BT 2014 Annual Report Download - page 28

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The Strategic Report
Delivering our strategy
Delivering our strategy
Staying safe and well
We have made signicant improvements against our key health, safety
and wellbeing targets. At the year-end, our annualised lost time injury
(TI) rate was 1.93 incidents per million working hours compared with
2.29 a year earlier.
Annualised lost time injury rate
Per million work hours
May 13 Sep 13Mar 13 Jul 13 Nov 13 Jan 14 Mar 14
1.8
2.0
2.2
2.4
During the year we received the BRAKE Road Safety Charitys Fleet
Safety Analysis and Action Award. This recognises our extensive risk
assessment, data analysis and interventions strategy for road safety.
Over a ten-year period our approach has resulted in a halving of collision
rates and cost, across a eet of more than 34,000 vehicles.
We have continued to support our people to deal with the ups and
downs of everyday life. We trained around 950 people managers in the
year to enhance their own personal resilience and support that of their
teams. Resilience is associated with lower levels of absence, increased
productivity, greater engagement and better wellbeing overall. With
increased awareness of managing mental health, managers are better
equipped to support people facing these issues. The improvements we
have made have been demonstrated in both standardised psychological
measures and our own Wellbeing Index.
<ou can Ƭnd more about wellbeing in our Better Future report
at www.bt.combetterfuture
Learning and development
We retained accreditation against the Investors in People standard
for the 15th consecutive year. Conferred by the UK Commission for
Employment  Skills, it conrms people management excellence around
the key areas of strategic planning, culture and communication, eective
management, managing performance and developing people.
The BT Academy develops professional skills across four faculties
leadership, customer, business and technical. Around 5,000 leaders 
from senior executives to junior managers  have learnt new ways to
lead, coach and support their teams. A global programme is giving
our frontline people the skills, tools and techniques to improve the way
they serve customers.
Communication and involvement
Our people cited a 22 percentage point improvement in the internal
communications they received over the last three years.
We keep our people informed about company results, major business
decisions and other things that aect them using a variety of digital
channels. eaders regularly connect with their teams through roundtable
meetings, town hall debates, site visits, webcasts and blogs.
We consult our people or their representatives on a regular basis,
taking their views into account on decisions likely to aect them. In the
UK, we recognise two main trade unions. The Communication Workers
Union represents people in engineering, administrative and clerical
positions. Prospect represents managerial and professional people.
We also operate a pan-European works council, the BT European
Consultative Committee.
Volunteering
Through our international volunteering programme, all of our people
can use three working days to support causes they feel passionate about.
During the year, 16% of our people volunteered over 46,000 days of
their time supporting over 1,300 charities and community groups across
the globe. Not only is this a great source of pride, it helps people develop
new skills and greater awareness about the communities we work in.
In the UK, over 700 BT people took calls to support the 2013 Children
in Need appeal. We powered Sport Reliefs fundraising eorts by
co-ordinating 87 call centres and 1,000 BT volunteers helped take
234,000 calls.
More than 200 BT volunteers help run the BT Young Scientist 
Technology Exhibition. This is a grassroots initiative in Ireland to
raise schools engagement in science, technology, engineering and
mathematics. It also encourages research and development, innovation
and entrepreneurship. It celebrated its 50th event in January 2014,
attracting 2,000 entries from more than 4,400 students.
Employee engagement
Each quarter, around 32,000 people provide feedback about working
for BT through our engagement survey.
Engagement levels have improved from 3.69 in February 2013 to 3.82
in February 2014 (out of a maximum of 5). This is our highest-ever level.
All aspects of the employee experience showed improvements, including
how people feel about their job, their team, their manager, senior leaders
and the company. Over the year, feedback from our people shows a
growing optimism that things are changing for the better in BT, with a
higher level of excitement about the companys future.
Employee engagement index
As at 31 March
2011 2013
2012 2014
3.5
3.6
3.7
3.8
3.9