|
Our people
As at 31 March 2004, we had a diverse workforce of 99,900 people, 91,600 of whom were employed in the UK. To support our international operations, we employ 8,300 people in 37 countries outside the UK.
Workforce flexibility
The changing nature of the markets in which we operate, our focus on cost leadership and our investment in new services have impacted the shape of our permanent workforce. During the 2004 financial year, 2,287 people
joined BT, natural attrition was running at 2.5% and, in the UK, 4,514 people left BT under our voluntary paid leaver package.
The composition of our workforce is regularly reviewed and, at the end of the 2004 financial year, managers and professionals represented 31% of our workforce.
We supplemented our long-term customer contact centre workforce in the UK with an additional workforce of 4.6% outside the UK. This workforce is under our direction and control.
We also instigated a review of our procurement contracts for the employment of temporary and agency workers. At 31 March 2004, we were working with ten agencies, with costs for contingency
workers (agency and contractors) reducing year on year by 17%.
Shares and pensions
Since privatisation, we have been committed to providing our employees with a stake in the company.
Under the BT Employee Share Investment Plan (ESIP), employees can purchase shares in the company from their pre-tax salaries. In addition, they can buy shares at a discount under our savings-related share option plans. In the 2004 financial year, £20 million was allocated to provide free shares to employees under the ESIP. (Employees outside the UK receive a
cash payment equivalent to the value of the shares.) This allocation was linked to corporate performance measures determined by the Board. 98% of eligible employees participate in one or more of these plans.
Most of our employees are members of the BT Pension Scheme or the BT Retirement Plan, both of which are controlled by independent trustees. The BT Pension Scheme was closed to new members
on 31 March 2001. The majority of new employees are eligible to join the BT Retirement Plan.
Listening to our people
Our annual employee attitude survey, most recently conducted in early 2004, gives employees the chance to express their opinions about the company, their managers and the work they do. It encourages managers and their
teams to work together to implement action plans to address specific issues. 80% of people participated in the survey and the results showed, for example, that 95% of employees are committed to our customers and 90% feel that their actions align
with our brand and people values.
Employees are informed about our business through a wide range of communications channels, including our online news service, monthly newspaper, regular e-mail bulletins and senior
management web chats and web cast briefings. This ensures that key messages are available for everyone, with additional information sourced on an ‘‘as needs’’ basis.
In the UK two main trade unions are recognised by the company. In continental Europe, we have strong relationships with the works councils, with which we work closely, both on an
operational basis and as strategic stakeholders.
Health and safety
We have zero tolerance of workplace accidents and have set rigorous targets to effect significant improvements across the company. During the 2004 financial year, we beat our three-year targets set in 2000/01. Over the
three years, we have reduced workplace injuries by 40% and the number of cases of occupational ill-health referred to our occupational health service by 36%.
Diversity in our workforce
A work environment that actively supports all our employees is central to BT’s culture. We champion equality of opportunity – regardless of gender, race, sexual orientation, disability or age –
throughout the company. Internal networks include the Womens’ Network (gender equality) and Kaleidoscope (sexual orientation).
During the 2004 financial
year, we were awarded the platinum standard by Opportunity Now for our work
on gender equality, the gold standard by Race for Opportunity for our work on
race equality, and the Business in the Community Diversity Award – recognising
our forward-thinking and diverse approach to equal opportunities. We also work closely with
the Employers’ Forum on Disability.
Learning and flexibility
In addition to culture change programmes, such as
my customer, during the year we spent over £61 million (excluding
staff and other direct costs) on the training and development of our employees.
We have also increased the emphasis on broadband, e-learning and self-teach opportunities. This is particularly important as we extend our practices of flexible working. At 31 March 2004,
we had around 500 job sharers, 5,570 people working part time and more than 7,900 people
working from home.
|
