BT 2015 Annual Report Download - page 34

32 BT Group plc
Annual Report 2015
icness absence rates have increased b  to .. here are
dierences between the lines of business with a stead reduction in
ost of the but a sustained increase in penreach. ere ental ill
health and usculoseletal disorders in older worers are the ain
causes. he increase in sicness absence is ainl because people are
havin to tae ore tie o. tended absences over one onth now
ae up two-thirds of all lost tie.
ur focus is on earl intervention to iprove attendance. nd our support
services help around 9 of people return to their role on full duties.
Volunteering
t is a source of reat pride to  and our people that so an colleaues
volunteer. his ear ore than 00  of our colleaues up
 fro last ear spent 000 das supportin ore than 00
charities and counit roups around the world. ur people can use
up to three worin das a ear to support causes that atter to the.
his eans the can have a real ipact in the counities where the
live and wor. ur abition is that b 00 two-thirds of  people
will be volunteerin tie to support ood causes.
ore than 00 011 00 people too part in volunteerin
specificall as part of a tea. pecialist  teas helped charities
with particular issues which needed our epert input and nowlede.
ther  teas used their ener and enthusias to ae a practical
dierence in local areas.
harities supported in this wa include lacebe a UK childrens ental
health charit which we helped with their counications strate
andeicester utdoor ursuits entre where we helped build euipent
to enable wheelchair users to access an abseil tower. n pain s
huan resources tea helped oun people facin severe financial
issues prepare for wor. nd in unar 0  volunteers iproved
thelivin conditions in a oun peoples refue in udapest.
n ndia ore than 0  volunteers worin with our local
partner Katha continued to support the Katha nforation
echnolo and -coerce chool K a charit which provides
 trainin for children in one of elhis larest slus. ver 19000
children have alread copleted  courses. K also supplies ore
eneral schoolin for children and teaches business sills to woen.
ridul rivastava fro  lobal ervices won this ears hairans
ward for his contribution to societ and the lead he has taen in
encourain volunteerin at K.
3D\DQGEHQHƬWV
e copare salaries with other copanies in our arets to ae sure
our pacaes are copetitive. n the UK pa for the vast aorit of our
enineerin and support people is deterined b collective barainin
with fair ters and conditions for all. anaers pa and bonuses are
lined to business perforance and their personal contribution.
ur eecutives are oered lon-ter incentives to alin their reward
with the creation of shareholder value. he aount ultiatel received
depends on s perforance over a three-ear period. n accordance
with our reulator obliations incentives for senior leaders in
penreach are tied to its business perforance rather than that of
thewider roup.
e also provide a rane of pension and retireent plans for eploees
loball either throuh dedicated copan plans or b contributin to
state retireent arraneents where applicable. ou can find details of
the  ension chee and other retireent plans on pae 9.
Sharing in success
round 0 of our people tae part in one or ore of s savins-
related share option plans saveshare which operate in over
 countries. n uust 01 over 000 people in our 009
saveshare plan were able to bu shares at 1p representin an
averae ain of around 1000 each. round 000 of these people
whoparticipated at the aiu allowed were able to bu shares
worth ust under 90000 based on the share price on 1 ul 01.
ebelieve this was one of the larest ever paouts b a UK plc for
anall-eploee saveshare plan.
ach uarter about 000 people provide feedbac on worin for 
throuh our eploee enaeent surve. ur surves help us develop
a focused people strate and support action plannin at a local level.
e have aintained enaeent levels at . out of a aiu of 
with a telecos benchar of .90 the hihest level since we started
the surve in 00.
Employee engagement index
As at 31 March
2011 20132012 2014 2015
3.5
3.6
3.7
3.8
3.9
e eep our people infored about copan results aor business
decisions and other thins that aect the usin a variet of diital
channels. eaders reularl connect with their teas throuh roundtable
eetins town hall debates site visits webcasts and blos.
e consult with our people or their representatives on a reular basis
tain their views into account on decisions that aect the. n the UK
we reconise two ain trade unions. he ounication orers Union
represents people in enineerin adinistration and clerical positions.
rospect represents anaerial and professional people.
Diversity at work
t  we believe that we unloc the power of our people when we value
their diversit. his is a priorit for us because a diverse worforce fosters
reater innovation helps us better understand and serve our custoers
and epowers our people to deliver their best.
usiness in the ounit benchars consistentl ran us in the top
ten private-sector oranisations for woen and people fro lac and
inorit thnic  bacrounds. nd as a wo icsa eploer
we are coitted to attractin developin and retainin people with
disabilities. pplicants with disabilities or lon-ter health conditions
 and who eet the iniu criteria for a vacanc  are autoaticall
put throuh to the first stae of the recruitent process.
e were aain naed this ear as one of he ies op 0 ploers
for oen. ut we have the abition to ove further and faster.
eare deterined to drive up the nuber of woen in our worforce.
19 woen currentl wor for us  an on eible contracts
ivin us a full-tie euivalent of 1 feale eploees.
his corresponds to 10   of our anaeent
population and 099 1 of our tea ebers.
t oard level our polic is to ai to have at least  feale
representation. e were below this for part of the ear but with three
out of 11 oard ebers we now have  feale representation.
e are worin to attract ore woen into  and our sector. nd we
are reviewin our worin practices and developent opportunities to
ae sure that an increasin nuber of woen can eno successful
careers with us.
Staying safe and well
ur people tell us wellbein has iproved b  across the copan.
e have ade ood proress on reducin accidents while worin.
heost ie nur rate cae down b  to 1. incidents per
illion worin hours. owever the chanin ae profile of the business
presents soe challenes for us as ature and eperienced worers are
replaced b ouner people who soeties have a dierent attitude
to ris. e have tareted our trainin to address this.
a The Two Ticks is an accreditation that is given to organisations that are committed to employing
disabled people.