BT 2014 Annual Report Download - page 36

33
The Strategic Report
Delivering our strategy
Delivering our strategy
Contracts we won in the year include
Customer Contract
Alsea (BT Contact) A contact centre solution to improve home
delivery from 590 of the restaurants it
operates in Mexico.
Credit Suisse
(BT Connect)
A renewed global network outsourcing
agreement covering a broad range of
communications services. Provided jointly
with Swisscom, we will support the bank in
more than 50 countries.
Elster Group (BT Assure) A contract to supply a managed virtual
rewall service.
HeidelbergCement
(BT Connect)
A network to connect HeidelbergCements
sites at 1,100 locations in 37 countries
across Europe and Africa.
NATO (BT Connect) Centrally-managed internet access and
remote network access services to enable
highly secure services and information
exchange to and from the internet.
Unilever (BT One) A global IT outsourcing contract including
collaboration services (such as audio
conferencing and video conferencing) and
a fully integrated network providing voice,
data, video and mobility services to the
companys 173,000 employees across
nearly 100 countries.
Western Power
(BT Contact)
A multimedia contact centre in Perth,
Australia, to maintain customer satisfaction,
meet regulatory requirements and handle
surges in call volumes, for example during
natural disasters.
Department of Health
and the Health and Social
Care Information Centre
An agreement to continue to deliver N3,
which provides secure national broadband
services to the NHS.
Jabil Circuit
(BT Connect)
Contract for managed network services at
112 locations in 25 countries across the
US, atin America, Asia, Europe and the
Middle East and Africa.
Inuential analyst rms recognise us as a global leader in the market.
This year we improved our position as a leader in Gartners global
network service providers magic quadrant based on our Completeness
of ision and Ability to Execute. We also further improved our position
as a leader in Gartners global communications outsourcing and
professional services magic quadrant.a
Customer service delivery
We continue to focus on improving customer service.
We gather feedback from our customers in lots of dierent ways,
including through our global account management teams and surveys.
We use this feedback to identify further opportunities to improve our
service and increase customer satisfaction. Customer experience and
feedback are an important part of how we reward our people.
This year we
• achieved a 5% increase in the number of customer-agreed milestones
for our complex contracts that we met on time
• introduced internal systems which improve the quality and speed of
customer quotes
• improved how we manage our relationship with customers by
providing a single point of contact for service delivery
• improved Ethernet delivery times and
• increased the number of customer accounts included in our customer
experience dashboards. This increases our visibility of problems and
means we can resolve them sooner.
We made some progress in the year and increased our RFT performance
0.6%. But it did not increase by as much as planned, partly as a result of
a backlog of orders. We have focused on clearing this backlog which will
help support an improvement in our RFT performance in the future.
Our customers can use our products and services to reduce their
impact on the environment. For example, we are helping the NHS save
around 150,000 commuting days a year through providing remote
access to its secure national broadband network, N3.
In all the societies where we do business, we try to make a positive
dierence. Through our Connecting Africa project, we are working with
SOS Childrens illages, an international charity that focuses on children
at risk. We have connected 19 of the charitys sites in nine African
countries using our global satellite network.
Cost transformation
We reduced our operating costs by 4%, largely reecting the benet of
our cost transformation programmes. We made savings in our network,
procurement and processes.
• Network  we completed the closure of our remaining legacy global
data network, migrating the last customers to our strategic global
platform which provides improved reliability and service. We have
added new points of presence (PoPs) to reduce third-party access costs.
• Procurement  we have focused on cutting contract delivery costs
through negotiating better commercial terms with suppliers and
rening the way we purchase access circuits and customer premises
equipment.
• Processes  by bringing together teams and clarifying roles, we
are boosting eciency, cutting costs, removing process failures
and improving customer service. We are also improving back-oce
eciency across Continental Europe.
Investing for the future
We have continued to invest to improve our global capabilities.
• High-growth regions  we began hiring over 400 new people,
improved our infrastructure with ve new IP and Ethernet PoPs,
and added new products.
• Network  we built a new high capacity optical network in South Africa,
extended our depth of coverage in South East Asia with an NNI and
added 20 new PoPs in places such as atvia, ithuania and Oman.
• Core products and services  we extended the reach of our BT Connect
portfolio by opening a city bre network in Paris and its suburbs.
We launched BT Cloud Compute which boosts our cloud cover across
four continents.
• Industry-speciƬc solutions  we have improved BT for ife Sciences by
adding powerful scientic software applications from Schrdinger and
more research solutions from Accelrys. We connected a new nancial
services customer in New ealand to the BT Radian community.
• BT Advise  we have improved the centralised knowledge
management system which supports the BT Advise Academy.
This makes it easier for our people to collaborate across the globe
on customer issues and share best practice.
a
The *artner 5eports described herein, Magic 4uadrant for *lobal Network Service Providers,
Neil 5ickard, 5obert F. Mason *artner, March 2014) and Magic 4uadrant for Communications
Outsourcing and Professional Services, Eric *oodness, Christine Tenneson *artner, October 2013)
represent data, research opinion or viewpoints published, as part of a syndicated subscription
service, by *artner, ,nc. p*artnerq), and are not representations of fact. Each *artner 5eport speaks
as of its original publication date and not as of the date of this Annual 5eport) and the opinions
e[pressed in the *artner 5eports are subject to change without notice.