1. Service Intelligence Reactive We fix what we’re told to Reactive We fix what we’re told to Control We fix things efficiently & consistently Control We fix things efficiently & consistently Proactive We fix things before the customer tells us Proactive We fix things before the customer tells us Pre-emptive We fix things before they fails or the customer knows Pre-emptive We fix things before they fails or the customer knows CWU Briefing

2. Objectives of the session  To provide an update on the Service Intelligence Journey  Discuss our plans for the journey  How we’ll engage our people through this  Managing change…together 2

3. Update from our last meeting What we said we would do  Make sure we engage our people and bring them along on the journey  Conduct Skills & Capability Census to identify our current skills and capabilities  Implement the journey in a systematic way What we have done  Launched Service Intelligence across SA – webcasts, SMT briefings Green Rooms, created Pioneer Network  Surveyed 87% organisation and currently conducting the analysis  Identified future skills  Defined a methodology to implement Control 3

4. Operate’s mental wellbeing campaign “Give an assist” video  3 characters played by actors – An engineer; A manager; A controller/help desk role  See typical work and home scenarios where they demonstrate symptoms of stress  Hear how they were feeling at the time – Based on typical examples from BT  Hear how they overcame their issues – using different routes to suit themselves  Tools available to help managers help their team: – STREAM http://humanresources.intra.bt.com/stream http://humanresources.intra.bt.com/stream – EAP http://humanresources.intra.bt.com/index/health/ea/aasupport-link or 0800 917 6767 http://humanresources.intra.bt.com/index/health/ea/aasupport-link – Communicating during change – pages 46 – 49 of course workbook 4

5. Insights from the Green Rooms 5

6. Recap on the Service Intelligence Journey 6

7. A virtually impossible leap Service Intelligence We don’t expect to reach the pre-emptive world in one giant leap. That would be unrealistic. So we are taking it in stages and we call this our Journey Reactive We fix what we’re told to Reactive We fix what we’re told to Control We fix things efficiently & consistently Control We fix things efficiently & consistently Proactive We fix things before the customer tells us Proactive We fix things before the customer tells us Pre-emptive We fix things before they fail or the customer knows Pre-emptive We fix things before they fail or the customer knows Today Service Delivery Tomorrow Service Intelligence Stage 1 Current Stage 2 Future Achievement in each stage allows us to progress to the next. Right now we’re focussed on gaining Control of our current operations; becoming better at fixing things efficiently and consistently. Once we’ve gained Control we’ll be better equipped to becoming Proactive; fixing things before the customer tells us. 7

8. Things get done in a standard way and I have data about all aspects of my operations My scorecard has shown step change improvements from a service and cost perspective already I understand what I and my team need to do to drive business value Historical trends are tracked and analyzed I am now equipped to drive performance in my team and in other areas I am dependent on Most of my day is spent answering the following questions: Where should I focus my attention this week? Where are the greatest improvement opportunities? What issues are blocking better performance in my team? How do I address individual TM performance to drive overall team performance What are the 3 problems that I want to solve this month – and that will have the greatest impact on my team’s performance? What is the plan to address this? What resources or help will I need? I know what I’m expected to do I know what I should expect of others and have developed relationships were we hold each other account for our joint success I understand cause and effect between what I do daily and how that drives business performance I have the ability and am equipped to perform at the levels expected I know how well I am doing daily and how this is driving business performance Processes and tools have been improved, eliminating common problems we had and simplifying the way work My line manager spends time working with me and the team helping me improve my contribution to the business through coaching and other development activities. I have been trained to work across a greater range of products and my capabilities have been enhanced to enable me to actively undertake continual service improvement My manager has worked with me to prioritise my time so I can work on improvements as well deliver day to day service. I spend more time serving our customers and less time “battling/working the system” to get things done. Team Leader Director / GM Team Member People perspective of Control 8

9. Development and Deployment Approach Delivering the Control Phase Blueprint Detailed Capability Op Definitions & Measures Integrated Delivery & Resource Plan Operational Unit Capabilities Baseline and Gap Analysis Capability Delivery Sequencing Prioritised List of Units As-Is Programme Delivery Plans Heat Map 1 5 3 4 7 6 8 Operational Performance Standards 2 IN CONFIDENCE 11/12 Business Plan 9

10. Overall Delivery Approach 10 Pilot Sprint 1 Understand & Redesign Rollout Sprint 1 Rollout Sprint 2 Rollout Sprint 3 etc Rollout Sprint 1 Rollout Sprint 2 Rollout Sprint 3 etc Rollout Sprint 1 Rollout Sprint 2 Rollout Sprint 3 etc Rollout Sprint 1 Rollout Sprint 2 Rollout Sprint 3 etc Pilot Development, Deployment & Realise Increments Pilot Sprint 2 Pilot Sprint 3 Pilot Sprint 4 etc Pilot Prove out analysis Prove out solution Prove out deployment Prove out engagement Owned by Horizontal Optimise Deployment Prove out Verticals/Operations can undertake sprints successfully with reduced support centrally Provide and effective learning environment for people involved in accelerated rollout sprints Accelerated Rollout Rapid deployment across the business in parallel Owned by Verticals/Operations + IN CONFIDENCE

11. The change curve People when faced with change go through a whole range of emotions/reactions – these are reflected in the change curve

12. Principles of Engagement with our People Our written and verbal communications in parallel with our direct engagement and reinforcing behaviour will be underpinned by the following principles: 1.Communications on our journey will ‘live and breathe’ the five Service Intelligence principles 2.The Service Intelligence journey will be the common, unifying purpose and ‘rallying cry’ for SA 3.Communications will recognise we’re on the same journey but accelerating our approach 4.We will build momentum around moving from ‘good’ now to ‘great’ in future 5.We will be explicit on what is truly transformational 6.Strong sponsorship and communication by our leaders is critical – especially face-to-face opportunities 7.All comms will understand the WIFM factor and people’s frame of reference 8.We will use familiar channels but in a more engaging, and where possible radical, way 9.People managers will play a big role the comms strategy by helping their teams understand what it means to them 10.We will constantly reinforce achievements and provide clear evidence of progress 11.Feedback channels will be promoted with all comms; all questions will be logged, replied to, acted up and shared openly. 12.Formal and informal networks will be fully utilised 13.There will be clear messages about the consequences of ‘transforming versus not transforming’ 14.Role model, reinforce, recognise – recognition will play a major part in our comms 15.There will be clear measures and expected outcomes of our communications Service Intelligence 12

13. What you can expect from me and my team – Working in collaboration with Union – Be honest and tell you as it is – Continue to develop further our detailed plans – Keep you informed - regular updates Managing change…together 13

14. QUESTIONS