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    1. Important Note – please read • Lean is a long-term approach to change and by focusing on 5 diverse lenses (Customer at the centre, People, Performance, Mindset and Process) aims to improve customer satisfaction and increase people’s engagement whilst make our processes more efficient (reducing costs as a result). • In a number of instances, “FTE cost savings” is mentioned as one of our commitments. This is only in relation to one of the Lean Lenses (Process) where FTE is BT’s currency of choice to track benefits achieved through the Lean Process improvements. • It is important to stress that the use of the words “FTE cost savings” does not necessarily equal to BT job losses. The ISDT management team is committed to protect BT’s people jobs whenever possible and target existing job vacancies and contractor work in the first instance as well as re-deployment of efficiencies to authorised growth areas.

    2. Why Lean, Why now?Challenging business environment Play the video • It’s a challenging market: • Fierce competition • Bandwidth requirements are increasing • Our customers want more for less • So... • We need to offer excellent customer experience, consistently. • We need to deliver the right things efficiently, at the right price for our customers. Play the video • To respond to this we need to: • Deliver competitive, high quality and secure services • Work with our customers to better understand what they want • Stop doing the things which our customers don’t value. • So... • that we can get better at what we do and make our people’s lives easier. • And at the same time, play our part in helping BT grow.

    3. Executive Summary Slide • Our commitment to Charter Objectives • (33 FTE and 5 FTE cost avoidance vs. 29 FTE in charter, CE Improvements and LWOW Maturity) • Deep-Dive on Inbound Contact Global • Benchmarking analysis • Cost and Revenue • Future State Vision • As-Is vs. TC1 analysis • Our TC1 commitments on People, Performance and Mindset • Our TC1 commitments on CE & Financials See Notes slide – FTE is the currency used to measure process improvements but does not necessarily equal to BT Job reductions. There’s a number of ways of achieving this goal whilst minimising impact to our people (e.g. targeting vacancies and contractors) By focusing on 5 diverse lenses (Customer, People, Performance, Mindset and Process) Lean aims to improve the way we deal with our customers and with our people whilst making BT more cost efficient

    4. Commitment presentationRedesign and TC1 Lean Wave 3 ICSD Miscellaneous Products

    5. Inbound Contact Global Operator Rankings This slide is specific to Inbound Voice. You can find your process specific commitment slides Here BT Verizon Orange T-Systems Cable & Wireless AT&T Telefonica Source Data provided by OVUM

    6. Inbound Contact Global competitive story This slide is specific to Inbound Voice. You can find your process specific commitment slides Here BT Orange C&W Verizon Inbound NetworkCapacity Largest global network Large network coverage. Recently expanded using Mobil sites for access. Issues with VoIP. Fairly large networkon limited set of routes. Focused on low end ofmarket except for Spain Fairly large networkon limited set of routes. Focused on low end ofmarket except for Spain Inbound ServiceSurround Best in market Service Issueson some routes Good service Spain Good service onlimited routes Service has sufferedover recent years Inbound Pricing Priced at a premiumto competition No consistencyin pricing Tends to ‘buy’ business Strong whencombined withdomestic US Specialised reports for larger customers. Allow customers to change switched terminations on the fly Inbound Reports& Controls &Analytics Automatic reporting with ‘call traffic’reporter’ tool. Allows customer plan changes Limited reportingcapability. Good customer control of Routing options Limited reporting capability. Good customer control for US / iTFS applications Bundles Best-in-class in some cases. Specifically when bundled with IVR or MCC. Features are included in Pricing Strength when bundled with data transport Limited bundling Strong when bundle with domestic service offerings FeatureFunctionality Greatest reach of all competitors. Most robust functionality when combined with Interactive Voice Response (IVR ) andMultimedia ContactCentre (MCC) Varied. BT functionality better at high end. Missing reach of CCS. Adding an MCClike platform Limited ability better at high end. Missingreach of CCS Varied. Missing reach of CCSI. However, better functionality for domestic services Source Data provided by OVUM Best in class Weakness Strength Neutral

    7. Inbound Contact Global As Is Waterfall This slide is specific to Inbound Voice. You can find your process specific commitment slides Here Overtime Standard Allowances Unavailable Time Waste 9 FTE 40 FTE 1.5 FTE 5 FTE 45 FTE 45 FTE See Notes slide – FTE is BT’s currency of choice when measuring process efficiency, hence the reason why it is used in the chart, along with hours equivalent. 27 FTE 17 FTE

    8. Future StateInbound Contact Global Process redesign overview This slide is specific to Inbound Voice. You can find your process specific commitment slides Here Key changes • Replace current manual Data Capture Form (DCF) & provide means for electronic data entry into VLP by account team. • Remove manual intervention for design template. Auto-populates. • Significantly reduce PTT dwell time by creating pre-built inventory of International access services. (Wait time in BT control) • Enable partial self provisioning to the customer for endpoints & routing features. Access retained within BT entity. • Auto generation of BT dial plan to support customers & automated billing population. • System generated notification of order closure to the customer via VLP. (Voice Logical Provisioning) Future State – Process Direct Sales Entry via Portal 1 Design Template Auto-populates from Portal 2 Prebuilt Ownership of INT Access 3 Customer self Provisioning capability 4 System Generated Customer Inventory 5 System Generated Notification of Order Closure 6 Indicates standard order flow approx 75% Indicates support required for complex orders equating to approx 25% Performance benefits Simplified on-line ordering service with built in validation checks to reduce errors and improve customer experience. Auto populated configuration template with critical data including built in validation, reduces touch time and ELF’s Reduce PTT dwell time from an average of 64 days to 1 working day ultimately improving overall cycle time and Customer Experience. Increasing customer control of their call features and routing with self provisioning capability, ultimately reducing cost of delivery. Provides real time inventory capability, reduces touch points and improves customer access to their own inventory. Replaces manual notification and multiple touch points removes cost, and reduces delays in order process.

    9. Target Condition 1Inbound Contact Global Process redesign overview This slide is specific to Inbound Voice. You can find your process specific commitment slides Here Key changes • Produce new order template to reduce re-work issues identified in “As is” process. • Create PTT inventory database in order to own complete E2E delivery for access ordering. • Re-design Telephony Server B number analysis to incorporate generic command line as opposed to single entry • Introduce bulk upload capability within configuration management function to support increasing order volumes . • Graduated reduction in dual platform builds as Firebird migration progresses. • IPMS re-design improvement. Introduction of mandatory fields to prevent re-work on network DDI allocation and bulk change functionality. Configuration Signoff & Maintenance (Other LOB) Order Access Sales Order Handling (Other LOB) Delivery of Service Order Submitted Rework – Missing or incorrect data 25% Cost reduction End-End Delivery Performance benefits • Remove waste in re-work at both order and configuration stages preventing errors and improving RFT, ELF’s and Customer Experience. • IFF PTT dwell time reduction from an average of 64 days to 1 day for fast track requests, improving Customer Experience. (VOC) • Cycle time improved by 4 min’s per service delivered by redesigning command line entries into Telephony Servers. • Reduction in processing time by 6 min’s/service with the introduction of bulk upload capability of command line data into GUI interface. • Firebird Project will have achieved migration of just over 70K services by the end of TC1 reducing the need for double keying. • Prevents dual allocation of network DDI’s, removing waste and improving process flow and Customer Experience.

    10. Vertical LensesDennis Green

    11. Future State Managing our Performance • Key Issues Current State: • People want to do the best jobs but the processes hinder them (ABRB Q3 Care Report). • Team measures are not clearly aligned to the Voice of the Customer (Lean Maturity baseline & vertical data collection). • Teams feel process discussions are top-down rather than bottom up or two-way (ABRB Q3 Care Report & Lean Maturity baseline). TC1 Lean Ways of Working are part of my team’s DNA. AS IS I understand and deploy standard work and engage proactively with my manager during process confirmation. I work with colleagues who do the job to shape standard work. The processes hinder my performance.

    12. Future State Organising our people and developing their skills • Key Issues Current State: • People feel their skills are not fully utilised and they lack opportunities to learn new skills (Lean Maturity baseline & Job Satisfaction Survey). • Job roles, gradings and working practices are not directly aligned to the Voice of the Customer (proven vertical hypothesis & HR data collection). • Some teams are dispersed across many locations in the UK and abroad, making it harder to share learning about how best to deliver for our customers (Trade 28b vertical data collection). TC1 My team’s skills matrix is constantly updated and visible, and fully aligned to VOC. Every team member has a tailored development plan aligned to this. AS IS I will use the skills matrix to work with my manager to develop a quality PDP aligned to meet future demand. I feel my skills are not fully utilised and I want to develop new skills.

    13. Future State Having the right mind-set • Key Issues Current State: • Managers spend too much time on non value-add activities rather than coaching their teams and “going to gemba” (vertical data collection, Manager Time Analysis). • We fire-fight rather than use a structured approach to problem solving (ABRB Q3 Care Report, Lean Maturity baseline, Team member feedback). • Teams are not fully clear on their purpose and its alignment to VOC (proven vertical hypothesis, Lean Maturity baseline & VOC data collection) • Teams are concerned about the impact of Lean on their jobs (ABRB Q3 Care Report). TC1 My manager is a great coach, who spends 50% of his/her time with the team, helping us to stretch our capabilities. AS IS My manager doesn’t spend enough quality time with me coaching at the coalface. I understand and use problem solving techniques and my manager coaches me on them.

    14. Target Condition 1 Effort Waterfall – TC1 Commitment A B See Notes slide – FTE is BT’s currency of choice when measuring process efficiency, hence the reason why it is used in the chart, along with hours equivalent. C 7 FTE converting productive time to FTE 1 FTE saving through LWOW 1.5 FTE 6.5 FTE 7.2 FTE 5 FTE C 25 FTE saving through process re-engineering 1 FTE saving through LWOW 23 FTE B 1 FTE saving through LWOW 7.9 FTE A 1+ 3 FTE 146 FTE 138 FTE 12.9 FTE 7.4 FTE A 50 FTE 115 FTE 115 FTE 3.6 FTE 0.1 FTE A A 36 FTE Processing Failure Demand Total available within diagnostic Standard allowances outside diagnostic NNVA Activities Non-processing time NVA Rework

    15. TC1 Efficiencies Summary See Notes slide – FTE is the currency used to measure process improvements but does not necessarily equal to BT Job reductions. There’s a number of ways of achieving this goal whilst minimising impact to BT people (e.g. targeting vacancies and contractors)

    16. By focusing on 5 diverse lenses (Customer, People, Performance, Mindset and Process) Lean aims to improve the way we deal with our customers and with our people whilst making BT more cost efficient Target Condition 1 Commitment Summary Making processes more efficient Managing our performance • We will work with our teams to identify and shape standard work for key tasks; managers will undertake process confirmation. • Performance boards and performance huddles will be BAU at all levels of the organisation. • We will work with our upstream partners to identify and rectify the root causes of unclean orders entering our processes. We will establish a robust ‘as is’ picture first before planning and deploying improvements. • Reduced cycle time (specific targets vary by process) • Saving 33 FTE (23%) due to process re-engineering activities enabled by; • Creating Flow • Controlling Flow • Managing Demand As per Notes slide, FTE does not necessarily equal to BT job reductions, there are a number of ways to achieve these targets whilst minimising the impact to BT people Listening to our Customers • Reduced end to end cycle time • Already very good RFT service levels maintained or improved • Improved escalation and KCI process • Local CE metrics tracked via Performance Boards Organising our people and developing their skills Having the right mindset • All managers will complete A3s on how they spend their time and do a STOP/START/CONTINUE exercise to remove non-value-add activities from their diaries. They will spend more of their time where the work takes place coaching their teams. • We will equip managers and team members with structured problem solving skills which we will use at all levels. Managers will deploy coaching Kata to upskill teams on A3 methodology to make structured problem solving BAU. • All teams will have visible, up-to-date skills matrices which align to VOC, and are reviewed during performance dialogues. • Multi-skilling training will be rolled out based on forecast demand and team skills matrices. • Handover procedures between teams in Miscellaneous Products will be developed and documented, underpinned by standard work.

    17. Back Up Slides

    18. See Notes slide – FTE is the currency used to measure process improvements but does not necessarily equal to BT Job reductions. There a number of ways of achieving our process goals whilst minimising impact to BT people (e.g. targeting vacancies and contractors) As Is Summary

    19. Taking re-design to the teams 3) Show rework, and explain this is where some of the improvements come from 1) Show Team members the 4FM 2) Explain waste, and why a step is NVA etc. 30% Step 1 Step 2 Step 3 Step 4 Show list of Improvements, and how they fit into the process. Explain TC1, and what impact that has on the process Explain the tools and techniques that they will learn to help complete the improvements – A3 masterclass