24/7 Changes at Swansea

1. 24/7 Changes at Swansea • September 2012

2. …..we recently signed a big deal to supply Mobile Ethernet Access to the first 4G provider • MBNL – Mobile Broadband Network Limited • Owned by ThreeUk (H3G) and Everything Everywhere (EE). • EE have the biggest influence on the contract at the moment due to their 4G licence agreement. • BT is a supplier into MBNL along with Ericsson and NSN. • BTW own the commercial contact between BT and MBNL. • New deal 2 year deal signed formally in July 2012 - worth about £200m revenue • This is important because it could lead to more value-add work in the mobile sector (i.e. upgrade existing MEAS sites) • We have received almost double the volume of orders expected • .

3. This led to an opportunity to re-home work at Swansea 1 • Build High Level Escalations team based entirely in one dedicated site • Moves to Sean Kiernan’s team, also covering high level complaints/RCA. 2 • Four dedicated 24/7 teams co-located with the new HLE team • Teams made up of 5 people plus two managers and located at Swansea 3 • Enabled by work moving offshore; OCR; 50% reduction in workload on 24/7; offshore contingency model • Quality training will be provided to facilitate all moves – within BT Wholesale & BT Operate • Rigorous Handover • Phased moves to de-risk changes

4. 24/7 Changes • Smaller teams with a manager working across two small teams with 10 people in total • Balance between the shifts and option of sometimes covering time with both teams as handover set up from team 1 to 2; 2 to 3; 3 to 4; etc • Support in the day through the other Swansea based managers 24/7 – Team 1 5 C3’s Bev Williams pattern 24/7 – Team 2 5 C3’s Dave Goodale old pattern Bev Williams 24/7 – Team 3 5 C3’s Allison Price pattern 24/7 – Team 4 5 C3’s Paul Copley old pattern Jon Peters Part of wider HLE team

5. 24/7 – introduction of long-term supervisory cover • Utilise LTS cover to reflect additional responsibility taken in addition to their day-to-day job requirements, but where the overall role is not appropriate to a higher skill or managerial level • Key distinction is that this is for 24/7 – the core operational teams that keeps the business running in the night when no-one else is at work • Opportunity to rotate to suitable team members to support development aspirations • This will involve: • Supervisory responsibility for a group of people in the same skill band as they are • controlling work and flexing resources over and above the simple allocation of work • ensuring that resources are available and used efficiently • prioritising work (such as when incident arises) which can mean some cannot be covered • dealing with ad hoc team member level issues (short-notice leave, etc) • coaching and supporting the team on duty • being the first point of escalation (via phone/email) and owning senior out of hours escalations in addition to acting as contact/escalation point for offshore • logging and, where appropriate, escalating in relation to incidents or high level escalations • managing appropriate IVR/Echat landing pages to notify industry of issues • dealing with senior managers and informing senior management of business critical issues • delivering reports to the senior audience with up to date information for the shift • This won’t involve: • responsibility for performance management, 121’s and non-discipline related. • responsibility for team strategy, business improvements projects, etc