Customer Service Re-organisation

1. Customer Service Re-organisation In strictest confidence – not for onward cascade

2. Wholesale Customer Services The reorganisation of the Customer Services provides the opportunity to refocus on strategic Wholesale goals • Wholesale Service Ambitions • Customer first; Lead the market in customer satisfaction and underpin our revenue growth ambitions • Self service; provide customers as much control of their service as our advisors • Simplification, standardisation and automation resulting in decreased cost of operations • Customer Service Enablers • Organisational changes to remove some product silos – end game integrated service • Strong transformation capability to drive service transformation agenda with TSO • Disciplined control of new bids, products and capability touching our service model • Standardised processes and systems, enabling work sharing & smoothing across CS; self service and automation where possible • Standard operational metrics enabling fair peer and team comparisons • Focus on the “right” measures customer satisfaction, RFT and unit cost

3. Customer Service – Framework MD Customer Services Strategy Anna Matty ISPCo & BB Customer Operations Complex Customer Operations Transformation Planning & Acceptance into Service Service management Supplier Management HR Finance x x x x • Lead high performance teams to deliver market leading customer service for BT Wholesale • Select, manage, motivate and lead the best operational customer service team • Run day to day operations to optimal cost and service both onshore and offshore • Help create a strong, customer-centric culture, complete with accountability and ownership at all levels in the team • Deliver BRF while not compromising quality of service • Plan a clear succession plan for themselves within the team • Lead the delivery of OHI and CARE plans within the operations • Define and deliver CS site strategy • Define & deliver a transformation journey that will enable best service at optimal unit cost • Lead the definition of service model outcome for CS • Make change happen – be the catalyst for improvement • Provide single point of interface for new requirements to TSO • Lead the RFT and customer satisfaction for CS • Provide single programme view across CS (PMO) • Plan and resource manage CS, control quality of launch of change into CS • Maintain CS volume forecasting model ensuring best balance of service, financials and CX • Act as single point of contact any change into operations • Sign off operational readiness for changes into live operations • Monitor/analyse cost of CS Operations • Manage SI & workflow changes within CS • Lead the e2e service delivered by TSO in-life • In-life leadership of all significant IT, Infrastructure & Network incidents including MIM, ensuring single point of contact. Leadership of problem & service management • End-to-end service operations including end-to-end monitoring of service • End-to-end performance mgt of the IT, Infrastructure & Network estate, including performance analysis, forecasting and reporting • Manage the performance of suppliers to CS • Liaise with operations to define, agree and monitor SLAs with internal suppliers • Govern service relationships with supplier • Identify, analyse and deliver improvements to supplier processes and performance • Ensure Suppliers deliver critical Right First Time, Cycle Time and CX benefits • Produce reports for performance management