Service Intelligence Update to CWU 15 th March 2011

1. Service Intelligence Update to CWU 15th March 2011

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

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 • Involve our people • Engage with local union reps and keep them informed. • Implement the journey in a systematic way What we have done • Ran 6-8 launch briefings in Cambridge, 2 weekly newsletter, Green Rooms, Open access to project room, Pioneer Network, • Team members are part of the project team. • Met with local reps (Andy Field, Garry Barker) walked them through the control pilot, time with project team and observed process mapping. • Ran the control pilot in Cambridge, applied robust governance to plans.

4. People Engagement - Encouraging managers to discuss transformation at team meetings – make connection to roles Utilising Pioneer Network (established in October 2010 – now 60 members) to engage people locally Green Rooms (opportunities to discuss, learn and grow awareness of transformation plans) launched in December 2010. 6 Established Green Rooms 36 events to date all receiving very positive feedback Awareness of Service Intelligence among participants significantly higher Further Green Rooms being delivered from March/April by Pioneers Seeking green rooms in other locations UK and globally

5. Recap on the Service Intelligence Journey

6. Implementing Control • Completed Sprint 1 of pilot in Cambridge to test Control methodology • Key learning from this is being incorporated in our plans for other areas • Resource levels required • Importance of governance • People engagement • Importance of role clarity • Implementation in other areas ready to commence mid March • Next phase of roll out will focus on key processes and high impact change areas i.e. Cambridge, Edinburgh, Adhara, London • Full implementation of Control will take 12-18 months (from January 2011) • Process re-engineering and automation • Standardisation – roles, processes,

7. Cambridge Pilot Update • Since January worked daily with leaders, managers and teams to understand the nuts and bolts of what they currently do. • Methodology Pilot (Sprint 1) complete. • Re-design for Transmission & Power teams complete. • Other areas now being addressed. • Actively engaging with Unions and employees locally. • Sprints 2-4 from mid March Timeline Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 1 Optimise new ways of working Automated systems & tools Standardise Processes & Stability Define. Measure. Analyse. Redesign. Leadership performance FROM THE SUMMER Started December FROM SPRING

8. Single Interface – roll out plans (Q4 – Q1)

9. Key: Total Indicating Skill in the function % of total indicating skill that is Expert/High/Most areas Skills and Capabilities Census – High Level Results Function Area • More wide spread knowledge in IT (higher number of participants indicating knowledge but lower % of Expert, High Experience or Experience in most areas compared to Networks). • Lower spread of knowledge in Networks but greater % of people with Expert, High Experience of Experience in most areas • Knowledge of 3rd line support in networks suggests specialists in one particular area (90%) • Relatively low spread of experience of Transformation in Networks compared to IT, however those with experience indicate greater levels of experience.

10. Skills & Capability Census Next Steps • Continue with data analysis and interpretation • Review with Operational teams (ensure correct representation) • Use as a ‘current view’ of teams skills during Control implementation • Create a more detailed database of skills in the future • Future Skills • TV, Media and Broadcast • HUC’s • VoIP and IP • Oracle and IBM Middleware

11. Transforming Performance • Control is critical to improving RFT, Reliability and QoS. • Systematic approach will ensure fact based decisions. • SI Simple will improve our ability to manage in real time. • KPI’s will be developed and applied for all roles. • Measures/Metrics will be developed so that everyone knows their individual contribution to the units overall success.

12. Future Plans based on current SA organisation

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

14. 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

15. Questions