Service Management – SM & Operations Business Update for CWU Executive Dougie Anderson 30 th August 2012

Service Management and Operations (SM&O) AGENDA 30 th August 2011 WhatWho Welcome and IntroductionsPat Mulligan Business Update – SM&O Q1 and Q2 review Introducing the team Our key areas of focus for 11/12 Our current performance Dougie Anderson SM &O Transformation activities updateDougie Anderson Our People – Key people trends 10/11 and Q1 & Q2 view for SM & O MIS Edinburgh Sprint update Sarina Finucane Confirm next meeting and closePat Mulligan

Service Management & Operations Business performance review Our priorities for 11/12

© British Telecommunications plc Service Management & Operations – Org Chart Dougie Anderson Director, SM&O Dougie Anderson Director, SM&O Change Management Teresa O’Sullivan Change Management Teresa O’Sullivan CEMC Sheffield Ian Yeadon CEMC Sheffield Ian Yeadon Business Services Owen Moody Business Services Owen Moody Volume Services & PCR Stan Draper Volume Services & PCR Stan Draper Network PM & CSI Dave Ayton Network PM & CSI Dave Ayton IT PM & CSI Wendy Dorling IT PM & CSI Wendy Dorling People & CARE Lead Richard Health People & CARE Lead Richard Health Samantha Atkinson PA to Director, SM&O Samantha Atkinson PA to Director, SM&O Senior HR Lead Sarina Finucane Senior HR Lead Sarina Finucane Finance Lead Noel Douglas Finance Lead Noel Douglas HR Business Partner Nancy Collinson HR Business Partner Nancy Collinson Transformation Lead Andy Collins Transformation Lead Andy Collins Dougie Anderson Director, SM&O Dougie Anderson Director, SM&O Samantha Atkinson PA to Director, SM&O Samantha Atkinson PA to Director, SM&O Transformation Lead Andy Collins Transformation Lead Andy Collins Change Management Teresa O’Sullivan Change Management Teresa O’Sullivan Network PM & CSI Dave Ayton Network PM & CSI Dave Ayton IT PM & CSI Wendy Dorling IT PM & CSI Wendy Dorling

© British Telecommunications plc Service Management & Operations – Functional Organisation Volume Services Network Change Management Improvement Programmes Network Service Improvement Network Problem Management IT Operations IT Change Management IT Service Improvement IT Incident Management IT Problem Management HR Finance Transformational Programme Delivery RFT On Time Repair Service Reliability Lost Customer Minutes Time to Detect Time to Repair Trading Reliability Lost Trading Hours RFT PCA MFU Business proposition support Customer Satisfaction Business Services GS & BTR Service Improvement Business Voice Services Managed Business Networks

The Approach SM&O Strategy Delivering results through a focus on developing and retaining the right people., whilst developing our team to underpin our strategy which delivers an Operation for the future SM&O Strategy Delivering results through a focus on developing and retaining the right people., whilst developing our team to underpin our strategy which delivers an Operation for the future High Performing Culture Deliver Outstanding Performance Objective Transforming our Operations Managing our Costs Famous for amazing service management Connect to Business Connect to Customer Creating a Great Place to Work Employee Experience Identifying, developing and nurturing our most talented people Develop Leadership Continued e2e performance management Rotate & Refresh (across BT) Development Centre Activity Efficiency Implementation of Service Intelligence Agile Sprints e2e approach to Operations Manage Change Service Improvement to enhance our ability to Trade Clear Communication Understand & Prevent Risk to our Operation Improved/Simpler Detection CARE feedback Working Environments Reward & Recognition Tackling Bully & Harassment Strategy

7 Managing Customer Service Performance Service & Trading Reliability Group T2R E-E RFT DD RFT 71.53% DD RFT 71.53% SI/SM -Drill Down RFT Service Reliability Trading Reliability Action TypePercentageVolume Outstanding POR 32%56 Completed POR 68%118

Service Management People trends and view of People Plan for 11/12

Sickness / Stress (trends Q1 and July) Increased productivity must not come at the expense of spoiling our sickness trends SM and SI trend 2010/11 % Calendar Days Lost Service Management (mth/YTD)

Care Agile Q1 and Q2 EEI and PCI for AUAB&H levels Key areas from feedback we will be looking to work on in Q2/Q3 include: Communication channels, recognition, performance management education, engagement coaching for those leaders with low EEI scores What’s working well: In-site engagement sessions Decrease across most areas of the questionnaire, except for the following: My manager values people that do the right thing for the customer My manager works with other managers across the business BT makes we want to do the best work I can People share their knowledge and avoid re-work

MIS Programme Outcomes Data on standard measures is available and is visible and meaningful to team members and managers Measures which are instrumental in driving business and individual performance A common currency for productivity measurement is identified and measured for every team. Team members and managers feel ownership of the MIS in their area and have the tools and confidence to use the data to manage the business and its people Everyone is clear of what is expected with standard measures and their usage is embedded in job standards and performance management MIS is at the centre of the way we work and a repeatable process for implementing MIS at a local level Data driven business – Edinburgh MIS Sprint update CURRENT SPRINT STATUS: Volume Services, Edinburgh Currently in Phase 2 of Sprint New dashboard has been released which includes corrections and quality measures Testing data with the business in everyday performance throughout August and September Edinburgh volume services Release 2 completed Wolverhampton and Crawley sites Dice and SABAR interface by end Q2 Business Services team start 1 st week Sept Adhara team start sprint in Sept Colombo volume services Looking to begin sprint Sept TIS non-SI sprint underway Sprint programme outcomes: Next steps AUA:

© British Telecommunications plc

Sonar Sprint  To identify the opportunities on the SDH transmission estate to detect major incidents by alarms, that are currently reported by our customers  To understand the gap for PDH and ASDH to increase detection by alarm, for the incidents currently reported by our customers - Reduced Cycle Time of all transmission incidents through faster detection of service failures - Improve % of customer faults linked to a network incident, reducing customer fault reports  Reduced Customer Fault Volumes (Propensity to Call)  VSOC efficiency benefit (Associating pre-populated faults with network Incidents)  Improved RFT & Reliability results for Private Circuits The Sonar Sprint is investigating increasing the number of alarms detected through event monitoring to reduce incident tickets, and improve RFT. Sponsor: Dave Ayton. 9 Overview Objectives Benefits

© British Telecommunications plc Ravenscliffe Sprint To review the CEMC operating model:  Define standards for monitoring services journeys and gained required investment approval  Define and implement standard performance measurements for all MFU’s IT service journeys  Review resource alignment, against critical journeys  Improve stakeholder engagement and communications, simplifying yet make communications more effective  Enable delivery of the challenges the LOB’s are placing on the CEMC Improvements in Service Availability, deploying the next-generation monitoring Strategy; All CSOC’s achieving common monitoring capability of key journeys, and alignment of resources. Sponsor: Ian Yeadon 9 Overview Objectives Benefits

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