BT Industry Development Event Delivering the Undertakings 13

BT Industry Development Event Delivering the Undertakings 13 & 16 March 2006 Welcome Jo Upward

Agenda 10. 30 am Welcome & Introduction Jo Upward 10 mins 10. 40 am Update on the Delivery of the Undertakings Peter Mc. Carthy-Ward 10 mins 10. 50 am Organisation and Operations (Openreach) Emma Gilthorpe 10 mins 11. 00 am Organisation and Operations (BTWholesale) Angus Flett 10 mins 11. 10 am Q&A session 20 mins 11. 30 am Equivalence: What does it actually mean? • Introduction • IPStream Provision and Repair • New Product Development, Process & Governance (Generic) • Migrations 50 mins Malcolm Austin Keith Edwards Guy Bradshaw 12. 20 pm KPIs Andy Kennedy Paul Hunt 15 mins 12. 35 pm Next steps Jo Upward 5 mins 12. 40 pm Q&A Session All 20 mins 1. 00 pm Close with lunch to follow. 2

BT Group Undertakings Programme Office Peter Mc. Carthy-Ward

The Undertakings • • • 55 pages, 204 discrete deliverables details @ http: //www. ofcom. org. uk/telecoms/btundertakings. pdf Ofcom quarterly reports @ http: //www. ofcom. org. uk/telecoms/btundertakings/implementation/ BT bulletins @ http: //www. undertakingsbulletin. com/ KPI reports @ http: //www. btplc. com/Thegroup/Regulatoryinformation/Ourundertakings /Key. Performance. Indicators/index. htm EAB information @ http: //www. btplc. com/Thegroup/Theboard/Boardcommittees/Equalityof Access. Board/Equalityof. Access. Board. htm Openreach data @ http: //www. openreach. co. uk/ 4

The Undertakings: Delivered Appoint Openreach CEO by 22/10/05 Establish EAB by 22/3/06 Publish exchange space availability by 1/11/05 Publish Code of Practice by 22/1/06 Publish product transparency by 22/12/05 Launch address matching service by 31/12/05 IP Stream RFS date 31/12/05 Wholesale product management organisation 22/1/06 Establish Openreach by 22/1/06 Consult on Leased Lines by 22/1/06 Separately secured Openreach HQ by 22/3/06 5

The Undertakings: Pending Exchange accommodation product due 21 March 2006 RFS for S/MPF due 30 June 2006 Access to engineering appointment books due 1 July 2006 Openreach accounts published - Q 1 2006 due July 2006 RFS for WES/BES due 30 September 2006 IBMC IPStream, S/MPF due 31 December 2006 RFS Analogue WLR “due” 31 December 2006 RFS ISDN 2 WLR 30 September 2007 RFS ISDN 30 WLR 31 December 2007 6

Openreach – Open for Business Emma Gilthorpe

Openreach – Open for Business • Launched 11 January 2006 • Huge amount of change was necessary: – Around 30, 000 people transferred into the business – Identified the assets to be operated and controlled by Openreach – around £ 8 bn – Transferred delivery of the key access and backhaul products • WLR (analogue, ISDN 2, ISDN 30) • LLU (SMPF, MPF) • WES • BES • Equality of Access Board in place since November – Very active in monitoring our transformation and ensuring delivery Although Openreach is a regulatory creation it will be judged by its success in meeting the needs of all its customers 8

The Openreach Organisation Steve Robertson CEO HR Jane Hobbs General Counsel Nigel Cheek Operations North Andrew Jones 9 Operations South John Dunn Finance & Bus Planning Peter Cross Equivalence & Public Affairs Emma Gilthorpe Service John Small Sales, Product & Marketing Anne Heal CIO Colin Windsor Chief Engineer Bob Cowie

Some Early Achievements People • Openreach version of the Code of Practice and ‘Key Messages for the Engineering Community’ published • Openreach training programme (CBT, telephone-based training for engineers) well established • Financial remuneration schemes aligned with Openreach’s Scorecard performance • We are recruiting 1300 additional engineers • We have training plans to increase skills and capabilities across our field force to improve network reliability Reporting • KPI product equivalence reporting Products • Address matching service launched 10

Need for Collaboration • Address matching – Dimensioned for 25, 000 hits but only operating at 1, 500 – Need to understand why • Does service meet your needs? • Are you changing your own internal processes? – Feedback to andy. l. marshall@openreach. co. uk • Trialling and testing environments – Trials will be essential for the effective implementation of the Undertakings – Must trial at volume to ensure successful product launch – Need to work with our customers to ensure that you can participate fully – Feedback to richard. j. warner@openreach. co. uk 11

Areas for Improvement • Customer business management – Sent letters to customers on preferred relationship management arrangements – Have been working hard to create a new Openreach customer relationship management team and sales culture: • Organisational design • External recruitment • Transfers from BT Wholesale – Taken longer than hoped but have committed to have 50% resources in place by end March and remainder as soon as possible after that • Effective communication of progress – We must have “joined–up” communications from Openreach to ensure clear, coherent communication to our stakeholders • Openreach branding – Employee ID Cards – Advertisements 12

Where We Go from Here • Deliverables in the next six months – – – Systems platform for SMPF and MPF (30/6/06) Improved access to engineering appointment books (1/7/06) Measuring stakeholder satisfaction Compliance complaints handling process Openreach communications and engagement programme • Reviewing customer channels • Customer Newsletter • Webcast • Changing the way we do business is key – Equivalence becomes a core value for Openreach – Self-governing approach over-delivers on the Undertakings – We work with you - our customers - to anticipate and meet your requirements 13

Organisation & Operations BT Wholesale Angus Flett 14

Guiding principles Maintain operational efficiencies, where no conflict with Undertakings Meet both the letter and the spirit of the Undertakings Transform into a high-quality and responsive wholesaler Design implementation in an efficient manner Drive changes in both behaviour and outcome 15

What changes have we made? • Re-organisation of BT Wholesale Products & Strategy • Changes to governance & processes to reflect Code of Practice requirements • Changes to scorecards and incentive schemes • Training, reminders and guidance • Regular compliance checks • Process in place for reporting any potential non-compliance • A new more open approach to industry 16

Product Management Organisation: Separation framework White boxes = common functions Cameron Rejali Portfolio Tarquin Bellinger Product Management Angus Flett Commerc. mgt Cust exp -Other Prod mgt Pricing Programme Management Paul Banjo Pricing Prod devt BTW-CNS – Core Network Services Prod mgt Prod devt Pricing BTW-VNS – Value-added Network Services 17 Prod mgt Pricing Prod devt BTW-UNS – Unregulated & New Services

Pricing governance • The team is split into three discrete groups which each works on pricing for only one product group • At team meetings: • All participate when discussing ‘how’ we do business not ‘what’ we do. • VNS/UNS people leave the room before CNS topics are discussed • We have separate CNS, VNS and UNS distribution and attendance lists to ensure proper separation • WPAG agendas and minutes are also split into separate sections • Pricing papers cannot contain any cross portfolio analysis outside of the originating product group • MD Products & Strategy and FD are the only two people allowed to take a wider cross portfolio view across BTW • but must still comply with the Undertakings and competition and regulatory law in general 18

Portfolio team Role • Development of portfolio strategy e. g. • Opportunities for new products not subject to SMP designations or the Undertakings • Migration from 20 CN to 21 CN portfolio • Consultancy support to Product Management • Common capabilities development • e. g. making Ethernet a common capability so we can deploy cheaper/faster • Product marketing - communications and training Approach • Strict enforcement of Chinese walls across BTW Product Management • Team can help CNS or VNS (i. e. offer consultancy) • Team can brief MD Products on cross portfolio issues but cannot influence business cases • Team can see both CNS and VNS information but must observe Chinese walls when using it • Information is filtered where necessary for downstream BT Lo. Bs. 19

Scorecard *Unit objective: • for Cameron and non product Directors the unit is Products & Strategy • for Angus and Paul the unit is CNS, VNS and UNS products • for product managers the unit is CNS or VNS 20

Example Scorecard 21

Training & behaviour • The real key is to ensure our people behave in accordance with both the letter and the spirit of the Undertakings • Over 99% of BT Wholesale managers have read the Code of Practice and completed the CBT training • We are running road shows which use role plays to focus on the rules on sharing Commercial Information & Customer Confidential information and influencing Commercial Policy • 1648 managers have attended 23 events to date • We plan to train 2300 managers in total and have added extra events because of the high level of demand • We have issued guidance notes on Commercial Information/Customer Confidential Information/Commercial Policy to the Products team • We are developing specific guidelines for each of the common function teams • The BTW Undertakings programme team have responded to 32 queries from Products people over the last 2 months • proof that people are thinking about what they can and cannot do 22

Being a Good Wholesaler • Open and transparent • Fit for purpose products • Proactive A Wholesaler of Choice 23

Q&As

Equivalence in Practice Introduction Malcolm Austin 25

What does equivalence of inputs mean? The same products and services for BT and others • Same timescales, terms and conditions (including price) • Same systems and processes • Operating with the same reliability and performance • Same commercial information • Subject only to: Trivial differences Differences in credit vetting, payment, contract terms on termination, safe working, security Other differences agreed by Ofcom 26

What does this mean in practice? • The way that products are delivered to CPs will generally not change • . . but BT Wholesale & Openreach will make changes to ensure that products are delivered wholly equivalently to BT’s downstream divisions • The RFS or Ready for Service date is the date from which all new supply has to be equivalent • The IBMC or Installed Base Migration Complete date is the date from which the existing BT installed base must be migrated to the EOI product • For IPStream, BT Retail achieved IBMC on the same date as RFS i. e. one year early • Migrations involving an Equivalence of Inputs product must also be equivalent • Publication of KPIs for provision and repair • Wholly equivalent SOR process 27

IPStream: Provision & Repair Malcolm Austin 28

IPstream Service Fulfilment for BT Retail and BT Global Services pre Dec ‘ 05 BTR/BTGS BTW CPs BT Retail/ BT GS Order Handling systems BTR/BTGS could monitor order progress Directly on CSS BTW Order Handling system (e. Co) Workflow (CSS) 29 BTW Broadband Provisioning OSS

IPstream Service Fulfilment for BT Retail and BT Global Services post Dec ‘ 05 BTR/BTGS BTW CPs BT Retail/ BT GS Order Handling systems BTW Order Handling system (e. Co) BTW Broadband Provisioning OSS BTR/BTGS can only BTW still has direct access to CSS monitor order progress Which will be removed by EOI via BTW systems & customer for new orders June ‘ 06 reports Workflow (CSS) Openreach formed and Openreach CSS moved into Openreach 30

IPstream Service Fulfilment post June ‘ 06 BB Communications Provider BB SMC BT Wholesale The same principles apply to Assurance – singleton interface and reporting e. Co Broadband Order placed B 2 B Gateway Openreach on Flow. Stream KCI’s SMPF order created on CSS 31 All BTW IPstream orders and reporting on progress is via singleton B 2 B Gateway interface.

New Product Development BT Wholesale Keith Edwards 32

Product development process • BT has always operated a single product development process designed to ensure So. Rs from all customers are treated on equal terms. • We have reviewed and amended the process to : Ø deliver the Undertaking requirements around the separation of CNS and VNS Ø ensure 100% compliance with the process 33

Key Changes and Benefits • Single, transparent process consistent with equivalence of input. • Separate focus and management of SMP products (CNS) and products of commercial significance (VNS) • Undertakings process discipline reinforced by Ø Code of Practice and associated management training Ø Revised terms of reference for Gating bodies (define attendance and information sharing) • New Products Requirements Forum established Ø ensures compliant and single point of entry to the product development process Ø improves integration with product plans • Key process documentation templates and guidelines revised • Ofcom Regulatory So. R Process unchanged, now operates in Openreach and BT Wholesale. 34

Approvals Product Development Investment Governance Director, Product Management MD, Products & Strategy Shared with EAB Developed separately by CNS/VNS/UNS, with no view of resource constraints Process Director, Product Development Product plans Estimated budget requirement based on deliverables. Split CNS / VNS / UNS Costed work stack MD, Products & Strategy and Wholesale Executive Based on view of resource envelope. Avoid undue discrimination Transparent decision making Prioritised work stack > iterative < MD Products Investment prioritisation Approved annual funding envelope Product Development Board 35 Allocates funds and resources. Conflicts resolved by MD, Products & Strategy

BT Wholesale Product Development Process Flows Openreach (customer) Consumer & Business (Retail) Corporate & International (GS) Service Lines (non wholesale) Wholesale Customers MNO & Altnets ISPs and SPs Account/Commercial Management MARKETING Business Unit Product Requirements Forum (PRF) Internal & External Requirements / Product Management Non BTW requirements only Product Development Board (PDB) Requirement Management Team (RMT) 36 Wholesale Service Line

BTWholesale Portfolio Change Process Phases Entr y P 0. Concep t P 1. Specify & Plan (feasibility) D 0 D 1 P 2. Design & Implement D 2 P 3. Testi ng/ Trial D 3 P 4. Laun ch D 4 P 5. Clos ure GATES All So. Rs PRF Product Development Board Portfolio Investment Forum Pricing – WPAG Launch Go/No. Go CIM Feasibility funding Solution Design funding Pricing agreed Development funding Customer Communication on Progress 37 Launch agreed Post Implementation Review

Product Development – Process Changes Before Decision making bodies – mixed attendance and information sharing One BT Wholesale work stack potentially visible to all. Inconsistent entry to product development process Inconsistent application of equivalence of input Process not transparent, creating potential suspicion Lack of direct integration at point of entry with product plans After Decision making bodies have separate attendance Information sharing guidelines Logical separation of information on all product management systems All entry is via new single “Front Door” Explicit checks by governance bodies and submission template guidance One generic BT Group process operated by all Business Units Refreshed Product Plans and new PRF have common ownership 38

Cross Portfolio Migrations Guy Bradshaw 39

Communication Provider Migrations Today Migrations Equivalence Demonstrated IP-IP Standard lead times Same order gateways IP-DS Same reporting mechanisms DS - IP All CPs Same order processes Same pricing IP - LLU Same systems LLU - IP 40

Migrations Challenges PRODUCTS LINES BB LLU CALLS WLR NO. PORT CONVERGENCE MAJOR CHALLENGES: • Alignment of processes, policies, systems, technologies • Implementing a single system across different work stacks and with Industry MULTIPLE MIGRATIONS 41

Migrations Future Strategy To provide a seamless End to End standardised any-to-any migration process led by Consumers which neither favours the Gaining/Losing CP, yet allows free competition, ease of switching, takes account of multi provider/ multi product transfers and minimises End User involvement whilst satisfying the requirements of the Undertakings Key Principles Any solution must meet the objectives of keeping the Customers well informed and well protected. Customer experience must facilitate ease of switching The Solution: The Benefit: Symmetrical seamless migration processes Differentiation between product sets Aligned lead times 21 CN compatibility Fully strategic systems Faster time to market Aligned KPIs ‘Spirit’ of the Undertakings Improved customer experience and flexibility Stove pipe developments eliminated Potential savings/increases efficiencies across industry Any-any migrations 42

Migrations Going Forward • Developed an ‘equivalent’ framework • Based upon feedback from Industry • Awaiting outcome Ofcom consultation • Feasibility underway to test the broad technical viability (Upstream and Downstream) 43

KPIs BT Wholesale Andy Kennedy 44

New BT reporting structure Main BT PLC Board BT CEO Management reporting Compliance oversight EAB Openreach Board Openreach Operating Committee BT Wholesale Board BT Wholesale BT Retail Board BT Retail 45 BT GS Board BT Global Services

KPI reporting • BT reports monthly to the EAB on: – Progress towards delivering the Undertakings – Provision and repair for Equivalence of Input products plus Data. Stream and PPCs – Code of Practice training completion – Customer satisfaction measures – Employee attitudes & opinions (annually) – Complaints • BT reports quarterly to industry on: – – Undertakings delivered Product provision and repair KPIs Code of Practice training completion Details are at www. btplc. com/Thegroup/Regulatoryinformation/Ourundertaki ngs/Key. Performance. Indicators/ 46

BT Wholesale KPI principles • Objective is to demonstrate equivalence/transparency by measuring comparative service levels between customers • Complement existing published product KPIs • We will report product KPIs for: • IPStream • Data. Stream • PPCs • IPStream migrations • Initial reports will use those existing KPIs we consider most important: • Fulfilment / assurance • We will add/amend these over time following consultation with industry and the EAB • These KPIs will be reported monthly to the EAB and quarterly to industry 47

Product KPIs BT IPstream Fulfilment % orders completed by CCD Assurance % Broadband faults cleared by BT Wholesale within 40 hrs of receipt BT Datastream Fulfilment % orders completed by CCD Assurance % Broadband faults cleared by BT Wholesale within 40 hrs of receipt PPC Fulfilment The percentage of Service orders successfully completed on or before the committed delivery date Assurance The number and percentage of product faults that are cleared within 5 hours 48

Example Graphs Example KPI graphs (on the BT Group Web-site) • http: //www. btplc. com/Thegroup/Regulatoryinformation/Ourundertakings/Key. Perf ormance. Indicators/Key. Product. Performance. Indicators/index. htm 49

Product KPIs Migrations Overview • Compare performance between the various “Broadband” migration paths (BT IPstream, BT Datastream and LLU) • No KPIs currently exist • Different processes and lead-times complicates direct comparison between migration types Proposal • For fulfilment use % success by Original Delivery Date • Initial KPI plans shared with UKCTA, measures now being developed 50

Product KPIs CPS • No KPIs currently exist • Unable to identify relevant comparative measures • Welcome feedback 51

Next Steps • Seek your feedback on these Product KPIs • Feedback to bt. wholesale. product. marketing@bt. com • BT Wholesale will host an industry working group end of April to ensure: • Proposed measures are fit for purpose • Identify improvements • Plans to enhance the IPstream / Datastream fulfilment KPI • Existing measure based on BT Retail system (CSS) • Moving to BT Wholesale e. Co system based measure • Ensure all activity types are captured 52

KPIs Openreach Paul Hunt

Openreach products Initial product set: • • Wholesale Line Rental – analogue, digital and ISDN 30 Local Loop Unbundling – classic(full) and shared Wholesale Extension Services Backhaul Extension Services • We provide performance reporting to EAB monthly and industry quarterly. • We compare BT v External CP • As a result of looking at performance on each measure Openreach investigates and explains to the EAB possible areas of non equivalence – monthly. 54

Openreach products - the performance graphs. WLR PROVISION Business / Residential Transfer ANALOGUE / DIGITAL Business / Residential New Provide WLR PROVISION Business Transfer ISDN 30 Business New Provide Business / Residential Standardcare (Level 1) WLR REPAIR ANALOGUE Business / Residential Promptcare (Level 2) Business / Residential Totalcare (Level 3) WLR REPAIR Business / Residential Standardcare (Level 1) DIGITAL Business / Residential Totalcare (Level 3) WLR REPAIR Business Promptcare (Level 2) ISDN 30 Business Totalcare (Level 3) 55

Openreach products - the performance graphs. LLU PROVISION Shared (SMPF) Classic (MPF) Shared faults cleared in 40 clock hrs (excl. park) LLU REPAIR Classic faults cleared in 40 clock hrs (excl. park) Classic (enhanced) faults cleared in 20 clock hrs (excl. park) WES PROVISION WES REPAIR BES PROVISION BES REPAIR 56

Openreach products - Example performance graphs 57

Next Steps Jo Upward

Next Steps FEB 06 MAR 06 APR 06 MAY 06 JUN 06 JUL 06 AUG 06 SEP 06 OCT 06 NOV 06 DEC 06 Exchange Space Consultation closed Net. Locate target launch KPIs published, feedback requested Working Group Consultation Closure Product Migrations Further Roadshows Bulletin (4 -6 weekly) 59

Feedback 60

Q&As

Close Jo Upward