Service Delivery Core Brief

May 2011

Operate Performance 2010/11 Slide 3

Service Delivery performance Slide 4-6

Questions & issuesSlide 6

Field teams only

Unit section Slide 9-11

Performance Hot topic Recognition

Agenda

Operate scorecard – how we did last year

Operate Scorecard 10/11

RFT L2C

Reliability

Costs

CAPEX

RFT T2R

People

RFT C2M

TH T S Reliability outturn for Q4 was good at +28.2%

RFT Q4 at 86.1% (below Q4 threshold) and made significant improvements in Q4

Top performers: BTW Harmonised Ethernet and T2R private circuits

CARE slight improvement in employee engagement scores

Looking ahead: Clearer understanding of people’s contribution to key product journeys

Service Delivery – our performance

Service Delivery – how are we doing?

Service Delivery Scorecard 11/12 – P1

RFT L2C

On time repair

Cost

Energy reduction

On time delivery

People

TH T S

RFT T2R

RFT L2C – 8 /13 measures at or above target. More to do on the other 5 particularly BTOR EBD; GS Featurenet and GS International MPLS

RFT T2R – 11 /13 measures at or above target with just 2 to improve on for GS Customer Switch and BTR Vision

On time L2C – 10 /13 measures below target in the L2C flow units so plenty to do to close up the gaps. 3 /5 Field measure at or better than target with 2 to improve on for GS Customer Switch and BTR PSTN

On time T2R – 9 /13 measures at or above target with 4 to improve on for BTW Private Circuits, BTR Vision, GS Featurenet and BTR PSTN

Cost - despite a good P1 performance, we have a lot to do to meet Q1 numbers.

BT Operate people priorities

• We will create the culture of BT Operate to be customer-centric and globally focussed to ensure we become no. 1 for service

Customer centric culture

Right size organisation

• We will ensure we have people with the right skills doing the right things to achieve excellent results

• We will develop the capabilities of our people and use these skills in the most suitable roles

Effective organisation

design

• We will create a sustainable operating model that builds clear accountability• We will design our business with the best structure and governance to achieve

effective business results• We will harmonise our policies so we do things the BT Operate way

High performing

teams

• We will support the BT Operate costs challenges by delivering an optimum resource plan

• We will ensure we have enough of the right skills to meet our customers now and in the future

Excellent skills

• We will raise the capability of the organisation by creating high performing teams• We will differentiate between good performance and unacceptable performance• We will be robust and objective in our individual assessments• We will celebrate and reward success

Questions ....and issues

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Field only

You said - we listened

You said...Our engineers told us that the Invalid ISDX product code A13333 was still appearing in the drop down menu on Taskforce as an option and was being transferred across onto NJR. This meant you had to correct it, which was wasting your time. So...we’ve now corrected this and the right code is now available.

You said...when a job is furthered into Work Manager and a new job is allocated the travel time is incorrect – the system appears to assume travel from furthered job location rather than actual location. So...we’ve included a fix in the recent release.

Insert Unit Name

Unit to include content

Our performance

Insert your units performance for the month.

Unit to include content

Hot topic

Insert a hot topic for this month, if you have one in your unit.

Unit to include content

Stars of the month

Recognise people who have achieved great things this month in your unit

Unit to include content