second (kbps), meaning that
users) in the reported month. A user is defined as being it transmits 64 000 bits (digital signals) every second.
active if they are paying for a contractual monthly fee
forthis service or have used the service during the Business travel emissions (Scope 3)
reported period. Tonnes of CO2 arising from business travel which
includes air travel, hotel accommodation and car rental
ARPU (Scope 3 business travel emissions) for the 12 months
Total ARPU is calculated by dividing the average monthly ended 31March 2015. Scope 3 emissions are indirect
service revenue by the average monthly active customers emissions, other than purchased electricity, which can
during the period. be described as relevant to the activities of the reporting
Company such as air travel, hotel accommodation and
car rental. The measurement basis is based on the actual
numberof:
1. Kilometres travelled for car hire;
2.Air miles travelled (air travel); and
3. Hotel nights.
Measurement criteria for assured KPIs.

131
Churn Fibre rings

Churn is calculated by dividing the annualised number of The fibre rings have come to be used in many fibre
disconnections during the period by the average monthly networks as they provide more network resiliency; if there
customers during the period. is a failure along a route and a ring is broken, the direction
of the traffic can be reversed and the traffic will still reach
EBITDA
its final destination.
Earnings before interest, taxation, depreciation,
amortisation, impairment losses, profit/loss on disposal Fibre to the X (FTTx)
of investments, property, plant and equipment and The number of fixed line connections in South Africa
intangible assets and investment properties. which includes Fibre to the Home(FTTH) and Fibre to
the Business (FTTB).
EDGE
In most of our networks we also provide an advanced FICA
version of GPRS called enhanced data rates for GSM Financial Intelligence Centre Act, 38 of 2001.
evolution (EDGE). This provides download speeds of over
Free cash flow
200 kilobits per second (kbps) to customers.
Cash generated from operations less additions to
Electricity emissions (Scope 2) property, plant and equipment and intangible assets,
Tonnes of CO2 arising from electricity consumption of proceeds on disposal of property, plant and equipment
access and core network, data centres and buildings and intangible assets, tax paid, net finance charges paid
nationwide (Scope 2 electricity emissions) for the and net dividends received/paid to minority shareholders.
12months ended 31 March 2015. Scope 2 emissions are
Fuel emissions (Scope 1)
associated with the consumption of purchased electricity
Tonnes of CO2 arising from diesel usage at the office
from a source that is not owned or controlled by the
buildings, generators and Company-owned vehicles
reporting Company. Under the GHG Protocol, Indirect
(including petrol usage for Company-owned vehicles)
sources are those emissions related to the Companys
(Scope 1 fuel emissions), for the 12 months ended
activities that are emitted from sources owned or
31March 2015. Scope 1 emissions are from sources
controlled by another Company.
owned or controlled by the reporting Company in relation
Engagement Index to diesel consumption relating to generators used and
The Engagement Index is based on the percentage of Company owned vehicles (including petrol usage).
people who responded to seven questions included in
GSMA
the People Survey:
Groupe Speciale Mobile Association.
1.Overall, how do you rate Vodacom as a place to work
compared to other organisations you know about?
2. Im proud to work for Vodacom. HEPS
3. Im proud to work for my local market/Group function. Headline earnings per share. Refer to page 67 for HEPS
4.Considering everything, how satisfied are you at reconciliation.
Vodacom at the present time?
5.I feel motivated to do more than is expected of me to HSPA
get the job done. High-speed packet access or third generation (3G) is a
6.Would you recommend Vodacom to family or friends wireless technology operating wideband code division
as a place to work? multiple access (W-CDMA) technology, providing
7.Given my choice, I plan to continue working for customers with voice, video telephony, multimedia
Vodacom for ... years. messaging and high-speed data services.
The measurement basis for calculating the Engagement
Index is based on a geometric mean of the seven
questions. On a scale from 1 to 5, a rating is attached by
translating each score to a specific weighting, which is
then divided by the total number of respondents.

GLOSSARY continued
ICT Mobile internet

Information and communications technology includes Browser based access to the internet or web applications
any communication device or application, encompassing: using a mobile device, such as a smartphone, connected
radio, television, mobile phones, computer and to a wireless network.
networkhardware and software, satellite systems and
Mobile termination rate (MTR)
so on, as well as the various services and applications
A per minute charge paid by a telecommunications
associated with them, such as video conferencing and
network operator when a customer makes a call to
distance learning.
another mobile or fixed-line network operator.
IFRS
m-pawa
International Financial Reporting Standards.
A savings and loans product based on a mobile platform.
Interconnect
m-pesa
Refers to the joining of two or more telecommunications
A mobile payment solution that enables customers to
networks. Networks need to interconnect to enable traffic
complete simple financial transactions by mobile phone.
to be transmitted to and from destinations. The amounts
paid and received by the operators vary according to MPLS
distance, time, the direction of traffic, and the type of Multiprotocol label switching (MPLS) is a standards-
networks involved. approved technology for speeding up network traffic flow
and making it easier to manage.
International
International comprises the segment information M2M
relating to the non-South African-based cellular Machine-to-machine. M2M communications, or
networks in Tanzania, the Democratic Republic of Congo, telemetry, enable devices to communicate with one
Mozambique and Lesotho, as well as the operations of another via built-in mobile SIM cards.
Vodacom International Limited, Vodacom Business Africa
n/a
and Gateway Carrier Services.
Not applicable.
JIBAR
n/m
Johannesburg Interbank Agreed Rate.
Not measured.
JSE
Net Promoter Score
JSE Limited.
Net Promoter Score is a measure of the relationship
King III between customers and brand that is predictive of
King Report on Governance in South Africa 2009. growth. The Net Promoter Score is based on customer
recommendation in the form of the question: Would you
recommend your operator to family/friends/colleague?
LTE
The likelihood to recommend is measured on a 1 to
Long-term evolution technology is an LTE/4G technology
10 scale for which a median score is calculated and
which offers even faster data transfer speeds than 3G/
expressed as a percentage of customers who participated
HSPA, increases network capacity and is able to deliver
with 5 being introduced as a neutral point.
sustained customer throughputs of between 6 12 mbps
in real network conditions. Operating expenses to service revenue
Operating expenses to service revenue is calculated using
Microwave
the total operating expenses for the year, excluding direct
Radio transmission using very short wavelengths.
expenses, depreciation, amortisation and trading foreign
Minutes of use (MOU) exchange as a percentage of service revenue as disclosed
MOU per month is calculated by dividing the average in the financial results for the year ended 31 March 2015.
monthly minutes (traffic) during the period by the
Operating free cash flow
average monthly active customers during the period.
Cash generated from operations less additions to
Mobile broadband devices property, plant and equipment and intangible assets
All broadband connection devices, including data cards, other than licence and spectrum payments and
dongles and embedded modems. purchases of customer bases, net of proceeds on disposal
of property, plant and equipment and intangible assets,
other than licence and spectrum payments and disposals
of customer bases.
133
Penetration Smart devices

Number of SIMs in a country as a percentage of the Smart devices include smartphones, tablets and
countrys population. Penetration can be in excess of modems.
100% due to customers owning more than one SIM.
South Africa
RAN Vodacom South Africa is commonly referred to
Radio access network is part of a mobile as SouthAfrica in the integrated report. It relates to
telecommunications system which conceptually sits Vodacom(Pty) Limited, a private limited liability
between the mobile phone and the base station. company duly incorporated in accordance with the
laws of South Africa and its subsidiaries, joint ventures
Reputation Index
and SPVs.
The index reflects the definition of reputation which is
a measure of the overall levels of reputation and trust. Spectrum
Stakeholders are asked to provide a score (i.e. feedback) The radio frequency bands and channels assigned for
on both overall reputation and trust. The measurement telecommunication services.
basis for calculating the Reputation Index is based on
Speed Score
the average mean calculated per country based on
Speed Score % is based on the percentage of people
a rating scale of 1 to 10 for which a median score is
who have responded favourably to the People Survey
calculated and expressed as a percentage of stakeholders
question: My local market/group function operates with
who participated in the survey. A total average is then
speed. The measurement basis for calculating the Speed
calculated by totalling each countrys individual average
Score is based on an average mean calculated using the
and dividing it by the total number of countries. The
total favourable responses divided by the total number of
questions used in the survey relate to the overall
respondents. Only scores that have been rated strongly
impression and trust that stakeholders have for Vodacom.
agree and agree are used in this calculation.
Roaming
Switch
Allows our customers to make calls on other operators
A computer that acts as a conduit and director of traffic.
mobile networks while travelling abroad.
It is a means of sharing resources on a network.
Simplicity Score
Tablet
Simplicity Score % is based on the percentage of people
A tablet is a slate-shaped, mobile or portable, casual
who have responded favourably to the People Survey
computing device equipped with a finger-operated
question of: My local market/group function operates
touchscreen or stylus, for example, the Apple iPad.
with simplicity. The measurement basis for calculating
the Simplicity Score is based on an average mean TSR
calculated using the total favourable responses divided Total shareholder returns consist of the aggregate share
by the total number of respondents. Only scores that price appreciation and dividend yield.
have been rated strongly agree and agree are used in
Traffic
this calculation.
Traffic comprises total traffic registered on Vodacoms
SIM penetration mobile network, including bundled minutes, promotional
Number of SIMs in a country as a percentage of the minutes and outgoing international roaming calls, but
countrys population. Penetration can be in excess of excluding national roaming calls, incoming international
100% due to customers owning more than one SIM. roaming calls and calls to free services.
Smartphone Vodafone
A smartphone is a mobile phone offering advanced Vodafone Group Plc ultimately controls the Vodacom
capabilities, including access to email and the internet. Group and owns 65.0% of the issued shares through
Vodafone Holdings SA (Pty) Limited and Vodafone
Investments SA (Pty) Limited. Vodafone Group Plc is
incorporated and domiciled in the United Kingdom.

NOTICE OF
ANNUAL GENERAL MEETING
VODACOM GROUP LIMITED
(Incorporated in the Republic of South Africa)
(Registration number 1993/005461/06)
(ISIN: ZAE000132577 Share code: VOD)
(ISIN: ZAG000106063 JSE code: VOD008)
(ISIN: US92858D2009 ADR code: VDMCY)
(Vodacom or the Company)
Notice is hereby given that the twentieth annual general meeting of the Company will be held on Thursday 16 July 2015, at Vodacom World,
082 Vodacom Boulevard, Midrand, Johannesburg, South Africa at 10:00 to conduct the following business:
1. Adoption of audited consolidated annual financial statements

To receive and consider the audited consolidated annual financial statement for the year ended 31 March 2015.
Ordinary resolution number 1

RESOLVED THAT the audited consolidated annual financial statements of the Company and its subsidiaries, together with the
auditors,Audit, Risk and Compliance Committee and directors reports for the year ended 31 March 2015, be and are hereby
receivedand adopted.
Copies of the full audited consolidated annual financial statements for the year ended 31 March 2015 are obtainable from the
Companys website www.vodacom.com.
2. Election of directors
To elect by way of separate resolutions:
2.1 Ms BP Mabelane as a director, having been appointed since the last annual general meeting of the Company is in accordance with
the provisions of the Companys memorandum of incorporation, obliged to retire at this annual general meeting.

RESOLVED THAT Ms BP Mabelane be and is hereby elected as a director of the Company.
2.2 Messrs DH Brown, IP Dittrich and M Joseph are obliged to retire by rotation at this annual general meeting in accordance with the
provisions of the Companys memorandum of incorporation. Having so retired, Messrs DH Brown, IP Dittrich and M Joseph are
eligible forre-election as directors.

RESOLVED THAT Mr DH Brown be and is hereby re-elected as a director of the Company.

RESOLVED THAT Mr IP Dittrich be and is hereby re-elected as a director of the Company.

RESOLVED THAT Mr M Joseph be and is hereby re-elected as a director of the Company.
135
The profiles of the directors up for re-election appear in this notice of annual general meeting:
BAFELEANG PRISCILLAH MABELANE (41)
BCom (Hons), CA(SA), Dip in Tax
Independent non-executive director

Member of the Audit, Risk and Compliance Committee
Priscillah Mabelane is currently the Chief Financial Officer of BP Southern Africa (BPSA), a position she has held since 2011. Prior to
joining BPSA, Priscillah was the Executive Director of Finance at the Airports Company of South Africa (ACSA), responsible for the
development and implementation of financial strategies for the Group. She has held senior management roles in a number of large
companies. These include Ernst & Young where she was a Tax Director, Eskom Holdings Limited where she held various roles in
Finance, Tax and General Management. She also served as a Non-Executive Director at ACSA. Priscillah was appointed to the
Vodacom Group Board in December 2014.
DAVID HUGH BROWN (52)
BCom, CTA (UCT), CA(SA)

Chairman of the Audit, Risk and Compliance Committee and a member of the Remuneration Committee
David was appointed as Chief Executive Officer of Coal of Africa Limited effective from February 2014. He was previously the
non-executive Chairman from August 2012 and then the executive Chairman and is a non-executive director of Edcon Holdings
Limited aswell as Chairman of the Audit and Risk Committee. He is the former CEO of Impala Platinum Holdings Limited (Implats)
and was Chairman of Impala Platinum Limited and Zimplats Holdings Limited, the two major operating subsidiaries within the
Implats group. David was CEO from 2006 to 2012 and before that, he served as Chief Financial Officer from 1999. Prior to that, David
worked in the Information Technology sector for four years and for the Exxon Mobil Corporation in Europe for five years. He served
his articles with Ernst & Young. David was appointed to the Vodacom Group Board in January 2012.
IVAN PHILIP DITTRICH (42)
BCom Accounting Honours, CTA, CA(SA)
Chief Financial Officer and executive director of Vodacom Group

Member of the Vodacom Group Executive Committee
Non-executive Director of Vodacom South Africa
Ivan joined the Group on 15 June 2012 from Datatec where he had been Chief Financial Officer since May 2008 and executive
director on the board of Datatec since March 2008. Ivan held a number of senior executive positions at Datatec, including that
ofgroup corporate director, corporate finance manager and Company Secretary, in a career that spanned over 13 years.
Hesuccessfully managed Datatecs dual listing in London in 2006. Prior to joining Datatec, Ivan worked for PricewaterhouseCoopers
in London and Deloitte in South Africa.
MICHAEL JOSEPH (69)
BSc (UCT), Member of the Institute of Electrical Engineering and Electronic Engineers,
Honorary Doctorate Letters from Africa Nazarene University
Non-executive director
Michael Joseph is employed by Vodafone Group Services Limited as the Director of Mobile Money. Previously, Michael was the CEO
of Safaricom Limited from July 2000 when the company was re-launched as a joint venture between Vodafone UK and Telkom
Kenya until his retirement in November 2010. He has extensive international experience in company start-ups, the implementation
and operation of large wireless and fixed-line networks, including operations in Hungary, Spain, Brazil, Peru, Argentina, Korea, the
USA, Australia and the Middle East. Michael has been the recipient of many awards, including CEO of the Year awarded by the Kenya
Institute of Management, the Moran of the Order of the Burning Spear and the Elder of the Order of the Burning Spear (awards given
by the President of Kenya to those who have made a positive impact in Kenya). He was appointed to the Vodacom Group Board in
May 2009.
NOTICE OF ANNUAL GENERAL MEETING continued
3. Appointment of PricewaterhouseCoopers Inc. as auditors of the Company

To appoint PricewaterhouseCoopers Inc., as nominated by the Companys Audit, Risk and Compliance Committee, as independent
auditors of the Company, to hold office until the conclusion of the next annual general meeting of the Company. It is noted that the
individual registered auditor who will undertake the audit during the financial year ending 31 March 2016 is Mr D von Hoesslin.

RESOLVED THAT PricewaterhouseCoopers Inc. be and are hereby appointed as the auditors of the Company to hold office until the
conclusion of the next annual general meeting.
4. Approval of the remuneration philosophy

To consider and approve the remuneration philosophy as contained in the Remuneration report for the year ended 31 March 2015 as set
out on pages 108 to 109 of the integrated report.

RESOLVED THAT the remuneration philosophy for the year ended 31 March 2015 be and is hereby approved.
Shareholders are reminded that in terms of King III, the passing of this ordinary resolution is by way of a non-binding vote.
5. Appointment of the members of the Audit, Risk and Compliance Committee

To elect, by way of separate resolutions, the following independent non-executive directors, as members of the Companys Audit,
Riskand Compliance Committee:

RESOLVED THAT Mr DH Brown be and is hereby re-elected as a member of the Companys Audit, Risk and Compliance Committee.

RESOLVED THAT Mr PJ Moleketi be and is hereby re-elected as a member of the Companys Audit, Risk and Compliance Committee.

RESOLVED THAT Ms BP Mabelane be and is hereby elected as a member of the Companys Audit, Risk and Compliance Committee.
The profiles of the directors up for membership appear in this notice of annual general meeting:
PHILLIP JABULANI MOLEKETI (JABU) (57)
Postgraduate Diploma in Economic Principles (London), AMP (Harvard), MSc (London)

Chairman of the Social and Ethics Committee
Member of the Audit, Risk and Compliance Committee
Jabu is the non-executive Chairman of Brait SA and the Development Bank of South Africa. He is a former non-executive director of
Nedbank and former member of the Local Organising Committee 2010 FIFA World Cup. He is a former Deputy Minister of Finance
(2004 2008) and former MEC of Financial and Economic Affairs in the Gauteng Provincial Government (1994 2004). He is a director
ofseveral companies listed on the JSE Limited. Jabu was appointed to the Vodacom Group Board in November 2009.
6. Special business
6.1 General authority to repurchase shares in the Company
Special resolution number 1
RESOLVED THAT the Company, or any of its subsidiaries, be and they are hereby authorised, by way of a general authority, to acquire
ordinary shares in the Company, subject to the provisions of the Companies Act, No 71 of 2008, as amended (the Act), and the
ListingsRequirements of the JSE Limited (the JSE), provided that:
(a) the general authority in issue shall be valid only until the Companys next annual general meeting and shall not extend beyond
15(fifteen) months from the date of this resolution;
137
(b) any general repurchase by the Company and/or any of its subsidiaries of the Companys ordinary shares in issue shall not in
aggregate in one financial year exceed 5% (five percent) of the Companys issued ordinary share capital at the time that the
authority is granted;
(c) no acquisition may be made at a price more than 10% (ten percent) above the weighted average of the market price of the
ordinaryshares for 5 (five) business days immediately preceding the date of such acquisition;
(d) the repurchase of the ordinary shares are effected through the order book operated by the JSE trading system and done without
anyprior understanding or arrangement between the Company and the counterparty (reported trades are prohibited);
(e) the Company may only appoint one agent at any point in time to effect any repurchase(s) on the Companys behalf;
(f) the authorisation thereto is given by the Companys memorandum of incorporation;
(g) the Company or its subsidiary may not repurchase shares during a prohibited period unless it has in place a repurchase programme
where the dates and quantities of securities traded during the relevant period are fixed (not subject to any variation) andhas been
submitted to the JSE in writing. The Company must instruct an independent third party, which makes its investment decisions in
relation to the Companys securities independently and uninfluenced by the Company, prior to the commencement ofthe
prohibited period to execute the repurchase programme submitted to the JSE;
(h) the general authority may be varied or revoked by special resolution of the members prior to the next annual general meeting of
the Company; and
(i) should the Company or any subsidiary cumulatively repurchase, redeem or cancel 3% (three percent) of the initial number of the
Companys ordinary shares in terms of this general authority and for each 3% (three percent) in aggregate of the initial number
ofthat class thereafter in terms of this general authority, an announcement shall be made in terms of the Listings Requirements
ofthe JSE.
Having considered the effect on the Company of the maximum repurchase under this annual general authority, the directors are of the
opinion that:
the Company shall meet a solvency and liquidity test as contemplated in the Act;
the Company and the Group will be able to pay its debts for a period of 12 (twelve) months after the date of this notice of annual
general meeting;
the assets of the Company and the Group will be in excess of the liabilities of the Company and the Group for a period of
12(twelve)months after the date of this notice of annual general meeting which assets and liabilities have been valued in
accordance with the accounting policies used in the audited consolidated annual financial statements of the Group for the
yearended 31 March 2015;
the share capital and reserves of the Company and the Group will be adequate for the ordinary course of business purposes for
aperiod of 12 (twelve) months after the date of this notice of annual general meeting; and
the working capital of the Company and Group are considered adequate for ordinary business purposes for a period of
12(twelve)months after the date of this notice of annual general meeting.
Reason for and effect of special resolution number 1

The reason for the special resolution is to grant the Company a general authority or permit a subsidiary Company to acquire ordinary
shares in the Company. The effect of this special resolution is to confer a general authority on the Company or a subsidiary to repurchase
ordinary shares in the Company which are in issue from time to time.
The Board has considered the impact of a repurchase of up to 5% (five percent) of the Companys shares, being within the maximum
permissible under a general authority in terms of the JSE Listings Requirements. Should the opportunity arise and should the directors
deem it in all respects to be advantageous to the Company to repurchase such shares, it is deemed appropriate that the Company or a
subsidiary be authorised to repurchase the Companys shares. Any shares that may be repurchased for the time being shall be in
connection with awards made in the normal course in respect of the Companys Forfeitable Share Plan. During financial 2015, the
Company acquired 1 529 808 shares in the market for purposes of awards of the Forfeitable Share Plan.
Disclosure in terms of section 11.26 of the JSE Listings Requirements

The JSE Listings Requirements require the following disclosures, which are disclosed in the audited consolidated annual financial
statements and this integrated report as set out below:
Page
Major shareholders 125
Share capital
Authorised
4 000 000 000 ordinary shares of no par value
Issued
1 487 954 000 ordinary shares of no par value
Directors responsibility statement

The directors, whose names appear on page 22 collectively and individually accept full responsibility for the accuracy of the information
pertained to this special resolution and certify to the best of the their knowledge and belief there are no facts that have been omitted
which would make any statement false or misleading and that all reasonable enquiries to ascertain such facts have been made and this
special resolution contains all the information required by the JSE Listings Requirements.
Material change
There has been no material change in the affairs of or financial position of the Company and its subsidiaries since year end.
6.2 Increase in non-executive directors fees

RESOLVED THAT the level of non-executive directors fees be increased with effect from 1 August 2015 on the basis set out as follows:
Current fee Proposed fee Increase

R R %
Chairman of the Board* 2 000 000 2 100 000 5.0

Member of the Board 340 000 360 000 5.9
Chairman of the Audit, Risk and Compliance Committee 250 000 300 000 20.0
Member of the Audit, Risk and Compliance Committee 150 000 160 000 7.0
Chairman of the Remuneration Committee 220 000 230 000 4.5
Member of the Remuneration Committee 125 000 130 000 4.0
Chairman of the Nomination Committee 200 000 210 000 5.0
Member of the Nomination Committee 115 000 120 000 4.3
Chairman of the Social and Ethics Committee 190 000 200 000 5.3
Member of the Social and Ethics Committee 110 000 115 000 4.5
Other** 100 000 100 000
* This is an all in fee. The Chairman does not earn any other fees other than this despite being the Chairman of the Nomination Committee and member of the
SocialandEthicsCommittee.
** Other fees are for payment of attendance of ad hoc committees that may be set up from time to time to deal with special items requiring attention by the Board.
Insteadofconvening a full Board meeting, these ad hoc committees then meet to review the matter concerned.
139

The reason for proposing special resolution number 2 is to ensure that the level of fees paid to non-executive directors remain
competitive to enable the Company to attract and retain persons of the calibre required in order to make a meaningful contribution
tothe Company, having regard to the appropriate capability, skills and experience required.
The effect of special resolution number 2 is the level of fees as set out above is increased with effect from 1 August 2015.
6.3 Section 45 Approval financial assistance to related and inter-related companies

RESOLVED THAT the Board of the Company is hereby authorised in terms of Section 45(3)(a)(ii) of the Companies Act No 71 of 2008,
asamended (the Act), as a general approval (which approval will be in place for a period of two years from the date of adoption of this
special resolution 1), to authorise the Company to provide any direct or indirect financial assistance (financial assistance will herein
have the meaning attributed to such term in section 45(1) of the Act) that the Board may deem fit to any related or inter-related
company of the Company (related and inter-related will herein have the meaning as attributed to those terms in section 2 of the Act),
on the terms and conditions and for the amounts that the Board may determine.

The main purpose for this authority is to grant the Board the authority to provide inter-Group loans and other financial assistance for
purposes of funding the activities of the Group. The Board undertakes that it will not adopt a resolution to authorise such financial
assistance, unless the directors are satisfied that:
Immediately after providing the financial assistance, the Company would satisfy the solvency and liquidity test as contemplated
inthe Act; and
The terms under which the financial assistance is proposed to be given are fair and reasonable to the Company.
Notice in terms of Section 45(5) is hereby given that any financial assistance contemplated in special resolution number 3 will in all
likelihood exceed one-tenth of one percent of the Companys net worth at the date of adopting such a resolution. This notice is also
relevant for any trade union representing any employees of the Company.
Record date
T he record date for shareholders to be registered in the books of the Company for purposes of being entitled to attend, speak and vote at the
twentieth annual general meeting is Friday 10 July 2015.
In accordance with the Act, shareholders attending the annual general meeting will need to present reasonable satisfactory identification
such as an identity book, passport or drivers licence.
Participation by way of electronic means

Shareholders or their proxies may participate in the annual general meeting by way of electronic means. Such shareholder (or proxy)
willneedto contact Mr Lebogang Mogoane at Vodacom on +27 11 653 5922 by no later than 09:00 on Monday 13 July 2015 so that the
Company can provide for a teleconference dial-in-facility. Shareholders must ensure that, when such shareholder intends to participate
viateleconference, that the voting proxies are sent through to the transfer secretaries, Computershare Proprietary Limited bynolater than
10:00 on Wednesday 15 July 2015. Participants must dial the following number, five (5) minutes prior to start of the annualgeneral meeting
+2711535 3600.
Voting and proxies

Ordinary shareholders are entitled to attend, speak and vote at the annual general meeting.
Ordinary shareholders may appoint a proxy to attend, speak and vote in their stead. A proxy need not be a shareholder of the Company.
In accordance with the Companys memorandum of incorporation, voting shall be by ballot only.
Special resolutions to be adopted at this annual general meeting require approval from 75% of the shares represented in person or by proxy at
this meeting. Ordinary resolutions to be adopted only require approval of a simple majority.
Shareholders holding dematerialised shares, but not in their own name must furnish their Central Securities Depositary Participant (CSDP)
or broker with their instructions for voting at the annual general meeting. If your CSDP or broker, as the case may be, does not obtain
instructions from you, it will be obliged to act in accordance with your mandate furnished to it, or if the mandate is silent in this regard,
complete the form of proxy enclosed.
Unless you advise your CSDP or broker, in terms of the agreement between you and your CSDP or broker by the cut off time stipulated
therein, that you wish to attend the annual general meeting or send a proxy to represent you at this annual general meeting, your CSDP
orbroker will assume that you do not wish to attend the annual general meeting or send a proxy.
If you wish to attend the annual general meeting or send a proxy, you must request your CSDP or broker to issue the necessary letter
ofauthority to you. Shareholders holding dematerialised shares, and who are unable to attend the annual general meeting and wish to be
represented thereat, must complete the form of proxy enclosed in accordance with the instructions therein and lodge it with or mail to
thetransfer secretaries.
Forms of proxy (which form may be found enclosed) should be forwarded to reach the transfer secretaries, Computershare Proprietary Limited
by no later than 10:00 on Wednesday 15 July 2015.
The completion of a form of proxy does not preclude any shareholder attending the annual general meeting.
By order of the Board
Sandi Linford
Group Company Secretary
12 June 2015
141
FORM OF PROXY
VODACOM GROUP LIMITED
(Incorporated in the Republic of South Africa)
(Registration number 1993/005461/06)
(ISIN: ZAE000132577 Share code: VOD)
(ISIN: ZAG000106063 JSE code: VOD008)
(ISIN: US92858D2009 ADR code: VDMCY)
(Vodacom or the Company)
For use by certified and dematerialised shareholders who have own name registration of securities at the annual general meeting to be held at 10:00
at Vodacom World, 082 Vodacom Boulevard, Midrand, Johannesburg, South Africa on Thursday 16 July 2015.
I/We (Please print full names)
being the holders of shares in the Company, hereby appoint (see Note 1)
1. or failing him/her,
2. or failing him/her,
the Chairman of the annual general meeting as my/our proxy to attend and speak and vote for me/us on my/our behalf at the annual general
meeting which will be held for the purpose of considering and, if deemed fit, passing the ordinary and special resolutions to be proposed and at each
adjournment of the meeting and to vote for or against the ordinary and special resolutions or to abstain from voting in respect of the shares in the
issued capital of the Company registered in my/our name/s, in accordance with the following instructions (see note 2).
Insert an X or the number of shares (see note 2)
Number of ordinary shares

For Against Abstain
1. Ordinary resolution number 1

Adoption of audited consolidated annual financial statements
Election of Ms BP Mabelane as a director
Re-election of Mr DH Brown as a director
Re-election of Mr IP Dittrich as a director
Re-election of Mr M Joseph as a director
Appointment of PricewaterhouseCoopers Inc. as auditors of the Company
Approval of the remuneration philosophy
Re-election of Mr DH Brown as a member of the Audit, Risk and Compliance Committee of the Company
Re-election of Mr PJ Moleketi as a member of the Audit, Risk and Compliance Committee of the Company
Election of Ms BP Mabelane as a member of the Audit, Risk and Compliance Committee of the Company
11. Special resolution number 1
General authority to repurchase shares in the Company
Increase in non-executive directors fees
Section 45 Approval financial assistance to related and inter-related companies
(Indicate with an X or the relevant number of shares, in the applicable space, how you wish your votes to cast). Unless otherwise directed the proxy
will vote as he/she thinks fit.
Signed at on 2015
Signature Assisted by me (where applicable)
Completed forms of proxy must be lodged with Computershare Proprietary Limited by no later than 10:00 on Wednesday 15 July 2015.
Please read the notes on the reverse side of this proxy form.
NOTES TO THE FORM OF PROXY

1. A shareholder may insert the name of a proxy or the names of two alternative proxies of the shareholders choice in the space/s provided,
with or without deleting the Chairman of the annual general meeting but any such deletion must be initialled by the shareholder. The
person whose name stands first on the form of proxy and who is present at the annual general meeting will be entitled to act as proxy to
the exclusion of those whose names follow.
2. Please insert an X in the relevant space according to how you wish your votes to be cast. However, if you wish to cast your votes in
respect of a lesser number of shares than you own in the Company, insert the number of shares held in respect of which you wish to
vote. Failure to comply with the above will be deemed to authorise the proxy to vote or to abstain from voting at the annual general
meeting as he/she deems fit in respect of all the shareholders votes exercisable at the meeting. A shareholder or his/her proxy is not
obliged to use all the votes exercisable by the shareholder or by his/her proxy, but the total of the votes cast and in respect of which
abstention is recorded may not exceed the total of the votes exercisable by the shareholder or by his/her proxy.
3. Forms of proxy must be received by the transfer secretaries, Computershare Proprietary Limited (Computershare), 70 Marshall Street,
Johannesburg 2001 (PO Box 62053, Marshalltown 2107) by no later than 10:00 on Wednesday 15 July 2015. You may also email a
completed form of proxy to [email protected].
4. The completion and lodging of this form of proxy will not preclude the relevant shareholder from attending the annual general meeting
and voting in person at the meeting to the exclusion of any proxy appointed in terms of this form of proxy.
5. Documentary evidence establishing the authority of a person signing this form of proxy in a representative capacity must be attached to
this form of proxy unless previously recorded by Computershare or waived by the Chairman of the annual general meeting.
6. Any alterations or corrections made to this form of proxy must be initialled by the signatory/ies.
7. A minor must be assisted by his/her parent or guardian unless the relevant documents establishing his/her legal capacity are produced
or have been registered by Computershare.
8. The Chairman of the annual general meeting may accept any form of proxy which is completed other than in accordance with these
notes if he is satisfied as to the manner in which the shareholder wishes to vote.
Transfer secretaries:
Computershare Proprietary Limited
70 Marshall Street
Johannesburg 2001
PO Box 62053, Marshalltown 2107
Telephone: 011 370 5000
Call Centre: 086 110 0918
143
Vodacom
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What is the purpose and scope of the report?

What is the purpose and scope of the report?

What are the company's main business activities?

What are the company's main business activities?

Integrated

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62 Q&A WITH THE CFO

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Scope Materiality determination

TO FIND PG 129 PG 15 PG 04 and 06 PG 120

Social Customers and communities

WHAT MATTERS MOST

Government Investors and

Our five strategic priorities:

Customer Growth Operations People Reputation

Business Suppliers Communities Media

WHY IS IT MATERIAL HOW WERE MANAGING IT Link to

Additional spectrum allocation

Our five strategic priorities:

Customer Growth Operations People Reputation

WHY IS IT MATERIAL HOW WERE MANAGING IT Link to

Maintaining investment in our networks

Broadening our service offering

Notwithstanding these pressures, during the year under review, the

Our business Strategic review Performance review Governance review Administration

Chairmans statement continued

Our business Strategic review Performance review Governance review Administration

20 YEARS Vodacom is awarded a licence to operate

2002 2003 2004 2005 2006

2009 2010 2011 2012

mobile market access to the ISO 14001 commercial mobile network

2013 2014 We complete our RAN renewal project,

Distribution channels are integral to our business

Our business Strategic review Performance review Governance review Administration

Points of presence for Vodacom Business Africa

Points of presence for

South Africa Lesotho Mozambique

to our the resources and relationships that

Social and relationship capital Procurement

Total reinvested back into the business

Our business Strategic review Performance review Governance review Administration

How we sustain our ability to create value

Our material issues

were actively managing, linked

We generate revenue Net profit

Reinvested in our business

Mobile and fixed

Our business Strategic review Performance review Governance review Administration

WERE EXPANDING OUR

OUR MOBILE FINANCIAL SERVICES, m-pesa WITH 8.1 MILLION

WERE SERIOUS ABOUT

Our business Strategic review Performance review Governance review Administration

SINCE LISTING ON THE JSE,

WE CONTRIBUTED WE RETAINED OUR LEVEL 2

WE LAUNCHED THE INNOVATOR TRUST TO ASSIST

18 SME COMPANIES. for South African e-Education

Mohamed Shameel Aziz Joosub (44) Ivan Philip Dittrich (42)

Our business Strategic review Performance review Governance review Administration

Opportunity: South Africa

We have access to over 32 million customers in South Africa.

Leverage Vodafones position as the global market leader