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BT has a long-standing commitment to responsible andsustainable business practices.Our commitment to help createa better, more sustainableworld is as strong as ever.
Sir Michael Rake, Chairman, BT
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Allan Scott, Head of Marketing, March 2011Allan Scott, Head of Marketing, March 2011
Delivering the public spending cuts facing the new Government will not be easy. But those who argue it will be impossible without slashing services should take a look at BT.
We met our cost challenge head-on• It is not enough any more just to ‘squeeze the sponge’
– you have to do things differently• We have been through it
Cut operating expenditure by £1.8 billion
Reduced capital expenditure by £800 million
Improved our bottom line by £250 million
Increased our cash flow by £1.2 billion
All while facing an economic recession, and without compromising customer service
In the last 18 months ,we have:In the last 18 months ,we have: Delivering the public spending cuts facing the new Government will not be easy. But those who argue it will be impossible without slashing services should take a look at BT.
David WightonBusiness and City EditorThe Times
Delivering the public spending cuts facing the new Government will not be easy. But those who argue it will be impossible without slashing services should take a look at BT.
5. Industrialise processesAutomate processes as far as possible, including across organisational boundaries. Enable customer self-service, and minimise themanual handlingof information
1. Impose disciplineConstrain travel and discretionary spend.Halt purchasing, centralise decision making, introduce new business rules and freeze recruitment
2. Rationalisesupply chainConsolidate with fewer suppliers andrenegotiate contracts. Centralise vendor management andrequire the use of preferred suppliers.Stop and review all CAPEX plans
3. Drive tacticalefficiency andengage everyoneUse local headcount reduction targets to
drive local prioritisation and efficiency. Demonstrate leadership through ‘town hall’ meetings. Speak regularly to all staff and involve them. Use technology for mobile & flexible working & rationalise property portfolio
4. Redesign the operating modelWipe the slate clean. Rethink how the organisation needs to work. Simplify processes, create shared service factories and focus on getting services right first time. Designthe organisation structure last
Increasing productivity of employees, systems and resources• enabling project-based working practices• reducing non-productive time and absenteeism
Delivering more effectively•creating a more engaged, motivated & customer-focussed workforce•moving to objective based management and focus
Ensuring business continuity & CSR•reducing the dependence on employees working from office locations•meeting sustainability objectives, reducing carbon impact
Reducing operational costs• space reduction and property rationalisation• reducing property management costs
Retaining and attracting talent•supporting work-life balance•keeping the right people & meeting legal requirements
• BT Total Collaboration brings together a variety of communications channels such as web, instant messaging, audio, video and conferencing into one integrated unified communications toolbox.
• One size does not fit all!• These can be tailored to meet your organisation needs. • This could be voice, video, IM, workspaces, web conferencing,
audio conferencing, etc.• The following slides guide you to chose which technologies will
Total Collaboration can deliver savings in labour, inventory, distribution and customer service
Cut mobile phone bills by 30%, email traffic by 40%and voicemail by 15% with Instant Messaging (IM)
The BT experience:•60,000 of our 100,000 global employees are UCC enabled remote workers•A further 11,500 are home based, providing BT with property savings of £500 million per year. •Our Carbon Impact Assessment has saved BT £363 million over 5 years