Vodafone contributed €1.4 billion (funded by a loan secured against our Indian assets), and our partner Aditya Birla Group committed €0.9 billion. India has the highest number of Vodafone customers at 223 millions. 110 million; and Vodafone became a fully owned brand of Racal. All else being equal, these improvements lay the foundation for a gradual recovery in our performance in FY20.In May 2018, we announced the acquisition of Liberty Global’s assets in Germany, the Czech Republic, Hungary and Romania. Through such contracts our vision is that the industry commits to intensify its efforts to simplify and improve services to customers, and ensures better network coverage, whereas in return regulators reassess their approach to the sector, ensuring a competitive environment that provides an adequate return on the substantial investments that will be needed to deliver an inclusive digital society.Capital smart infrastructure partnershipsIn 2018, we rebranded our former Enterprise division as ‘Vodafone Business’, in order to increase our brand recognition as we broaden the services we offer.We recognise our responsibility to respect the human rights of every individual who works for us, either as an employee or through our supply chain, and of the communities close to our operations. Vodafone Vodafone Group plc is a British multinational telecommunications company headquartered in London. The number of fixed customers purchasing a combined package grew by 286,000 to 1.3 million households.
This will have a material impact on our reported service revenue growth, as it will eliminate the large drag from the adoption of handset financing in the UK.By empowering women and promoting gender equality, we can enable communities, economies and businesses – including our own – to prosper. Oxfam's first paid employee was Joe Mitty, who began working at the Oxfam shop on Broad Street, Oxford on 9 November 1949.
We package the media box using fewer materials, almost all of which are suitable for reuse. This contributed to a 12% year-on-year reduction in the frequency of customer contacts to our call centres in Q4.Looking ahead, we see further opportunities from centralising European network design and engineering functions, as well as IT operations.Europe’s leading TV and content distribution platformIn an increasingly digital world, we see the emergence of new technologies including big data analytics, artificial intelligence agents and robotic process automation (‘RPA’) as a compelling opportunity to structurally transform the Group’s operating model and fundamentally reshape our cost base, while also improving the overall experience for our customers.Our strategy for 5G deployment will be one of co-leadership, matching the pace of other leaders in each market.
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As a result we now expect to reduce net operating expenses in Europe and common functions by at least €1.2 billion by the end of FY21 compared to the FY18 levels, implying an annual run rate saving of c.€400 million. In order to drive out cost and increase commercial agility we now are taking a more radical approach.The decision to rebase our dividend in order to support the execution of our strategy and rebuild financial headroom has not been taken lightly.
We have also commenced our roll-out in the Netherlands.Improving return on capital and driving commercial and operational performance will be the top priorities for your Board and for the company, aiming to make Vodafone the best value proposition in our industry for customers and for shareholders.To extend our competitive advantage and improve returns by:And third, deleveraging the balance sheet through organic EBITDA growth, enhanced cash generation, non-core asset sales and working capital initiatives. This includes relief initiatives capacity building for poverty-stricken regions, campaigning for policy change at both national and international levels, and providing support and relief in emergency situations such as the recent Haiti crisis.Vodafone Mobile technology is already a vital tool in people’s lives and our aim is for Vodafone’s mobile services to further improve people’s livelihoods and quality of life.Reason 1: Businesses set aims and objectives, so as to be able to measure their progress towards their stated goals for a particular financial term or business period. This legacy creates significant complexity for customers, and an immense and costly IT infrastructure for us to manage, which limits our commercial agility.As Group CFO I am focused on three key objectives for the business. Importantly, by ensuring that we only share networks with partners who share our determination to operate leading Gigabit networks, we will not compromise our differentiation compared to value players.We completed the merger of Vodafone India and Idea Cellular in August 2018, creating a new leading player, Vodafone Idea. In addition, we decided to strengthen Vodafone Idea’s balance sheet by raising €3.2 billion of new equity through a rights issue, which completed in May 2019. Vodafone contributed €1.4 billion (funded by a loan secured against our Indian assets), and our partner Aditya Birla Group committed €0.9 billion. Adding incremental capacity to the network will now take a matter of hours rather than having to plan weeks or months in advance.One of Nick’s first decisions was to put the company’s refreshed purpose – ‘We connect for a better future’ – at the core of our strategy.
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