Building

Connecting

Accelerating

BT Group plc

Annual Report 2024

Every connection

tells a story

The connections you make

create a picture of modern

life in the digital world.

30m

of you used our

services as customers.

200m

of your devices were

connected to our network.

94,722

Petabytes consumed

One Petabyte is one million Gigabytes.

With94,722Pb

, you could stream ‘Barbie’

over7.2billion times. In 4K quality.

a Petabytes consumed is for calendar year 2023.

7.2+ billion

19,500

Further

We have more than 19,500 mobile sites across the UK,

including 1,350 new mast sites built from scratch

since2013. That’s abrand new site every three days

overthepast decade.

60,000mi

Adding over 60,000 square

miles of 4G mobile coverage

across the UK since 2013.

That’s more than 60% of

theUK.

121%

Faster

Our 5G infrastructure has increased average

downloadspeed by 121% since 2019.

1.5bn

Talking the talk

You spent 1.5 billion minutes talking on voice and video

calls with our EE mobile network in the last ten years.

Thatis nearly 3,000 years of talking.

~35Tbps

A network record peak

You helped create more of these

recordpeaksinnetwork traffic than ever.

Online annual review

To explore a year in the life of

our customers and colleagues,

visit our online review.

bt.com/annualreview

What connects us

defines us

Our network enables

millions of customers

tomake trillions of

connections between

thepeople, places and

things that matter most

tothem.

Each connection carries data. And it

creates data too. We’ve collated ithere

to reveal a year in the life ofcustomers

who’ve never relied on usmore.

The video calls that bring families

together. The unbroken streams of

showsand sports. The games, apps,

deliveries and chats.

Fixed or mobile, at home, work or

play,our growing network makes these

connections happen. And we have the

storytelling stats to show it.

Mobile coverage

We operate more than 19,500 mobile sites across the UK,

including 1,350 brand new mast sites built since 2013.

That’s a new mobile site being built every three days for

the past decade to elevate the UK’s mobile connectivity.

99%

Our 4G population coverage in each

individual nation now stands at:

England (99%), Northern Ireland (98%),

Scotland (99%), and Wales (98%)

75%

Our 5G population coverage in each

individual nation now stands at:

England (77%), Northern Ireland (29%),

Scotland (73%), and Wales (77%)

Fibre coverage

We’re building our new full fibre network across the UK, from rural

villages to city centres, with 13.8m premises covered, equivalent

toover 40% of UK homes and businesses already able to access

ultrafast, ultra-reliable broadband. We’re reaching more properties

every day – including one million just in the final quarter.

40%

Our fibre geographic coverage in each

individual nation now stands at:

England (10.9m), Northern Ireland (0.8m),

Scotland (1.2m), and Wales(0.9m)

This map is a visual representation of network

coverageandshould not be taken as 100% accurate.

Revenue

£20.8bn 1%

(FY23: £20.7bn)

Profit before tax

£1.2bn (31)%

(FY23: £1.7bn)

Adjusted

EBITDA

£8.1bn 2%

(FY23: £7.9bn)

Cash flow from operating activities

£6.0bn (11)%

(FY23: £6.7bn)

Normalised free cash flow

£1.3bn (4)%

(FY23: £1.3bn)

Basic earnings per share

8.7p (55)%

(FY23: 19.4p)

Capital expenditure

£4.9bn (3)%

(FY23: £5.1bn)

Strategic report

A message from our Chairman 2

A message from our Chief Executive 4

Executive Committee 8

Our business model 10

Trends shaping our industry and business 16

Our strategic framework 18

Progress against our strategic framework 20

Our people 30

Our Manifesto 34

Our stakeholders 40

Non-financial and sustainability information statement 46

Our key performance indicators (KPIs) 48

Group performance 50

Regulatory update 58

A message from the Chair of Openreach 60

Risk management 61

Our principal risks and uncertainties 63

Task Force on Climate-related Financial Disclosures 71

Viability statement 81

Corporate governance report 83

Financial statements 131

Additional information 231

This Strategic report was approved by the Board on 15 May 2024

and signed on its behalf by the Chairman.

Adam Crozier

Chairman

15 May 2024

You can find our cautionary statement on forward-looking

statements on page 234.

Pages 1 to 82 are the Strategic report. It includes our

business model, progress against our strategic framework,

our key performance indicators, group performance and our

principal risks and uncertainties.

You can find our Corporate governance report on pages 83

to 130. It includes the Directors’ report and information on

our directors’ remuneration.

When we say ‘BT Group’ and ‘the group’ in this document we

mean BT Group plc – made up of our subsidiaries, customer-facing

units and internal corporate units. When we say ‘FY24’ we mean

the financial year that ended on 31 March 2024, and we use the

same approach for any other years.

Look out for these throughout the report

Reference to another page in the report

Reference to further reading online

BT Group plc Annual Report 2024

1 Strategic report

Contents

a Adjusted EBITDA is group profit or loss before specific items, net finance

expense, taxation, depreciation and amortisation and share of post tax

profits or losses of associates and joint ventures. See page 232.

b We define normalised free cash flow on page 232.

Connecting the UK

whiletransforming

ourbusiness.

BT Group has made good progressin

the last few years andyet we still

have an enormoustransformation

aheadofus if we’re to truly

modernise the way we operate for

the benefit of all our stakeholders.

As our investment expenditure

reduces and as Allison’s leadership

brings renewed focus and

accelerated delivery, I’m confident

that the long-term prospects for

BT Group are extremely strong.

Adam Crozier

Chairman

The connections that we

provideare more critical

thanever, and our customers’

needs and demands are

constantlyevolving.

Keeping the UK’s homes, public services and businesses

connected places a huge responsibility on BT Group –

one that we’ve continued to meet successfully in

FY24, while sustainably growing our business and

continuing to transform our operations.

We’ve also achieved this while facing significant

change across the organisation, including the

appointment of our new Chief Executive.

BT Group plc Annual Report 2024

2 Strategic report

A message from our Chairman

Thank you to Philip

After five years as Chief Executive of BT

Group, Philip Jansen stood down at the

end of January 2024. Philip achieved a

huge amount during his time, most notably

setting our vision to provide full fibre

connections to 25m premises across the

UK by December 2026 – a target we are

well over halfway towards completing.

Philip’s tenure was also marked by a

number of exceptional external challenges.

Covid-19 caused immediate changes to

everyday life and lasting shifts in how

businesses and society operate, and BT

Group successfully adapted to both under

Philip’s leadership. He also steered the

business through the impacts of events

such as the cost-of-living crisis, high

inflation rates and the invasion of Ukraine.

I’d like to take the opportunity to again

thank Philip personally, and on behalf of

the Board, for everything he delivered for

BT Group and the foundation he’s set for

our future success. I wish him all the best

with his future endeavours.

Welcoming Allison

In February 2024, we welcomed Allison

Kirkby as our new Chief Executive. She is a

proven leader, with deep sector experience

and a history of transforming businesses.

Having served as a member of our Board

since 2019, Allison already has a full

understanding of our long-term strategic

objectives. On the following pages, she

sets out how she’s shaping this strategy to

deliver for our customers and stakeholders

better and faster.

This will be achieved by focusing on building

and connecting customers to our networks,

and accelerating the transformation of BT

Group to improve our customer service and

for the benefit of all our stakeholders. The

Board and I look forward to supporting this

agenda and Allison’s leadership in her new

executive capacity.

Moving beyond peak investment

We’ve steadily accelerated the delivery

ofour unprecedented investment

programme, creating the UK’s digital

backbone and enabling growth in its

economy and businesses. Building and

connecting faster hastens the delivery

ofreturns to our shareholders.

FY24 is the year in which we passed the

peak of our capital expenditure on this

programme, enabling us to see greater

normalised free cash flow over the coming

years. This gives us confidence to increase

the full year dividend to 8.0 pence per

share while reaffirming our progressive

dividend policy for our loyal investors.

Enabling better

outcomesfortheUK

While change both inside and outside

BTGroup is now constant, our purpose

endures: We Connect for Good. Our

networkinvestments, alongside our

Manifesto commitments to deliver

responsible, inclusive and sustainable

technology, create a foundation for greater

inclusivity and wider benefits tosociety.

We’re committed to ensuring that the

networks we provide, and the essential

services they enable, are accessed and

utilised as widely as possible across the UK. In

2021, we set an ambitious goal to reach 25m

people in the UK with digital skills by March

2026, and we’re on track to hit that target.

We also continue to move forward on our

wider sustainability goals, with a commitment

to build towards a circular BT Group by the

end of March 2030, and a circular tech

ecosystem by end of March 2040.

We’ve continued to make clear progress

onreducing our environmental impact,

witha61% reduction in operational carbon

emissions intensity (compared to FY17

levels) – but we want to go further too, both

in our own operations but also within the

wider ecosystem we enable. That’s why

we’veset a target to achieve net zero carbon

emissions in our operations by the end of

March 2031, and for supply chain and

customer carbon emissions by the end

ofMarch 2041.

Engaging with our stakeholders

The massive investments we’ve been

making, amid highly challenging economic

conditions and constantly increasing data

usage and demand, have created

inflationary pressures on our business. This

has an unavoidable impact on the prices

we must charge our customers. We know

these rises are never welcome, which is

why it’s critical that the rationale behind

them is fully explained and understood.

Our Consumer business was the first in the

industry to incorporate Ofcom’s latest

proposals on pricing, moving to a ‘pounds

and pence’ structure so that customers

have a clear view of costs across their

contracted period. We’ve also continued

to protect our social tariff and pay as you

go customers from price increases, to

ensure everyone is able to remain online.

We’re engaging with a broad range of

stakeholders, including Ofcom, UK

Government, the Digital Voice Advisory

Board and Telecare Action Board, as we

progress the switch from analogue to

digital landlines. Along with other

communications providers, we paused all

non-voluntary migrations in December

2023, and we now expect to have migrated

all customers off the public switched

telephone network (PSTN) by the end

ofJanuary 2027, allowing us to align the

programme with full fibre broadband

customer upgrades where available. This

timescale will ensure we get this right while

delivering this essential programme to

ensure the long-term resilience of our

networks and services.

Board changes

In January 2024 we welcomed Raphael

Kübler, Chief Operating Officer at

Deutsche Telekom, to our Board.

Raphaelreplaced Adel Al-Saleh as

Deutsche Telekom’s nominated Board

representative, and we look forward to

working with him going forward.

In May of this year we also welcomed Tushar

Morzaria to the Board as an Independent

Non-Executive Director. Tushar brings a

wealth of strategic financial management

experience gained over 25 years of

overseeing transformation programmes and

strengthening risk and control frameworks

incomplex global organisations.

Ian Cheshire and Iain Conn stepped down

from the BT Group Board in July 2023,

with Ruth Cairnie succeeding them in the

roles of both Senior Independent Non-

Executive Director and Chair of the

Remuneration Committee.

I’m confident that the collective expertise

and varied backgrounds of our Board

members mean we have the right range

ofskills and experience to progress BT

Group’s ambitions, while also meeting best

practice and the guidelines set out in our

Board Diversity and Inclusion Policy.

Looking ahead

BT Group has made good progress in

thelast few years and yet we still have an

enormous transformation ahead of us if we

are to truly modernise the way we operate

for the benefit of all our stakeholders.

While we’ve a long way to go, our strategy is

beginning to deliver, creating the next

generation networks that connect the UK,

while seeing clear improvements in

operational efficiency and financial returns.

As our investment expenditure reduces

and as Allison’s leadership brings

renewedfocus and accelerated delivery,

I’m confident that the long-term prospects

for BT Group are extremely strong.

Adam Crozier

Chairman

15 May 2024

BT Group plc Annual Report 2024

3 Strategic report

Sharpening

our focus.

Since her appointment as Chief Executive,

Allison has visited BT Group sites across

theUK,including:

BT Group built and connected

customers to our next generation

networks at record speed and

efficiency over the past year,

while continuing to grow

revenue and EBITDA.

Allison Kirkby

Chief Executive

Watch our CEO reflect on

her first few months in office.

bt.com/annualreview

Full fibre rollout:

now at 13.8m premises

13.8m

Normalised free cash flow:

raising targets to c.£3.0bn by 2030

c.£3.0bn

BT Group plc Annual Report 2024

4 Strategic report

A message from our Chief Executive

Sharpening our focus on being the

best we can be for our customers,

for our shareholders and for the UK.

Early reflections

I’ve spent the last few months meeting as

many of our customers and stakeholders

as possible. Every interaction has

confirmed to me that connectivity is the

lifeblood of the UK’s society and economy.

We provide the digital backbone for the

nation; without us, life as we know it stops.

That might sound dramatic, but it’s true –

and it’s why everything we do has to be

focused on supporting the customers who

rely on us and living up to our purpose, to

connect for good.

I’ve now visited close to 20 BT Group sites

in the UK to meet with colleagues across

our operations, and it’s been fantastic to

see their commitment and passion for

what we do. As they’re the people who

connect with our customers most often,

hearing their perspectives on our

strengths, opportunities and challenges

has also been invaluable as I’ve shaped

mythinking.

These conversations have deepened my

appreciation of the fantastic assets that

make us unique. We’re unrivalled in our

experience of operating critical national

infrastructure, our breadth of private and

public sector customer relationships, our

research and development credentials,

ourpartnerships with the world’s leading

technology firms, and above all our brilliant

people who underpin everything we do.

We must harness these strengths as we

move into the next phase of BT Group’s

transformation. We’re over the peak of

ourinvestment in fibre-to-the-premises

(‘FTTP’ or ‘full fibre’); take-up of 5G and

FTTP is growing; and we’re seeing higher

customer satisfaction across the business

as our networks and services provide ever-

improving experiences. But we can and

must go faster in utilising the full power of

our networks. We’ll do this by sharpening

our focus on being the best we can be for

our customers, for our shareholders and

fortheUK.

Our financial performance

Over the past year we delivered a solid

operating and financial performance, with

growth in both adjusted revenue and

EBITDA. We passed peak capex on our

fullfibre broadband rollout and achieved

£3bn of annualised cost savings a

yearahead of schedule.

This means we’ve now reached the

inflection point where we emerge from

themost capital-intensive phase of our

investment programme. It also gives us the

confidence to provide new guidance that

significantly increases our short-term cash

flow and sets out a path to more than

double our normalised free cash flow over

the next five years. This enhanced cash

flow allows us to increase our dividend

forFY24 by 3.9% to 8.0 pence per share.

We’re also setting an additional £3bn

ofgross annualised cost savings to be

reached by the end of FY29.

I know BT Group’s share price has

underperformed in recent years, but we

now have a clear, positive path that aims to

drive significant value for all stakeholders

going forward.

Connecting the UK

Our full fibre rollout has delivered the UK’s

largest private national infrastructure

programme, on time and on budget. It

willdeliver huge benefits to the UK, with

nationwide full fibre broadband predicted

to increase national GDP by £72bn – or

about 2% – by 2030.

We’ve built at record speed and efficiency

this past year, with an additional 3.5m

premises passed, taking us to 13.8m

premises covered – equivalent to well over

40% of UK homes. In fact, we’re currently

the fastest builder of fibre anywhere in

Europe, and at a lower cost than our major

competitors in the UK. More importantly,

we’re also seeing industry-leading

customer take up of our FTTP networks

at34% – and this is even stronger where

we built two or more years ago, with

takeup ofover 50%.

We’ve continued our rollout of 5G, which

now covers 75% of the UK population, and

grown our 5G-ready customer base to

11m. Our overall mobile network has

increased to 88% of the UK by geography,

including new mobile connectivity in 33

London Underground stations. We’re also

the only network provider to have hit our

Shared Rural Network commitment to

Government, bringing mobile coverage to

many parts of the country for the first time.

The customer experience uplift is evident

from the scale of traffic increase that we

see when new locations are connected.

Inremote parts of Scotland, for example,

we have seen this drive new commerce

forbusinesses, enable people to use

onlineservices for the first time, and

connect emergency services in the

mostremote locations.

We’re not just providing brilliant fixed and

mobile networks – we’re also combining

them with the key services our customers

need to live, work, game and learn. For

example, we launched EE Fibre 1.6Gbps,

offering the fastest home broadband

speeds of any major provider, and a new EE

TV app and set-top box, fully integrated

with Apple TV 4K. For businesses, we

announced Global Fabric, which will

enable organisations to seamlessly and

securely connect to multiple clouds and

seize the advantages of digital automation

and artificial intelligence (AI), and we’ve

also launched new customer solutions via

collaborations with companies such as

Google, SAP and Microsoft. These are

reflected in strong customer satisfaction

metrics across the business, and external

accolades such as EE being named as

RootMetrics’ number 1 mobile network

forthe 21st time.

BT Group plc Annual Report 2024

5 Strategic report

Having passed peak

capexon our full fibre

broadband rollout and

achieved our £3bn cost

and service transformation

programme a year ahead

ofschedule, we’ve now

reached the inflection

point on our long-term

strategy.

A message from our Chief Executive continued

Our strategy

forgrowth

To deliver long-term sustainable

growth, we’ve set ourselves five priorities

within our overall strategic framework:

Grow Consumer through

convergedsolutions

Led by EE, Consumer will win more

UKhouseholds by creating deeper relationships

on the back of leadership infull fibre broadband,

5G and convergence.

Capitalise on Business’ unrivalled

assetstorestore growth

Business will help customers grow through

nextgeneration connectivity solutions,

leadingmanaged services and outstanding

customerexperience.

Grow Openreach and get strong

returnson full fibre broadband

Openreach is building the UK’s largest full fibre

broadband network. It will get cost advantage

fromthis scale, upgrade customers to the new

platform, continue to provide industry-leading

service and strengthen all its communications

provider relationships.

Transform our cost base and

bemoreproductive

Across BT Group we will fundamentally change

what we do and how we work. We’ll automate,

digitise and close old systems, processes and

networks. This will cut costs, help us do things

faster and bring better experiences to our

customers and colleagues.

Optimise our company portfolio

andcapital allocation

We will keep strengthening our portfolio by

buying, selling or partnering to push our strategy

forward. We’ll invest in next generation networks

and solutions to meet customers’ needs and

deliver shareholder returns. As we finish rolling

out full fibre broadband, we’ll reduce capital

expenditure by c.£1bn and increase normalised

free cash flow.

BT Group plc Annual Report 2024

6 Strategic report

As we move into the next phase of BT Group’s

transformation, we are sharpening our focus

to be better for our customers and the country,

by accelerating the modernisation of our

operations, and by exploring options to

optimise our global business.

Strategy

This year’s Annual Report provides many

more examples of how our long-term

strategy is delivering: we’re building and

connecting our customers to next

generation networks at pace; we’re

creating standout customer experiences;

and we’re leading the way to a bright and

sustainable future.

While building our next generation IT and

network infrastructure, we’re proactively

moving customers off legacy platforms

that don’t deliver the full benefits of digital

connectivity. We recently completed the

sunsetting of our 3G mobile network, and

we’re continuing to move customers

ontodigital IP-based services. We now

expect to have completed this shift by

January 2027.

We are also radically simplifying our

product and customer journeys by

partnering with leading technology

playersand responsibly adopting new

technologies such as AI to enable

customer benefits and business growth.

In October, we launched our new

integrated EE digital platform to drive

convergence. This included new

connectivity propositions, building on

ourFTTP and 5G leadership, improved

products and services and a simpler, better

set of customer journeys. Overall this is

driving a better customer experience, with

those that have migrated showing a higher

rate of convergence and NPS.

Our strategy is delivering, and when BT

Group wins, the UK wins. But the world

around us is moving at pace, and so must

we. I will set out more on this in the coming

months, but I am already clear that my

ambition for BT Group is to be the UK’s

most trusted connector of people, devices

and machines.

The digital opportunity for the UK

Having spent the last decade running

telecoms companies in Scandinavia, I’ve

seen first-hand how much more digital and

connected those nations are. For example,

Sweden’s equivalent FTTP take-up rate is

over 80%, and they have far greater

adoption of the new services that this

connectivity enables. Digital platforms are

embedded and aligned across all aspects

of everyday life, with online banking,

payment, public services and healthcare

apps used at much higher rates than in

theUK.

What I saw in Sweden is a clear example

ofhow a better-connected society can

unlock huge benefits for both

governments and citizens. As well as

reducing costs, bureaucracy, fraud and

complexity, these digital services also

havegreat potential to help society

decarbonise, and to underpin the creation

of new, technology-based models that

empower businesses to compete in an

increasingly digital, global marketplace.

That’s why I’m committed to ensuring BT

Group plays a key role in helping the UK

catch up and realise the benefits of a fully

connected society. This isn’t something

that’s nice to do – it’s critical to the

UK’sfuture.

Having made huge investments into

UKinfrastructure and services, we must

ensure everyone now benefits from them.

And all the right foundations are in place to

enable this. As well as our own networks,

we have regulatory stability, government

policy that incentivises further investment,

and strong competition spurring all of us in

the industry to keep innovating.

I know from my years of experience in the

industry that the most successful telcos

around the world are national champions

who leverage their history, their assets and

technology leadership to create value for

all. Building on the progress we have made,

and with the transformation of BT Group

now accelerating, we are moving into a

phase where the full potential of our

brands, networks, products and services

can be realised. This will unlock benefits

for UK citizens, businesses and the

economy as a whole – and I personally

can’t wait to start delivering for all our

stakeholders.

Allison Kirkby

Chief Executive

15 May 2024

BT Group plc Annual Report 2024

7 Strategic report

The Executive Committee is

chaired by the Chief Executive.

Sothat there is a single point

ofaccountability, the Chief

Executive (or a delegate)

takesallthe decisions.

The Executive Committee provides

input and recommendations to

help theChief Executive:

– develop group strategy and budget

forBoard approval

– execute the strategy once the

Boardapproves it

– assure the Board on overall

performanceand how we’re

managingrisks.

Allison Kirkby

Chief Executive

Appointed Chief Executive February 2024.

Appointed to the Board March 2019.

From May 2020 until becoming BT Group

Chief Executive, Allison was President &

CEO of Telia Company. She was

previously President & Group CEO of TDC

Group until October 2019, and President

& Group CEO of Tele2 AB from 2015 to

2018, having been Tele2 AB’s Group CFO

from 2014.

Simon Lowth

Chief Financial Officer

Appointed July 2016.

Simon was CFO of BG Group before

thetakeover by Royal Dutch Shell in

February 2016. Before that he was CFO

ofAstraZeneca, and Finance Director

andExecutive Director of ScottishPower.

Simon was also previously a Director of

McKinsey & Company.

Key changes this year

The following changes to the Executive

Committee took place during the year:

– Philip Jansen stood down as Chief

Executive.

– Allison Kirkby was appointed as Chief

Executive.

– Ed Petter stood down as Corporate

Affairs Director on leaving BT Group.

– Tom Engel was appointed Corporate

Affairs Director (Interim).

Harmeen Mehta

Chief Digital and Innovation Officer

Appointed March 2021.

Harmeen is a global leader in incubating

new businesses and creating revenue

streams, with over 25 years’ experience of

digital transformation and running

technology-led businesses.

Before joining BT Group, Harmeen was

group CIO and Head of Cloud & Security

business at Bharti Airtel. Before that, she

was CIO at Bank of America Merrill Lynch,

BBVA and HSBC. Harmeen is a Non-

Executive Director of Lloyds Banking

Group, and a board member of TM Forum.

Tom Engel

Corporate Affairs Director (Interim)

Appointed December 2023.

Before BT Group, Tom held

communications leadership positions at

DFID, DWP and the Natural History

Museum. He has worked in the UK and

South African parliaments and served as

aSpecial Adviser in the Blair government.

Consulting roles have seen Tom work for

awide range of clients, from pop groups to

multinationals, trade bodies to charities.

Whilst based in Hong Kong, he helped to

grow and sell a private PR company.

BT Group plc Annual Report 2024

8 Strategic report

Executive Committee

Marc Allera

CEO, EE and Consumer

Appointed September 2017.

Marc is also Chairman and a BT appointed

Director of the sports joint venture

between BT Group and Warner Bros.

Discovery. Marc was previously CEO of

EE, and EE Chief Commercial Officer

from2011to 2015. He spent ten years at

Three UK as Sales and Marketing Director

and Chief Commercial Officer. Before

that, Marc was General Manager of

SegaUK and Europe. Marc is Chair of

Jagex Limited.

Bas Burger

CEO, Business

Appointed CEO, Business January 2023.

Appointed CEO, Global June 2017.

Bas was formerly President, BT in the

Americas, Global Services. He joined BT

Group in 2008 as CEO Benelux. Before

that he was Executive President and a

management committee member at

Getronics NV, where he ran global sales,

channels and partnerships, developing

the company’s international business. He

was also CEO and Managing Director of

KPN Entercom Solutions.

Sabine Chalmers

General Counsel, Company Secretary

&Director Regulatory Affairs

Appointed General Counsel April 2018.

Appointed Director Regulatory Affairs

and Company Secretary in May and

September 2021 respectively.

Before joining BT Group, Sabine was Chief

Legal and Corporate Affairs Officer and

Company Secretary of Anheuser-Busch

InBev for 12 years. She also held various

legal leadership roles at Diageo. Sabine is

qualified to practise law in England and

Wales and New York State. She is also a

member of the Court of Directors of the

Bank of England.

Howard Watson

Chief Security and Networks Officer

Appointed Chief Technology and

Information Officer February 2016 and

became Chief Technology Officer March

2021. Appointed Chief Security and

Networks Officer September 2022.

Howard’s expanded role puts security at

the core of our business. He was formerly

Chief Architect and Managing Director,

global IT systems and led the technical

teams behind the 2013 BT Sport launch.

Howard joined BT Group in 2011 and

has40 years of telecoms experience.

Thisincludes time at Telewest

Communications (now Virgin Media)

andCartesian, a telecommunications

consultancy and software company.

Athalie Williams

Chief Human Resources Officer

Appointed December 2022.

Before joining BT Group, Athalie was Chief

People Officer for BHP, the world’s largest

mining and resources company. She led

BHP’s organisation, people and culture

transformation agenda and shaped their

industry-leading inclusion and diversity

agenda. Before that Athalie was General

Manager, Cultural Transformation for

National Australia Bank. She also spent

14years leading complex business

transformation and change programmes in

Australia and Asia as a consultant with

Accenture (formerly Andersen Consulting).

Clive Selley

CEO, Openreach

Appointed February 2016.

Clive was formerly CEO, Technology,

Service & Operations, CEO Innovate &

Design and before that President,

Global Services Portfolio & Service

Design. Under the provisions of the

Commitments, Openreach’s CEO

cannot be a member of the Executive

Committee. Clive attends Executive

Committee meetings as appropriate.

BT Group plc Annual Report 2024

9 Strategic report

Our business model

The UK’s

leading

provider

BT Group is the UK’s leading fixed and mobile

communications provider. We build and run

the biggest fixed and mobile networks in

the country.

We operate in both wholesale and retail markets. Our customers

include consumers, small, medium and large businesses, public

sector organisations and other communications providers.

We create value by designing, building, marketing, selling and

supporting network access, connectivity and related products to

customers. We provide many of the fixed, mobile and converged

connectivity solutions integral to modern life. They include

broadband, mobile, TV, networking and IT services. We also

sell other things – like handsets, gaming and insurance – to help

our customers connect, communicate, share, be entertained

and do business.

A significant amount of what we earn goes back into maintaining

and enhancing our fixed and mobile networks, improving

customer service and developing new connectivity solutions –

which bring value to customers and returns to shareholders.

Through paying tax, interest, pension contributions and

shareholder dividends, we contribute financially to a wide

rangeofstakeholders.

BT Group plc Annual Report 2024

10 Strategic report

Our customers

We meet our customers’ needs by giving them outstanding connectivity

and curated solutions – often with our partners.

Our Consumer brands provide mobile,

broadband, landline, and entertainment

services to customers, at home and on the

move. Individuals and households typically

buy our services on monthly, recurring

subscriptions on 12 to 36 month contracts,

or as pay-as-you-go propositions.

For our business and public sector customers

in the UK and around the world, we provide

connectivity, networking, cyber security,

collaboration tools, cloud connectivity and

cloud services. Small and medium-sized

businesses (SMBs) buy our solutions on

12to60 month contracts. Larger businesses

and public sector customers usually buy

managed solutions on multi-year contracts –

helping them protect, run and grow their

organisations and deliver their own digital

transformations.

Communications providers (CPs) buy

wholesale mobile network capabilities,

voice services, broadband, ethernet, and

other connectivity solutions on one month

to five or more year contracts through our

Business unit.

Through Openreach, we provide regulated

wholesale access to our fixed access

network infrastructure on multi-year

contracts to over 700 CPs, including our

own Consumer and Business units.

Our three customer-facing units (CFUs) focus on different segments. Each aims

toprovide outstanding customer experiences through tailored solutions which

generate revenue and build long-term trusted relationships.

How we’re organised

BT Group consists of customer-facing, technology, and corporate units. Our integrated model shares common platforms across our

mobile network, technology, colleagues, and brands to help us to deliver the best results for our stakeholders. To comply with UK

regulations and the Commitments, our Openreach customer-facing unit operates independently.

Consumer

Helps individuals and households

communicate, study, work, learn,

playandbe entertained.

Business

Serves more than 1m organisations in the

UK and 1,000 multinational corporates

and government customers globally.

Openreach

Runs BT Group’s fixed access network

infrastructure autonomously, in line with

the Commitments. It connects millions of

UK homes, businesses, government sites

and mobile masts, while building the next

generation full fibre network.

Technology units (TUs)

Corporate units (CUs)

Our TUs build, maintain and run BT Group’s networks, platforms and

digital assets – except fixed infrastructure assets which Openreach

operates and commercialises. They’re also modernising our business

through innovation, research and development (R&D), helping us be

moreagile, efficient and deliver better outcomes for customers.

OurtwoTUs are:

Our CUs support our other units, driving efficiency across the group

through centralised platforms, capabilities and shared services. They also

facilitate group-level direction setting, governance and coordination –

crucial for aligning business activities. Our four CUs are:

– Finance, Strategy and Business Services

– Human Resources

– Legal, Regulatory Affairs, Compliance and Company Secretarial

– Corporate Affairs.

We’ve announced the creation of a new Strategy and Change unit to

drive the development of BT Group’s corporate strategy and the next

phase of our transformation.

Digital

Delivers our IT and digital platforms

and upgrades the technology

underpinning the products and

services our customers need now

and in the future.

Networks

Designs, builds, runs and secures

the mobile, core and global

networks, enabling seamless

connectivity for BT Group and

allour customers.

BT Group plc Annual Report 2024

11 Strategic report

New EE is here. We are redefining the

wayour customers interact with us for

alltheir connectivity needs, in and

outof thehome. A new brand that

playsabigger, more relevant and more

personalrole in our customers’ lives.

We help people in over 13m homes to

communicate, study, work, learn, play

and be entertained through our EE brand.

13m

Well-established

and trusted

brands

Our brands help us develop and sustain

millions of relationships with a wide range

of customers in a wide range of markets.

BT is our flagship brand for business and

public sector customers in the UK and

globally. EE is our flagship consumer

brand. It will be the go-to place for

converged connectivity, including a

broader range of products and services

alongside connectivity.

BT Group plc Annual Report 2024

12 Strategic report

Our business model continued

Our sources

ofcompetitive

advantage

We’ve got

your back

As a Business unit under the BT brand,

weconnect organisations in around 180

countries worldwide.

We serve over 1m UK and global

organisationswith connectivity solutions

tohelp them run, transform and grow.

1m+

BT Group plc Annual Report 2024

13 Strategic report

With every

fibre

Rolling out our next generation full fibre

network. Openreach serves over 700 CPs.

700+ CPs

BT Group plc Annual Report 2024

14 Strategic report

Our business model:

Our sources of competitive advantage continued

Large

customerbase

We have over 26m consumer and business

connections across our different brands.

That includes nearly 50% of UK

households and more than 1m UK and

global businesses and public sector

organisations. Openreach connects

around 22.9m physical lines for over

700CPs – 43 of whom are signed to our

Equinox 2 deal on our full fibre platform.

The sheer size, scope and breadth of our

customer base sets us apart for building

excellent propositions and winning

partnerships.

Trusted relationships across our EE, BT

andPlusnet brands help us understand

customers’ current and future needs and

create new products to meet them.

Leading

networks

atscale

We build, own and run the UK’s largest

fixed and mobile networks – covering

bothrural and urban areas.

Our fixed network connects homes and

businesses at speeds of up to 1800Mbps.

And we’re also building the UK’s new

digital infrastructure to provide even

better connectivity for all. With the

fastestbuild rate in Europe, more than

13.8m premises have now been passed

with full fibre.

We’re continuing to grow our mobile

network too. Our strong position on

spectrum holdings and access to base

station infrastructure has helped our

4Gnetwork cover over 99% of the

population and 5G reach more than 75%.

People and

presence

Our colleagues help us transform and

achieve our ambitions. We employ over

94,000 people worldwide and almost

74,000 in the UK.

We serve business customers globally.

Ouron-the-ground resources worldwide

include 14 global security operations

centres and four global strategic service

hubs. Our expert Service teams hold

morethan 4,100 professional industry

accreditations as well as over 4,800

technology accreditations. Our

widespread local presence provides

responsive support, underpinned by

theexpertise of our customer-facing

andtechnical teams.

More than 26,000 Openreach engineers

build and run the fixed networks which

power connectivity in UK homes and

businesses. Their skills and commitment

help us improve our networks for better

connectivity and solutions that exceed

customers’ expectations.

Our leading retail presence – more than

430 stores – and over 15,000 support

people help customers get the best

fromour solutions.

Strong partner

and supplier

relationships

We can’t achieve our goals alone. Our

partners and suppliers help us transform

faster and create new solutions that

benefit our customers.

It’s because of strong partnerships that

Openreach can efficiently grow its full fibre

UK network. This collaboration lets us

adjust our operations as we need, flexibly

scaling them up or down.

Partners like Microsoft, Amazon Web

Services and Nokia complement our

products and services. Tightly cooperating

with them makes us more agile, and more

focused on customers.

R&D and

innovation

Innovation has always been the key to

oursuccess – keeping us out in front in

aconstantly changing world.

This year we recognised £726m on R&D.

We also filed 95 patent applications,

bringing our portfolio to 5,385.

Openreach continues to push innovation

boundaries to help cut build and

maintenance costs while improving

network quality. Group-wide research

atAdastral Park led the development of

XGSPON-capable head-ends which will

letOpenreach deliver up to 8Gbs

symmetric services to CPs.

Vast data assets

We use our huge customer, product and

network data sets for insights into what’s

important and where toimprove.

To collect more insights we can act on,

we’ve started to take more advantage of

AIand machine learning.

They’re helping us work smarter and

fasterto develop truly personalised

solutions for customers and operate more

efficiently across the group. And the better

generative AI technologies get, the more

valuable our vast data assets become.

BT Group plc Annual Report 2024

15 Strategic report

Understanding the big trends in our markets helps us seize

opportunities as they happen, and act quickly to reduce

riskstoourbusiness.

Customer and market

Shifting customer

expectations

Customers increasingly expect fairer

treatment from the companies they

engage with. They expect tailored, always

connected digital experiences that work

seamlessly across channels.

They want solutions that combine simple,

reliable, anytime, anywhere connectivity

with transparent pricing, flexibility

andgood value. This is an opportunity

forus tocreate richer and more

equitableexperiences.

Intense competition

We’re facing a wider set of competitors

inmany of our markets, including

established, non-traditional digital and big

tech players. There’s more investment in

fixed and mobile markets. New entrants

are speeding up disruptive trends – like

theblurring of boundaries between

connectivity and digital services.

Economic uncertainty

Today there is widespread economic

uncertainty because of inflation and high

interest rates. This directly affects us

through rising costs and indirectly through

financial strain on our customers, lowering

demand for premium connectivity.

Geopolitical and supply

chain challenges

Our industry is affected by interconnected

geopolitical issues and supply chain issues.

War, conflicts and volatile political

relationships can all disrupt global supply

chains and change rules – which can raise

costs or cause delays and security risks.

The UK Government’s decision to ban

equipment from designated High Risk

Vendors is an example of a geopolitical

factor impacting our business.

Unprecedented demand

for connectivity

In today’s AI era, customers have a bigger

demand for connectivity than ever before.

With more and more devices and

machinesconnected, both individuals

andbusinesses want this connectivity to

bereliable, secure and resilient. This is a

great opportunity for us to deliver that.

BT Group plc Annual Report 2024

16 Strategic report

Trends shaping our industry and business

A record 200 million devices now

connect to our network every day.

200m

Technology

Data, data, data

The data explosion is helping businesses

like ours optimise their networks, develop

personalised services, explore new

revenue streams and improve

customers’experiences.

But it also creates challenges around

privacy, security, data governance and

preventing breaches. That means we’re

having to do a lot more to mitigate the

associated risks.

Artificial

intelligence

As AI and Generative AI get technically

smarter, our industry is finding new uses for

them. For example, AI can help improve

customer experience to boost revenue

orcut costs.

But using AI more creates challenges on

data privacy, algorithm bias and disruption

to organisations and teams – which must

be managed sensitively.

Cyber security

When more people and devices rely on

being connected, coupled with businesses

and governments keeping more sensitive

data, there’s a bigger risk of cyber attacks,

with potentially severe consequences

when something goes wrong. Criminals

and bad state actors are continually

looking for ways to gather information

forfinancial or geopolitical advantage.

Socyber security is vitally important for

usand our customers.

Technology

modernisation

Full fibre broadband and 5G are spreading

quickly across the world – providing

reliable, high speed connectivity. The

Centre for Economics and Business

Research estimates that a full fibre UK will

boost GDP by £72bn and cut our carbon

footprint through reducing commuting.

Our investment will give us a more reliable,

cost-efficient network on which we can

create better customer solutions.

Social

Growing environmental,

social and governance

(ESG) focus

Consumers, businesses, colleagues and

other stakeholders want companies to

beresponsible, inclusive and sustainable,

and act in ways that benefit society and

theplanet.

Concerns about matters like climate

change and inequality shape stakeholders’

behaviour more than ever. Ethical

companies with a clear purpose – who

offersolutions that help customers

address these issues – will benefit.

BT Group plc Annual Report 2024

17 Strategic report

Our strategic framework

Long-term

value creation

Why we exist

We connect for good

This drives everything we do. We help

people, businesses and governments to

harness technology to connect, improve

lives and unlock potential without limits.

We believe in the power of connections –

inpersonal lives, at work and increasingly

between machines and devices.

Who we want

tobecome

The world’s most trusted

connector of people, devices,

andmachines by 2030

We connect millions of customers across

the globe to what they need – as a trusted

partner helping them thrive in the digital

world.

Households rely on us to stay

connectedwith loved ones. Businesses

andgovernments partner with us to

deliverfortheir stakeholders.

As technology keeps evolving, we

wanttokeep doing more to prove

ourdependability and build our

customers’trust.

Helping guide us

Personal, simple, brilliant

Our values guide us to fulfil our purpose

and achieve our ambition. They inform our

culture – the collective spirit we all tune

into. They’re more than just what we do.

They reflect both who we are and who we

aspire to be. They help us be a positive

influence, win stakeholders’ trust and keep

us accountable to society by setting high

standards for our business.

Our values guide all our decisions, at every

level. They define how we work every day.

They show us the right thing to do.

BT Group plc Annual Report 2024

18 Strategic report

Our strategic framework explains our ambitions

andhowwe aim to create value for our stakeholders.

Ourambitions are bold and stretching. This year

wemade excellent progress against the three

strategicpillars that support them.

Pillar 1: Build the

strongest foundations

We’re investing in the best converged

network. For us that means making sure

our full fibre and 5G networks aren’t just

the broadest, but can also deliver

converged capabilities. This combination

of convergence, brilliant experience and

faster, more reliable connectivity lets our

customers do more.

We’re becoming a simpler, more efficient

and dynamic company – easier to work

forand with, and more responsive to

customers’ needs. We are simplifying our

product portfolio, transforming customer

journeys and modernising our digital and

network technology with AI as a

fundamental component.

And we’re building a culture where people

can be their best. That means creating a

diverse, inclusive and forward-thinking

workforce that has the skills we’ll need

inthe future.

Pillar 2: Create

standout customer

experiences

We’re focused on delivering outstanding

service and experience to our customers.

That means creating market-leading

service, brilliant digital touchpoints and

trustworthy, secure and tailored

experiences.

Customers don’t buy products; they buy

answers to problems. So, we’re creating

smarter solutions based on the latest

converged, intelligent connectivity

services. We want our solutions to create

value for our home and business customers

and give them the outcomes they need.

We’re building value through commercial

excellence – with superior sales

effectiveness and better marketing

andpricing capabilities.

Pillar 3: Lead the

wayto a bright

sustainable future

We’re setting up our corporate portfolio

for growth. That means optimising our

assets, investments and picking our

partners carefully.

The best new technologies will help us to

grow sustainably. Our assets, capabilities

and expertise should drive profitable

growth and create brilliant outcomes

forour customers and country.

We’re creating a more responsible,

inclusive and sustainable business.

Thatmeans investing in digital skills,

championing responsible technology and

tackling climate challenges and inequality.

We’re building trusted relationships with

our stakeholders. Our diverse business can

only succeed through our partnerships

with customers, colleagues, governments,

regulators, suppliers and communities.

They are all critical to our success and

wetake them seriously.

BT Group plc Annual Report 2024

19 Strategic report

Pillar 1: Build the

strongest foundations

The best

converged

network

Building the strongest foundations starts

with the network. As the number of

connected devices keeps growing, our

customers expect the most reliable,

secureand resilient connectivity.

To meet their needs, we’re building the

UK’s digital infrastructure at pace –

through our new 5G network and

c.£15bnfull fibre investment.

Market leader in full fibre:

– Our full fibre network now passes more

than 13.8m homes and businesses

including 3.9m rural premises

. This

yearwe passed an average of 68,000

premises per week, 15% more than

lastyear.

– We’ve achieved FTTP build costs per

home at the lower end of the £250 –

£350 range.

– We’re connecting around 42,000

customers a week. We now serve 4.7m

full fibre customers – a 34% take-up

ratecompared to 30% last year.

– To meet demand from end customers,

over 90% of Openreach’s new orders

from CPs are for FTTP.

– Through our co-provisioning

partnership – where Openreach

helpsCPs to develop an ‘own brand’

experience for their customers, enabling

them to connect around 3,000 of their

own FTTP customers per week.

Market leader in mobile and 5G:

– At the end of FY24, our 5G network

covered more than 75% of the UK

population.

– We now expect to cover 90% by 2027,

ayear ahead of previous projections.

– We connected more customers to our

5G network. There were a total of 11.7m

5G devices on the EE network at the end

of the year – up from 8.6m last year.

– Our mobile network now has over 88%

UK geographic coverage and reaches

more than 99% of the population. We

added 2,920sq. km this year.

– As we continue expanding coverage,

33London Underground stations now

have mobile connectivity.

– We’re still the UK’s #1 network

according to independent surveys

fromRootMetrics and Umlaut.

– In the 2023 Connected Nations report,

Ofcom noted that our 5G network has

the most coverage at their Very High

Confidence rating.

13.8m

Our full fibre network now passes a total

of13.8m homes and businesses including

3.9m rural premises.

42,000

We’re also connecting around

42,000customers every week.

75%

Our 5G network covered more

than75%of the UK population.

BT Group plc Annual Report 2024

20 Strategic report

Progress against our strategic framework

We continued to build the

UK’s digital infrastructure

at pace through our new 5G

network and our c. £15bn

investment in full fibre.

a Rural premises are defined according to Ofcom’s Area3classification.

How we

connect you

on the move

Our 5G network now covers more major road and

rail routes than ever before, including around

the UK’s busiest and largest train stations.

InLondon, upgrades throughout TfL’s

underground network have helped enhance

therail experience as 33 London Underground

stations have mobile connectivity. This year

saw high-speed coverage go live at the first

West End stations, recently followed by the

first four Elizabeth line stations.

We’re continuing to extend mobile

coverage on platforms, escalators,

in ticket halls and tunnels so you

can continue to stream, call and

text as you travel on the

London Underground.

424tb of data on Central and Northern lines

inthe12months since the first stations went live.

424tb

This equates to spending over 72,000 hours streaming

4Kvideo, 106m hours of music streaming, or 28m hours

browsing the internet.

72,000hrs

We’re delighted to bring the UK’s best

network to the first Elizabeth line

stations, marking another significant

milestone in the rollout of 4G and 5G

across the London Underground.

Greg McCall

Chief Networks Officer, BT Group

BT Group plc Annual Report 2024

21 Strategic report

We merged our old Enterprise and Global

CFUs to create the new ‘Business’ CFU.

This cut duplication and contributed

to £142m ofsavings in FY24.

A simpler, more

efficient and

dynamic BT Group

We’re making great progress against our

transformation ambitions – delivering

£842m of cost savings in FY24. We’ve now

realised our gross annualised cost savings

commitment of £3bn against our May

2020 guidance. That puts us 12 months

ahead of schedule.

We’ve simplified our product portfolio

andtransformed customer journeys

andprocesses:

– We merged our old Enterprise and

Global CFUs to create the new Business

CFU to better connect with customers

and deliver brilliant, converged

experiences. This has also cut

duplication and supported £142m

ofsavings we’ve realised in FY24.

– But we haven’t stopped there. We’re

continuing to make BT Group simpler

and more efficient:

– Our SAP system replaced 17 legacy

finance systems, cutting licence and

operating costs by £71m a year and

improving group-wide access to

financial data.

– We’re improving our ability to serve

customers across different channels:

– By streamlining our customer

ordering systems, we’ve given our

teams the information they need

todeliver excellent service.

– We’re moving to more modern, modular

IT architecture and migrating our

customers to strategic networks:

– We partnered with Tata Consultancy

Services (TCS) to simplify our legacy

estate by migrating over 500 legacy

applications this year.

– We’ve closed our 3G network –

thesecond old network we’ve

switched off since the start of our

transformation.

– 91% of our critical data is on the

Google Cloud Platform, giving us a

strong foundation to embrace the

power of AI to create value from our

data assets, delivering £125m of value

to date and a further £76m confirmed

into the future through efficiencies

and new revenue against our £524m

target.

– Our rollout of AI Ops, which enables

‘self-healing’ of technology when

issues emerge, reached 23% across

our estate, reducing human effort

tofix outages and cutting downtime

for customers.

– We’ve deployed ‘Service Now’ – a

cloud-based workflow automation

platform. It’s been adopted by more

than 7,900 Business customers,

improving their experience through

automated processes.

£3bn

We’ve realised our gross annualised cost

saving commitment of £3bn against our

May 2020 guidance.

27%

We’ve simplified our Business product

portfolio by 27%.

13%

In FY24, our decommissioning programme

reduced our IT technology estate by

approximately 13% versus last year.

BT Group plc Annual Report 2024

22 Strategic report

Progress against our strategic framework

Pillar 1: Build the strongest foundations continued

Turned off,

switched on

Retiring legacy networks and embracing

moderninfrastructure unlocks possibilities,

enhances customer experiences, and fuels

innovation. As we continue our work to upgrade

the UK’s connectivity infrastructure, our efforts

help drive economic competitiveness through

seamless connectivity and emerging

technologies. Additionally, it reduces our

carbonfootprint, contributing to a bright

sustainablefuture.

Since announcing our transformation in FY20, we have

reduced the number of legacy connections by nearly

60% (see page 49).

We closed our 3G network, resulting

inestimatedannualised cost saving

intheregionof£24mat the end state.

£24m

60%

We switched off 15,613 fixed

legacy network elements.

Reducing emissions by 56,162 tonnes

ofCO

eattheendstate.

56,162tCO

15,613

Saving roughly 27 GWh of power consumption.

Enoughtoboil your 1.7 litre kettle more than

140m times.

27GWh

140+ million

BT Group plc Annual Report 2024

23 Strategic report

We can’t deliver our ambitions without

dedicated colleagues. So, our people

strategy aims to make BT Group a brilliant

place to work. We’ve made progress and

achieved a lot, but there is more to do.

A culture where

people can be

their best

Skills and organisational

development

– Today’s work landscape is always

changing. Giving colleagues new skills

doesn’t only benefit them, it’s essential

for our success:

– We’ve introduced My Campus – a

newAI-driven learning platform for

personalised learning experiences.

This year, we achieved a very promising

early adoption rate of 42%among

colleagues that have participated in

learning via the platform.

– We’re also empowering our software

engineers through new technologies

like Amazon Q Developer, a generative

AI-powered coding assistant.

Inclusion, equity and diversity:

– A workforce as diverse as our customer

base, and inclusion by design are critical

to our strategy and will help us drive

productivity, innovation and growth

forthe UK and beyond.

– We’ve made progress against our

diversity goals but it’s not yet enough;

we are committed to improvement

because we know inclusion and

diversity enable company

performance (see page 31).

– Important foundations are in place; we

have a strong community of People

Networks and partners like 10,000

Black Interns and CyberFirst.

– And our hard work didn’t go

unnoticedas the BT Group Ethnic

Diversity Network was awarded

“BestNetwork Group” at the

EthnicityAwards.

– Our data and surveys tell us that

colleagues from under-represented

groups are experiencing barriers

andnon-inclusive behaviours.

– Our Inclusion Plan aims to remove the

barriers and improve the capability

ofour people managers to lead their

teams inclusively (see page 31).

Occupational health and wellbeing

– Colleague engagement is still higher

than external UK benchmarks. Following

our March 2024 Your Say colleague

engagement survey, it improved by

2points to 75% compared to last year.

This has been driven mainly by Openreach.

– All UK colleagues had a minimum of

a5.5% pay rise. Our junior frontline

colleagues got bigger pay rises of

upto10%.

– Our Better Workplace programme is

transforming BT Group workspaces.

Since the programme started, we’ve

closed 746 older buildings and moved

over 22,000 colleagues to new facilities.

42%

This year, we achieved a very promising

early adoption rate of 42% among

colleagues that have participated in

learning via the My Campus platform.

7,196

Engineers trained this year

innewfibreskills.

BT Group plc Annual Report 2024

24 Strategic report

Progress against our strategic framework:

Pillar 1: Build the strongest foundations continued

AI learning

with the

personal

touch

We’re passionate about learning at BT Group, and we

want to create a space where our colleagues can

develop their tech skills and learn new ones too.

That’s why we’ve launched My Campus, a new learning

platform powered by AI, integrating content from

Pluralsight, LinkedIn Learning, and BT resources.

Tailored to each colleague’s role and interests, the

platform provides easy access to videos, courses,

articles, and podcasts for skill improvement. It also

monitors mandatory training, development plans,

and skills to enhance talent management.

37,335 different resources

available to colleagues.

37,335

20,430 facilitated courses

delivered to colleagues.

20,430

993 BT Group plans and pathways created

to curate content for colleagues

on relevant skills and topics.

993

Using this new knowledge helps prompt

interesting discussions, the courses

I’ve completed have encouraged open

discussions with my team.

Simon Yu

Senior Digital Governance

Manager for Digital at BT Group

BT Group plc Annual Report 2024

25 Strategic report

Pillar 2: Create standout

customer experiences

To go beyond our customers’

expectations, we deliver

outstanding service and

experiences – while giving

them smarter solutions and

keeping themsecure.

Outstanding

service and

experience

– By focusing on improving our customers’

experience, we’ve made good progress

on all of our customer satisfaction metrics:

– BT Group NPS of 24.0, up one point

year-on-year, further improving

customer experience (see page 49).

– Openreach has a 4.6 ‘Excellent’

Trustpilot score, based on reviews

from UK end customers.

– EE maintained the second lowest

number of Ofcom complaints per

100,000 customers for mobile 2

andbroadband 9.

– BT broadband had 11 Ofcom

complaints per 100,000

customers–continuing to beat

theindustry average.

– We aim to keep our customers safe

through strong security measures

thatinstil trust in our services:

– Every month, we spot over 2bn

malicious network events, which we

use to protect our infrastructure

andcustomers.

– BT Group was awarded the

prestigious Prime Minister’s Award

forCyber – for helping customers

avoid text message scams.

Smarter,

differentiated

solutions and

outcomes

We keep on improving our portfolio to offer

customers more flexibility. These evolutions

also give them the latest converged,

intelligent connectivity solutions to get more

from their digital lives.

– Many customers are hanging onto their

phones for longer. So we introduced

‘Flex plans’. The new service separates

handsets and connection payments so

customers can choose to pay off their

phones over longer periods.

– We launched ‘New EE’ – a modern

digital platform giving customers a

broader range of products and more

options on payments, technology and

subscription management.

– ‘New EE’ is powered by an EE ID identity

management system. Anyone in the UK

can create an EE ID and buy products

and services without having to be an EE

customer. The EE ID user base exceeds

9.5m customers.

– We’ve introduced EE TV – a complete

service of flexible premium content. This

UK first features an Apple TV 4K app

and a free multi-room option.

– Our new Smart Hub gives full fibre speed

of 1.6Gbps and includes mobile back-up

and next-generation wi-fi controls to

make sure they’re always connected.

– For business customers, we announced

Global Fabric. This brand-new cloud-

ready global network is flexible,

scalableand offers pay-as-you-use

connectivity – to help them get the

bestfrom a multi-cloud environment.

– With cyber security company Fortinet

we’re providing a new networking and

security service to help businesses manage

multi-site connections. Fully managed by

our experts, it minimises cyber risks and

supports cloud migration.

– In collaboration with Johnson Controls,

we’re providing smart building

technology to optimise energy usage

inworkplaces, cut cost and accelerate

the path to net zero emissions.

– Over EE’s network, we’re offering the

UK’s first Drone SIM. It comes with

unlimited data and connectivity in the

sky – enabling safer drone flights, better

control and live HD video streaming.

BT Group plc Annual Report 2024

26 Strategic report

Progress against our strategic framework continued

BT Group handles 999 calls in the

UK, providing support to the

emergency services round the

clock, every day of the year.

In June 2023, for only the second

instance in history the teams handled

over 1 million calls in a week.

Read more at bt.com/

annualreview.

Our 999 call centres managed the

highest annual call volumes ever

recorded, totalling 41 million calls.

41m

Bigging

up our

network

We’re dealing with more data, faster than ever

before, as an increasing number of devices and

machines are connected. Both individuals and

businesses rely on this connectivity to be

reliable, secure, and resilient and our fixed

network enables this.

Online gaming is still having a big impact. For

example, the release of Call of Duty: Modern

Warfare 3 in November 2023 saw an 89.9% surge

ingaming traffic compared to Call of Duty

Modern Warfare 2’s release.

Broadband traffic on Openreach’s network throughout

theUK increased by around 9% in 2023.

The busiest day of 2023 for the BT/EE network was Tuesday

26 December (Boxing Day), when traffic peaked at ~25TBps

and more than 147Pb of data was consumed.

147Pb

More than 55,000 international roamers used

morethan3Tbof data during Eurovision week, the

equivalent of 750,000 hours of music streaming.

The release of Call of Duty: Modern Warfare 3

in November 2023 saw an 89.9% surge in gaming traffic

compared to Call of Duty Modern Warfare 2’s release.

3Tb 89.9%

750,000 hours

BT Group plc Annual Report 2024

27 Strategic report

Pillar 3: Lead the

waytoa bright,

sustainablefuture

A portfolio

positioned for

growth

This year we continued simplifying our

portfolio and removing non-core assets

tostreamline the group and position us

forgrowth:

– For example, we divested Pelipod – a

secure collection point service for UK

field service engineers.

– Continuing our asset-light

strategyoutside of the UK, we

soldBTEnia, aregional Italian

telecommunications business.

Incubating new tech-driven

growth engines

We’re investing in the future by focusing

innovation efforts on tech-driven growth

areas that match our strengths. This

willdeliver better, smarter outcomes

forcustomers.

– Our Adastral Park R&D centre continues

innovating around network technology.

Our experts are pioneering the next

generation of communications

capabilities to help transform how

people live and work.

– The Adastral Park team also developed

Multicast Assisted Unicast Delivery. It

delivers more reliable, better-quality

online video streaming – while cutting

energy and bandwidth use during peak

events by over 50%.

– In East Lothian we’re piloting the UK’s

first Electric Vehicle (EV) chargers

could revolutionise EV charging across

the country.

– Our remote healthcare solution uses a

patient app to give them early access to

health monitoring, resources to manage

their conditions and instant remote

access to clinicians. We’re currently

piloting it in 26 GP practices.

A responsible, inclusive,

sustainable business

Our Manifesto describes our long-term

commitments to contributing positively

tocountry and community.

– We’re creating a more inclusive society

to help drive UK productivity, innovation

and growth:

– This year we helped 3.7m people and

more than 200,000 business owners

and employees, improve their digital

skills – a total of 23m people helped

since FY15 (see page 35).

– We partnered with AbilityNet to

helparound 3,000 digitally excluded

over-65s build confidence and

skillsthrough various campaigns –

including a series of free ‘BTea Room’

digital workshops.

– To support small business customers

we organised 120 Netwalks. This

initiative provides self-care, mental

health support, early intervention

andnetworking opportunities to

smallbusinesses.

– Over 80% of UK children play games

online at least a few times a week. So

welaunched an online resource called

‘GameSmart’ to give parents safety

tipsfor managing children’s gaming -

without being overly restrictive.

– We created EE Hope United to combat

online hate. This year we lobbied the

House of Lords to amend the Online

Safety Bill to better protect women

andgirls.

– We’re pushing further to become a

netzero carbon emissions business

byMarch 2031:

– We’ve cut our carbon emissions

intensity by 61% since FY17. And our

transition from copper to full fibre

networks will speed up our carbon

emissions cuts – as fibre is 80% more

energy efficient than copper.

– We’re also switching our commercial

fleet to EVs. We added more than

1,700 EVs to the fleet this year,

bringing the total to over 4,100.

– This year we cut our global energy

consumption by 140GWh – a 4% drop.

– Our customers avoided more than

1.5m tonnes of carbon emissions this

year through our products and

services, including full fibre broadband.

– Openreach brought full fibre broadband

to Fair Isle, one of the UK’s most

geographically remote islands. To avoid

protected landscapes and bird nesting

season, they had to reroute the build by

100km. That’s the longest continuous

fibre transmission distance ever

deployed in the UK.

BT Group plc Annual Report 2024

28 Strategic report

Progress against our strategic framework continued

3.7m

This year we helped 3.7m people and over

200,000 small business owners and their

employees improve their digital skills.

Your future

in the tech

industry

We worked with local science, technology,

engineering, and mathematics (STEM) enrichment

experts Graphic Science for our National Careers

Week 2024. We hosted a diverse group of secondary

school students to help them think about what

their future could look like in digital, data,

innovation, and technology. Through interactive

workplace activities and mentoring from

colleagues, pupils gained hands-on experience

with problem-solving challenges balancing

people, planet and profit, developing inclusive

technology solutions for mental wellbeing,

interactive demos on fibre splicing, cyber security,

data monitoring and VR simulations.

We hosted a diverse group of over

190 secondary school students at

our National Careers Week 2024.

96% of pupils said that the day had helped

them discover more about the tech industry

and the role that they could play.

190+ 96%

94% of pupils said that the day had helped

them understand the links between their

studies and the skills employers look for.

The day aimed to inspire students

about future careers in digital, data,

innovation, and technology fields while

helping them identify transferable skills

using our Get Work Ready toolkit.

94%

BT Group plc Annual Report 2024

29 Strategic report

We’re creating a culture where everyone sees the value

ofcuriosityandlifelong learning – and has the skills

andcapabilitiestheyneed to evolve with our business.

This year we hired around 12,000 people.

Roughly 8,000 were in the UK, including

around 1,000 apprentices and 200 graduates.

Roughly 17,000 colleagues left the business –

around 14,000 through natural attrition

and 2,000 through paid leaver programmes.

Building tomorrow’s skills

andcapabilities

As our business evolves, so too will the

skills and capabilities we need – resulting in

a smaller, but more skilled, diverse and

tech-savvy future team.

We’re now clear on what’s needed to

deliver on the workforce reduction targets

we announced in May 2023, and to make

the right changes to our mix of skills.

Safer and more

inclusiveleadership

Building an inclusive environment starts with

our leaders. This year we launched a 10-

month learning programme for our senior

leaders to build more inclusive leadership

practices, with 87% enrolled so far.

The programme focuses on creating an

inclusive climate, building psychological

safety, developing a sense of belonging

and learning how to have conversations

about inclusion. The training is also

helpingbuild the right habits and better

accountability – with tools for leaders to apply

what they’ve learned with their teams.

BT Business school

We created and ran a CEO-sponsored

mini-MBA style programme for senior

leaders in our Business unit. It helped our

senior management team build a stronger

community, fill in skills and knowledge

gaps around effective commercial

leadership and address cultural challenges.

Talent attraction, inclusion,

equityand diversity

We partnered with Women Returners on

the ‘Restart’ project to attract and retain

career returners. The widespread social

media campaign generated significant

interest and resulted in over 300

applications for 18 places.

Launched in September 2023, our

‘Business as Unusual’ campaign aimed to

disrupt the market around hiring talent. It

generated significant social media interest

which helped us find 202 talented people,

identify 24 exceptionally talented people

for future hire, and hire eight.

During the campaign we also got an overall

increase in job applications. September

2023 saw the year’s highest number of

applicants (a 26% uplift vs August). We

had more external applications from

women, and overall women external hires

in the UK also rose to 45% in September

and October last year.

EE’s attraction programme kicked off in

2023. Aiming to reach a more diverse

audience, it included a new EE brand

campaign, industry partnerships and

newcandidate profiles.

We’re already seeing a positive impact in

terms of colleague retention. We also

hiredmore apprentices than last year with

recent cohorts 8% more likely to stay at

least three months compared to our

normal hiring process.

My Campus – a personal learning

platform

Upskilling and reskilling colleagues across

the group will boost our performance and

help transformation happen. Making

learning easier and more habitual gives us

the best chance of giving our colleagues

the right skills for the future.

BT Group plc Annual Report 2024

30 Strategic report

Our people

We never stop

investingin our people

Ethnic diversity is based on voluntary

disclosure. In 2023, 77% of our UK

colleagues disclosed their ethnicity.

77%

Inclusion, equity and diversity

We’re encouraging more inclusive thinking

through understanding barriers to inclusion

and taking action to make sure all our people

can be their best at work. Our Manifesto has

bold targets for diversity. While we’re making

progress in ethnic minority representation,

there’s much more to do in other areas.

Our UK declaration rates are now 81%.

More colleagues are feeling comfortable

to declare their personal information,

giving us better demographic data to help

us focus on areas of concern.

Our 2025 Manifesto targets for gender,

ethnic minority and disability at various levels

of the organisation are listed in the table

opposite against the progress made in FY24.

Whilst we have made progress towards some

of our goals, we have work to do to make

BTGroup a more inclusive workplace for

everyone as we strive to achieve our

inclusion, equity and diversity ambitions. We

are focused on improving inclusion in the way

our jobs are designed and how our workplaces

operate, underpinned by an unwavering

focus on inclusive leadership capability – all of

which are required for BT Group to have a

workforce that reflects our customers and

the communities we operate in.

We collect diversity data for protected

characteristics (as per UK employment

law) and special category data (as per

GDPR, or local laws in other geographies).

This is done voluntarily, directly into our

HR system (SAP SuccessFactors).

We store, use and report on data in line

with local laws and our advertised

employee privacy notices. Due to local

restrictions on capture and reporting of

ethnicity and disability, the information

opposite only relates to the UK.

More diversity in digital skills will drive

productivity, innovation and growth in our

business and for the whole of the UK (see

our Manifesto on pages 34 to 39).

Our focus on targeting under-represented

ethnic minority communities in the UK

meant that in FY24 29% of new UK-based

roles in Digital were filled by people from

ethnic minority backgrounds.

We have a broad ecosystem of partners

(including Career Returners, Code First Girls

and 10,000 Black Interns) to help us reach

into the community, create awareness, and

invest in, develop and open up opportunities

for future digital talent.

We have engaged with colleagues through

the Colleague Board (see the Corporate

governance report on pages 90 to 91) and we

have worked with our highly active and award-

winning People Networks. These colleague-

led groups raise awareness and advocate for

change inside and outside BT Group.

31 March 2024 31 March 2023 2025 Targets

BT Group (excludingOpenreach)

Men

65% 65%

Women

35% 35% 46%

Ethnic minority

16% 13% 16%

Disabled

9% 8% 14%

Openreach

Men

90% 90%

Women

10% 10% 12%

Ethnic minority

9% 9% 10%

Disabled

6% 6% 6%

BT Group

Men

74% 74%

Women

26% 26% 32%

Ethnic minority

13% 12% 13%

Disabled

8% 7% 10%

Board

Men

50% 67%

Women

50% 33% 33%

Ethnic minority

2 members 2 members 2 members

Disabled

1 member 1 member

Executive Committee

Men

60% 70%

Women

40% 30% 33%

Ethnic minority

2 members 2 members 2 members

Disabled

1 member 0 members

Senior leadership team

b & c

Men

74% 78%

Women

26% 23% 41%

Ethnic minority

11% 14% 15%

Black/black heritage

—% 1% 5%

Disability

14% 8% 10%

Senior management team

Men

65% 65%

Women

35% 35% 41%

Ethnic minority

9% 9% 15%

Black/black heritage

3% 2% 5%

Disability

14% 9% 10%

a UK population only.

b For the purpose of the UK Corporate Governance Code 2018, our leadership comprises the Executive

Committee (excluding Executive Directors on the Board but including the CEO, Openreach) and all Executive

Committee direct reports (excluding admin roles). This totals 28 women (33%) and 56 men (67%).

c For the purposes of the Companies Act 2006, our senior management comprises those employees responsible

for planning, directing and controlling the activities of the group, or a strategically important part of it

(members of our senior leadership and senior management teams, and directors of the group’s subsidiaries

but excluding directors on the Board). This totals 196 women (35%) and 355 men (65%). Numbers presented

include 70 subsidiary directors (50 men and 20 women) who are not otherwise members of our leadership or

senior management teams.

BT Group plc Annual Report 2024

31 Strategic report

Pay gap reporting

Gender

This is the seventh year we’ve reported our

gender pay gap. Our UK gender pay gap is

broadly the same as last year – we continue

to track lower than the national average

gender pay gaps:

– Our median gender pay gap narrowed

slightly to 5.6% (-0.5%).

– Our mean gender pay gap widened

slightly to 4.0% (+0.3%).

Median pay gap %

17.8

17.4

14.9

15.1

14.9

14.3

5.0

4.8

5.0

6.7

6.1

5.6

Office for National Statistics (ONS) median

BT Group median

2018

2019 2020 2021

2022 2023

– Our gender gap is still lower than the UK

average of 14.3% (median) and 13.2%

(mean) and our female representation in

the upper pay quarter has improved.

– Despite an increase in female hires

between 2022 and 2023, female

representation remains unbalanced at

23%, with a higher attrition rate among

women. This is reflected in the pay

quartile distribution, with a higher

proportion of women in lower pay

quartiles and little improvement in

theupper pay quartiles.

You can read our full statement –

including all the entities in scope at

bt.com/genderpaygap

Ethnicity

This is the fourth year we’ve voluntarily

reported our ethnicity pay gap (which is

not a legal requirement).

Ethnicity pay gap %

2023 2022

Mean Median Mean Median

Ethnic

minority

(0.8)% (1.8)% (0.3)% (1.2)%

Asian

(3.4)% (2.9)% (3.6)% (2.4)%

Black

5.1% (0.9)% 6.6% (0.3)%

Multi-

ethnic

0.1% 4.0% 3.3% 5.2%

Other

ethnic

(3.7)% (8.7)% (6.2)% (9.3)%

Ethnicity bonus gap %

2023 2022

Mean Median Mean Median

Ethnic

minority

7.4% 4.2% 8.4% 14.2%

Asian

4.2% 2.5% (2.1)% 1.3%

Black

41.4% 11.9% 37.7% 53.9%

Multi-

ethnic

(27.7)% 2.3% 0.7% (14.9)%

Other

ethnic

(6.0)% (3.5)% (1.5)% 40.1%

Ethnic diversity is based on voluntary

disclosure. In 2023, 77% of UK

colleagues disclosed their ethnicity.

Aggregated ethnicity pay gap analyses

canoften mask wider issues that people

ofdifferent ethnicities face at work and

insociety. So each year we look at our

datavery carefully to get a more

nuancedpicture.

In 2023 ethnicity pay gaps stayed low and

favourable – with an overall median pay

gap of -1.8% and a mean of -0.8%. But

they do vary by different ethnic group.

The figures above detail the movement in

pay and bonus gaps to the majority by

ethnic group from FY23 to FY24.

– The Black/African/Caribbean/Black

British mean pay gap is still largest of all

the ethnic groups – although it did

narrow slightly this year and the Asian

pay gap is the narrowest. This is

reflected in the fact there are more

Asian colleagues in higher-paid roles like

management, and more Black colleagues

in frontline roles like engineering.

Disability

This is the first year we’ve voluntarily

reported our disability pay gap (which

isnot a legal requirement). It reflects

ourdrive for equal opportunity across

allcharacteristics.

Disability is based on voluntary disclosure.

At the time of the snapshot date in April

2023, 68% of UK colleagues disclosed their

disability status. Improving this rate is the

biggest lever to help us understand and

improve our disability pay gap.

2023

Mean Median

Pay 0.7% 0.0%

Bonus (6.5)% (0.2)%

– At group level, mean and median pay

gaps are low – with a small mean gap

of0.7% and a zero median gap.

– The overall bonus gap is negative. This

shows our disabled employees getting

slightly higher bonuses – influenced by

the higher declaration rate in our senior

leader population.

You can find more examples of BT

Group’s initiatives to improve

representation (as well as pay quartile

analysis, bonus information and entity

breakdowns) in our ESG Addendum at

bt.com/esgaddendum

Inclusive health

We know how inclusive health affects

ourworkforce and colleagues – so we

listento our People Networks closely.

Wepartnered with our:

– Ethnic Diversity Network around mental

health care disparities and to enhance

our mental health services.

– Able2 Network on matters like

occupational health, BT passports, living

with disabilities and mental health.

– Jewish and Muslim Networks on coping

with the impact of the situation in Israel

and Gaza.

– Gender Equality, Carers, Pride, Peer

toPeer Support and Armed Forces

Networks on topics like cancer and

suicide prevention.

– Carers Network to apply for Carer

Confident Level 3 – Ambassador

Status(The Employers for Carers

Benchmarking Scheme).

Adjustments for everyone who

needs them

We’re committed to making sure any

colleague who needs a workplace

adjustment gets one. These are positive

adaptations which help colleagues with a

disability, health condition or change in

personal circumstances that might stop

them working at their full potential.

BT Group plc Annual Report 2024

32 Strategic report

Our people continued

This year we initiated 1,146 referral cases,

the most common being adjustments for

back or neck issues (338 cases).

Where specialist advice is needed, a

workplace adjustments referral service is

provided by our third party team, Health

Management Limited. Using empowER

toraise cases for each referral provides

Managers with a guided journey to follow

andeach case is supported by HR Services.

Occupational health and wellbeing

Absences across BT Group from sickness fell

to an average of 3.67% calendar days lost per

colleague (down from 3.87% last year).

And when our colleagues need extra help

getting back to work, our fully funded

rehabilitation programme for

musculoskeletal and mental health

services returns 97% of them to full duties.

Better mental and physical health

Today’s world is psychologically challenging.

In a Volatile Uncertain Complex Ambiguous

world we continue to be at the forefront of

innovative approaches to improve the

wellbeing of our colleagues and help them

maintain optimum mental health. We

continue to promote our Employee

Assistance Programme and CBT Mental

Health Service as well as online guided self

help modules.

In FY24 we started the process of getting BSI

ISO 45003 certification for psychological

health and safety in the workplace. We

achieved the stage 1 audit objectives and

theBSI auditor has recommended we

nowmove to stage 2 audits.

As well as strengthening our fitness for work

medicals for our most critical roles, we

continue to do statutory health surveillance

for all our poling and civil engineers.

Putting musculoskeletal health

and safety first

We’ve been getting more sophisticated

insights from our health and safety data.

We have moved from reactive use of data

to earlier and more active intervention.

The insights are helping us understand

where to best focus our attention to make

sure everyone at BT Group can work safely,

and return home safe at the end of the day.

Earlier intervention helps people stay in

(orreturn to) work after injury or illness –

helping work become more of a part of

therehabilitation process.

In response to rising musculoskeletal

related absences in our Openreach field

engineering colleagues, using a data led,

evidence-based approach we launched

two new clinical intervention pilots this

year to optimise colleagues’ health – the

Musculoskeletal Specialist Assessment

and Medical Assistance Programme.

They include structured pathways to clinical

support services, earlier categorisation based

on the risk of long term sickness absence, and

help for people to return to contractual work.

In FY24 we reduced musculoskeletal-

related absences by around 24,000 days

equating to £500,000 in savings.

BT Group plc Annual Report 2024

33 Strategic report

£139,000

Introduction of My Discounts – new discount

scheme for colleagues. Almost £139,000 worth of

savingsfor colleagues in the first four months.

Taking care of ourteam

Running the 999 emergency service

We are the first, calming voice heard every time someone

in the UK calls the 999 emergency services. In FY24 we

took 41 million calls – answering on average in less

thanasecond.

In 2023, we reviewed our attendance rules for the

999service. Our aim was to make shift patterns fairer

and more consistent. The changes we’re making include

‘bunched’ days off and a guaranteed weekend off every

month. These will make our colleagues’ shift schedules

more predictable and structured, while allowing more

flexibility and making it easier for them to plan around

their working weeks.

1,000+

To help out teams across the whole group, this year we

launched My EV – our electric vehicle salary sacrifice

scheme, which generated more than 1,000 applications

inthe first week.

Launched in 2021, BT Group’s Manifesto is our plan to accelerate

growththrough responsible, inclusive and sustainable technology.

OurManifesto is rooted in our purpose, to connect for good. And it will

help us achieve our ambition – of becoming the world’s most trusted

connector of people, devices and machines. It combines a clear

commercial agenda with measurable promises to make a bigger

positiveimpact on people and planet.

Responsible

New tech must earn people’s trust

and transform lives for the better.

So we’ll:

– invest in new growth tech to help us live

and work better

– apply responsible tech principles across

our value chain

– partner to build a responsible tech

ecosystem that builds trust and drives

growth.

Inclusive

The future of tech must be diverse

and inclusive for everyone to

benefit.

So we’ll:

– build a diverse workforce through our

inclusion, equity and diversity targets

– pass 6.2m rural premises with full fibre

by the end of 2026 (as part of our 25m

build target)

– expand our 4G/5G mobile networks across

the UK, including in rural locations

– help 25m people with digital skills by

theend of March 2026.

Sustainable

Tech must accelerate our

journey to net zero emissions

and a circular economy.

So we’ll:

– be a net zero business by the end of

FY31, and net zero on all Scope 3

emissions by FY41

– help customers avoid 60m tonnes of

e by 2030

– build towards a circular BT Group by

2030, and a circular tech and telco

ecosystem by 2040, while protecting

nature and biodiversity.

We contribute to the UN

Sustainable Development Goals

BT Group plc Annual Report 2024

34 Strategic report

Our Manifesto

Responsible

New tech must earn people’s trust

and transform lives for the better.

We apply our responsible tech principles

across our value chain. They help us consider

how to minimise harm and benefit people

every time we develop, buy, use or sell tech.

They’re grounded in the UN Guiding Principles

on Business and Human Rights, and are part

of our risk management framework.

Our responsible tech principles are:

For Good: We design and deliver tech to

empower people and improve their lives.

Accountable: We’re accountable for our

actions and take care to avoid, and protect

against, tech misuse.

Fair: We work hard to ensure everyone is

treated fairly and with respect.

Open: We listen, collaborate and are

transparent about our actions.

Our Responsible Tech and Human

RightsSub-Committee oversees how

weimplement the principles. This year it

continued looking at emerging risks and

strategic growth areas. We used external

experts to help define our approach on

topics like high-risk markets, AI and new

products and innovation.

Developing new tech

We apply the principles right from the start

when we design and develop new tech.

This year we:

– completed a human rights impact

assessment of wi-fi controls to help us

identify, understand and assess the risks

of the product

– conducted user research to understand

how our responsible tech principles

could build trust and differentiate us

– published our approach to children’s

digital rights.

Buying tech

Our procurement company, BT Sourced,

has responsibility and sustainability criteria

set into its processes. They give our buyers

clarity on supplier risks and opportunities.

This year we:

– reviewed human rights risks in our

supply chain, to better understand

theserisks and identify any gaps in

ourpolicies and processes

– launched a ‘worker’s voice’ pilot in five

supplier factories, to understand the

experience of people working in our

supply chain

– carried on doing due diligence on our

direct tier 1 manufacturing supply chain

(visit bt.com/modernslavery for more).

Using tech

We want to make sure our products and

services are used for good. So we focus on

protecting privacy and free expression and

preventing online harms.

This year we published an AI standard

forcolleagues, to ensure our use,

development, purchase and sale of AI

isconsistent with the responsible tech

principles, thereby helping to reduce

riskatevery stage of the AI life cycle.

Selling tech

We sell to customers around the world.

This year we:

– enhanced sales due diligence in Business

by adding checks for negative media

coverage. This helps us assess any

potential human rights risks through

thelife of a customer’s contract

– conducted a human rights impact

assessment in a high-risk country,

whichwe’ll use to steer future

businessstrategy.

The 2023 Global Child Forum Benchmark

Report looked at companies’ policies,

approach and commitment to children’s

rights. It rated BT Group as one of Europe’s

top performing companies and as a global

leader in the telecoms sector.

Inclusive

The future of tech must be

diverse and inclusive for

everyone to benefit.

Embracing inclusion, equity and diversity

iscore to our people strategy and key to

our growth. We want to be champions for

digital inclusion too.

Many families and vulnerable groups have

been badly hit by the cost of living increases

of recent years. We want to support them.

We’re market leader in social tariffs,

currently helping around 1m low-income

and vulnerable customers through

affordable fibre broadband and calls.

Andwe’ve frozen these tariffs this year to

protect them from inflationary price rises.

Our Home Essentials social tariff gives

discounted broadband to customers on

Universal Credit. Our EE Basics tariff does

similar for eligible mobile customers. And

Openreach’s ‘Connect the Unconnected’

scheme waives connection fees for

vulnerable customers, via their CP.

Working with charity partner Home-Start

UK, we’re also supporting the most socially

excluded households through gift-in-kind

contributions, fundraising and donations,

which totalled more than £134,000 this

year. And our digital skills help is giving

more people the benefits of being online –

particularly vulnerable groups in society,

like children and over-65s.

We’re developing the right digital

infrastructure so no one gets left behind. Our

full fibre broadband already passes 13.8m

homes and businesses, including 3.9m in rural

areas. Our 4G mobile network reaches 99%

of the UK population, while our 5G network

now reaches 75%, as wecontinue the rollout

of 5G across thecountry.

You can read more on page 20.

Help with digital skills

This year we helped 3.7m more UK people

and businesses improve their digital skills.

Since FY15, the total is 23m people. And

we’re on track to hit our target of 25m

bythe end of FY26.

Tackling online hate

Hope United is part of EE’s ongoing

commitment to deliver positive

societalchange. It features a team of

eliteprofessional football players –

representing all four home nations –

coming together to tackle online hate.

So far, it’s helped educate 10.9m people

on being good digital citizens.

BT Group plc Annual Report 2024

35 Strategic report

EE GameSmart helps demystify the

world of gaming for parents, helping

you to create positive shared

experiences with your children.

With game trailers, information and

guides, parents feel ready to

embrace the world of gaming. We’ve

worked with Internet Matters

creating content to help parents

feel confident as their child enters

the gaming world.

Read more at

eegamesmart.co.uk

During the 2023 Women’s Football World

Cup, the ‘Play on’ campaign reached 3.5m

people, encouraging young people not to

drop out of sport due to hate. One of the

EE Hope United squad also visited 10

Downing Street to support amendments

tothe Online Safety Bill, helping to protect

women and girls.

Supporting small businesses

Our free digital skills programme helps

businesses unlock their potential. This year

we reached 200,000 more business owners

and employees. We gave them:

– help on everything from digital

marketing and social media to GenAI via

our LinkedIn Live webinar series with

partner Upskill

– practical tips and advice from successful

entrepreneurs through our ‘Let’s Talk

About’ video series

– access to live webinars, recordings and

in-person mentoring through our

partnership with the National Startup

and Great British Entrepreneur Awards

– a UK-wide tour, webinars and

mentoringsessions (working with

SmallBusiness Britain).

Employability and digital skills for

young people

We’re bridging the gap between education

and employment by making sure children

and young people are part of the UK’s

digital skills agenda.

Over 1,000 secondary school children from

disadvantaged backgrounds came to our

‘Get Work Ready’ days at our UK

workplaces. The days gave a window into

the types of STEM roles and skills needed

in modern business – linking what they

were learning at school to the skills

employers look for.

With the national STEM Learning Centre

andseven state schools in the Bristol

Education Partnership, we helped launch the

ENTHUSE programme. It supports teachers

with essential continuous professional

development and industry insights – and

withworkplace events to inspire students to

consider roles in data, digital, engineering,

innovation and technology.

We’re lead sponsor of the FastFutures

programme to promote and grow digital

talent in support of the Government’s skills

agenda. Partnering with Avado and other

businesses, we’re helping a diverse range of

18-24 year olds get into digital roles. So far,

we’ve helped over 7,400 young people

buildtheir networks, get experience and

accelerate their careers. We’re currently

funding two cohorts – a total of 500 learners –

on a Digital Analyst Boot Camp. Eighty-

seven BT Group colleagues were actively

involved in mentoring 138 learners this year.

We also support the National Cyber

Security Centre’s CyberFirst programme.

Aiming to encourage school pupils into

cyber and tech careers, the programme

hosted events for more than 2,000 pupils

last year.

And it’s our 24th year organising and

sponsoring the BT Young Scientist &

Technology Exhibition, which is now

oneofEurope’s leading science and

technology exhibitions, celebrating STEM

research and innovation. This year’s event

included 550 projects from more than

1,100 students from 219 schools

acrossIreland.

Child online safety

We’re helping to protect children online

through a number of initiatives. This

yearwe:

– relaunched PhoneSmart with better

newfunctionality to help minimise

onlineharm risks, as more and more

youngsters own mobile phones

– launched GameSmart – featuring online

safety information for parents on their

child’s use of games and gaming devices

– ran a campaign with Internet Matters for

parents of under-fives on healthy

technology use

– launched an online safety hub on

theInternet Matters website.

Senior skills

We have a long-standing history of helping

UK citizens learn new digital skills. But

today 7% of the population are still offline.

Older people are one of the key groups in

this population. They’re also more likely to

suffer from social isolation, worries around

living costs and losing their landline in the

Digital Voice switchover.

So far, in partnership with AbilityNet, we’ve

helped around 3,000 digitally excluded

over-65s build their confidence and

develop digital skills. Together, we ran

several ‘BTea Room’ sessions across the

UK this year. Hosted in cafes, these free

digital skills workshops covered a range of

skills – from getting started with devices, to

social media and staying safe online.

We teamed up with lexicographer Susie

Dent to create a Digital Dictionary. It

breaks down common digital terms that

younger people take for granted but that

are often confusing for older people.

And we’ve also been targeting the

networks of older and digitally excluded

people to encourage them to help get

their loved ones more online.

India skills partnership

Since 2019, BT India, with partner the

British Asian Trust, has helped around

1.1m young people with digital skills, STEM

career guidance and job opportunities.

This year they launched an Outdoor School

for Girls, which will provide digital, life,

sustainability and entrepreneurial skills to

180,000 girls over the next three years.

With our support, education company

Katha is working with the Municipal

Corporation of Delhi to teach more

than4,000 girls, through setting up

robotics labs, refurbishing IT labs and

training teachers.

BT Group plc Annual Report 2024

36 Strategic report

Our Manifesto continued

In today’s digital age, many

essential tasks require internet

access, yet 22% of seniors still do

not use the internet. To bridge this

gap, BT Group partnered with

AbilityNet to offer tailored digital

training for those aged 65 and

above, boosting their skills and

confidence online while promoting

safety awareness.

Read more at bt.com/seniorskills

We’ve helped 3,000 digitally

excluded over-65s build their

confidence and develop

digitalskills.

3,000

Sustainable

Tech must accelerate our

journey to net zero emissions

and a circular economy.

We’ve led on climate action for more than

30 years. We’ve been ‘A’ rated on climate

by CDP for the past eight years running.

But as the climate crisis worsens, we all

need to speed up the transition to a low

carbon economy.

This year we refreshed our Carbon

Reduction Plan. It provides stakeholders

with a clear view of the actions we’re taking

to shift BT Group and our value chain to a

net zero economy.

We’ll be net zero for our operations by the

end of March 2031 – and for our full value

chain by the end of March 2041. We also

aim to help customers avoid 60m tonnes of

e and build towards being a circular

business by the end of March 2030.

Reducing carbon emissions

inouroperations

We’ve cut our carbon emissions intensity

by 61%. This is against our science-based

target of an 87% cut by the end of March

2031 (compared to FY17 levels).

All of the electricity we purchase to power

our buildings estate, shops and networks

worldwide is certified as renewable

through our procurement of energy from

sources that include power purchase

agreements (PPAs) and green tariffs,

supported by renewable energy

certificates (RECs).

Long term renewable PPAs met 24%

ofour UK electricity demand this year,

supporting additional renewable electricity

infrastructure across the UK grid. Where

we don’t control the supply of electricity or

where we can’t guarantee the origin of the

electricity, we purchase additional RECs to

cover the proportion of our consumption

(for example, at landlord controlled sites).

We have more to do to get to net zero.

Butwe know how to get there – by

electrifying our vehicle fleet,

decarbonising our estate and building

more energy-efficient networks.

Switching our vehicle

fleettoelectric

Nearly 80% of our operational emissions

(Scopes 1 and 2) come from our

commercial fleet of over 33,000 vehicles.

We’re working hard and investing to

convert the majority of this fleet to electric

or zero emission vehicles by the end of

FY31. In total we have over 4,100 electric

vehicles (EVs) in our fleet, including more

than 1,700 that we added this year.

As a founding member of the UK Electric

Fleets Coalition, we’ll keep on pushing for

policy measures to drive a UK EV switch.

This year, the coalition published a new

document to encourage more policy

momentum on EVs.

Our start-up and digital incubation arm,

Etc., has developed an EV charging unit

built from a street cabinet (traditionally

used to store broadband and phone

cabling). We’re exploring the potential

toturn up to 60,000 cabinets into EV

charging points. This would increase the

availability of charging infrastructure on

the UK’s roads and support Government

sustainability targets and plans to

decarbonise the UK transport system.

This year, we introduced a salary-sacrifice

scheme for UK colleagues to buy EVs

through personal lease arrangements. And

for colleagues in India, we’re introducing

EVs as part of our transport and shuttle

passenger services. Today there are

94EVs in use and we’ll keep growing

thatnumber.

Decarbonising our buildings

We cut our global energy consumption

byaround 140GWh this year – a 4% drop

on FY23. This was mainly achieved

throughrationalising and upgrading our

buildings and networks, and reducing

ourfuel consumption as we continue

tomigrate our fleet to EVs.

Our Better Workplace Programme is

consolidating hundreds of BT Group

buildings to around 30. The new or

refurbished buildings have environmental

impact firmly in mind. New builds meet

theBREEAM

- Excellent standard.

A rated

A rated on climate by CDP.

4,100+

In total we have over 4,100 EVs in our fleet.

BT Group plc Annual Report 2024

37 Strategic report

a 99.9% of the global electricity that BT Group purchases is certified as renewable. The remaining 0.1% is where renewable electricity is not available for purchase in the market.

b Building Research Establishment’s Environmental Assessment Method, which is the world’s leading sustainability assessment for infrastructure.

Building energy-efficient networks

We’re building more energy-efficient fixed

and 4G/5G networks, while switching off

our old legacy ones. As well as saving

energy, full fibre networks are better at

handling the effects of physical risks like

flooding and higher temperatures. That

means fewer faults or engineering visits.

Cutting carbon emissions across

our value chain

Our Scope 3 carbon emissions account for

95% of our overall emissions. They come

mainly from purchased goods in our supply

chain and from customers using our

products and services.

Since FY17, we’ve cut our Scope 3 net

emissions by 26%, to 3,000,873 tonnes of

e this year. This is a decrease of around

4% on FY23.

Helping suppliers cut carbon

We’ll keep working with suppliers on

cutting carbon. We’ve cut supply chain

emissions by 25% since FY17. Our target

isa 42% reduction by the end of

March2031.

This year, we’ve refreshed our climate

change policy, which forms part of our

expectations and generic standards

applicable to suppliers working with us.

Itrequires them to conduct climate risk

assessments, set 1.5ºC aligned science-

based targets and to report on progress

annually. And we continue to engage with

key suppliers on carbon reduction through

contract clauses, for example, we’ve seen

savings from Circet that reduced over

100tCO

e in 2023 under its contract with

BTGroup and Openreach.

Also this year we:

– launched a campaign asking suppliers to

set 1.5°C aligned science-based targets,

make them public and report on

progress annually

– encouraged more key suppliers to report

to CDP to improve visibility and action

on emissions. Today, over 300 of them

are doing that

– continued working with the Exponential

Roadmap Initiative and 1.5°C Supply

Chain Leaders to drive climate action

across global supply chains – while

supporting small and medium-sized

enterprises through the SME Climate

Hub and UK Business Climate Hub

– joined the JAC (Joint Alliance for CSR)

Board of Directors. It’s an association of

27 communications providers working

together to sustainably transform supply

chains across the ICT sector.

Cutting our customers’ carbon

There’s huge potential to use our

networks, products and services to help

customers cut their emissions – for

example through decarbonising the

gridand improving our products’

energyefficiency.

We’ll help customers avoid 60m tonnes of

carbon by the end of March 2030 – which

they’ll do through technologies like full

fibre broadband, mobile solutions and

cloud computing. This year we:

– helped customers avoid more than 1.5m

tonnes of carbon (nearly 3.8m tonnes in

total since 2021), mainly through our full

fibre rollout that enables reductions in

personal or work-related travel

– published a new carbon abatement

methodology, to be transparent on how

we calculate savings (bt.com/carbon-

abatement)

– expanded our Digital Carbon Calculator

to include compute and end point

devices. The calculator helps our larger

customers measure, track and cut

carbon footprints across their networks.

Today, it shows customers are cutting

their CO

e by 15% on average when

transforming their networks with us

– enhanced our Carbon Network

Dashboard to include an energy

optimisation recommendation feature,

which helps our larger customers use

their networks more efficiently. It

enables them to measure, monitor

andreduce energy consumption and

carbon emissions

– hosted a Sustainability Festival at

Adastral Park. More than 1,100 people

came, including big customers, climate-

leaders, start-ups and BT Group

representatives. The event showcased

cutting-edge technologies and how to

drive sustainability and achieve net zero

emissions in various industries.

Circularity

Developing a circular economy is vital for

achieving a net zero world. Around 70%

ofglobal greenhouse gas emissions come

from material use and handling

We want to build towards being a circular

business by 2030, and a circular tech

ecosystem by 2040.

Products & Services

This year, we collected nearly 2.6m devices

from consumers and businesses through

our returns and take back processes.

cut in our energy use this year.

1.5˚C

Launched a new supplier engagement

campaign asking our suppliers to set

1.5°Caligned science-based targets.

60m

We’ve set a target to help customers

avoid60m tonnes of carbon by the end

ofMarch 2030.

BT Group plc Annual Report 2024

38 Strategic report

Our Manifesto continued

This year, we converted over 94,000

surplus BT Smart Hub 2 into

Plusnet Hub 2 routers, instead of

making new routers, which usually

creates a lot of carbon emissions.

This effort saved around 3,900

tonnes of CO

By reusing all the electronics

fromthe Smart Hub 2, we prevented

over 80,000 kilograms of new

electronics from being produced.

Read more at bt.com/

annualreview

a Circle Economy – The Circularity Gap Report 2022 circulareconomy.europa.eu/platform/en/knowledge/circularity-gap-report-2022-five-years-analysis-circle-economy

Through our EE Trade-In service we

collected 166,000 mobile devices,

pushingpast the milestone of 1m devices

traded in since its launch. For FY24, 96%

ofcollected devices went for reuse

andasecond life. The rest we recycled

responsibly. For distributed mobile

devicesour take back rate is 5%.

Wewantto increase this to at least

20%by2030.

For 2023, our return rate for customer

premises equipment was 67%. Our target

isa 75% return rate by FY26

. Customers

returned over 2.36m hubs and set-top

boxes. Through our refurbishment process,

we reused 71% and recycled the rest.

Wealso began scaling up refurbishment

ofour business hubs.

To extend the lives of our customers’

devices, our EE repair service (approved by

Apple, Samsung and Google) fixed 58,000

devices this year (up 94% on FY23).

To measure circularity in a more integrated

way, we’ve started a pilot using the Circular

Transition Indicator Tool on some of our

own brand consumer devices. We’re now

reviewing the inflows and outflows of those

devices. We aim to expand the pilot to

other business areas to implement a

common measurement approach.

Operational waste – our networks

and estate

We want to put zero waste into landfill by

2030. That means increasing the number

of things we reuse and recycle. Globally,

we generated 69,000 tonnes of

operational waste this year – 14% less

thanin FY23. Our UK recycling, reuse and

recovery rate was 92.1% (90.4% globally).

As part of modernising our network, we

continued recovering old or end-of-life

network equipment to reuse or recycle,

much of which was through our Exchange

Clearance Operations programme. This

year, we recovered 3,300 tonnes. We also

agreed a deal with a leading bank and

global recycler EMR to support the

extraction and recycling of copper cable

from our network until 2028.

Within our business, we reused 10,000

pieces of network equipment. And our

catering partner Lexington, working with

CauliBox, has been trialling new reusable

cups and containers to reduce the

numberof disposables we use.

Biodiversity

We continued working to understand our

impacts on nature and biodiversity, in line

with the draft Taskforce on Nature-related

Financial Disclosures (TNFD) framework.

This year, we ran an impact assessment of

our operations and procurement.

As part of our focus on conservation,

BTGroup has partnered with The Royal

Society of Wildlife Trusts. We provide

financial contributions to the charity and

volunteering opportunities for colleagues.

Openreach created a Business

Conservation Partnership with the RSPB,

to make sure that, moving forward, they

are better placed to implement nature-

positive actions as part of the overall fibre

build programme.

Openreach has also worked closely

withNatureScot and National Trust for

Scotland in providing fibre to Fair Isle

(between Orkney and Shetland). They

scheduled their build to make sure that

nesting birds were undisturbed during

thebreeding season, and worked together

to protect native plant species.

Water consumption

Our UK water use fell by 12% this year

to1,349,324m

, mainly from operating

adiabatic cooling units more efficiently

within network equipment operating limits,

and the pinpointing and fixing of leaks in

our water supply.

Advocacy on climate action

Corporations must advocate on climate

action. But limiting global warming to 1.5

degrees – in line with the Paris Agreement

– will need supportive policies too.

During the year we continued participating

in initiatives like RE100, the UK Electric

Fleets Coalition and EV100, Race to

Zeroand the We Mean Business Coalition.

We also supported the Fossil to Clean

campaign to advocate for speeding up the

shift from fossil fuels to clean energy.

2030

We want to become a circular business

by2030 – and build towards a circular tech

ecosystem by 2040.

20%

We have a 5% take back rate for

distributed mobile devices – we’ve set

atarget to increase this to 20% by 2030.

BT Group plc Annual Report 2024

39 Strategic report

a This target only relates to equipment which is leased to our consumers under their contract terms.

Colleagues, customers, shareholders, the communities we do business in, suppliers, UK Government

and regulatory bodies are all key stakeholders. We connect with them at all levels of our business.

That includes frontline operations, CFUs, CUs and TUs, senior leadership, the Executive Committee

and the Board and its Committees.

We engage with them in lots of different ways – from meetings and conferences to reviews, forums

andwebcasts. To understand how well we’re engaging with different groups, the Board and its

Committees get regular updates from relevant parts of the business and from stakeholders

themselves. They use them to make better decisions, give feedback and constructively challenge

activities, programmes and initiatives being considered.

BT Group plc Annual Report 2024

40 Strategic report

Our stakeholders

Our stakeholders play a crucial part in our

strategy of building the strongest foundations,

creating standout customer experiences and

leading the way to a bright, sustainable future.

Our stakeholder management group risk

category recognises just how important

they are to our business. You can read

more on page 63.

Our Section 172 statement on pages 92

to 93 gives examples of how the Board

and its Committees took our

stakeholders’ interests into account

indecision making during the year.

Colleagues

To create a culture where colleagues

canbe their best and contribute to our

purpose, ambition, strategy and success,

they need to be engaged.

So we must provide work environments

that help them flourish, give them flexible

and agile ways of working, deliver brilliant

training, development and career

opportunities, and reward performance

with fair and competitive pay and benefits.

How we engage with colleagues

Our Board gets regular updates from

theChief Executive and Chief Human

Resources Officer. Topics range from

people strategy initiatives to culture and

overall sentiment in the organisation.

This year the Board used both our

Colleague Board and our Designated

Non-Executive Director for Workforce

Engagement to engage with our

workforce(under the UK Corporate

Governance Code 2018).

You can read more on pages 90 to 91

of the Corporategovernance report.

In September 2023, we changed the way

we measure engagement. We did this to

bring it up to date with best practice and

give us better external benchmarks for

BTGroup and our units.

We introduced quarterly colleague

engagement surveys. And to compare

oldand new surveys we asked both old

andnew engagement index questions in

the first September survey. Engagement

scored pretty consistently between

oldand new measures – at 72% and

71%respectively.

Across the year engagement improved by

twopoints. We closed the year on 75% in

linewith our target. The measure

‘Gettingthings done here is straightforward’

is not making enough progress. We’re

investigating why.

Initiatives to improve our colleagues’

experience seem to be making a

difference. We’ve focused on leadership,

making things simpler for colleagues and

inclusion and diversity. We’ll continue with

this in the coming months.

Customers

We want our customers to have standout

experiences. For that, we must deliver

outstanding service and differentiated

solutions and outcomes.

We have a large and diverse customer

base, from individuals to multinational

businesses and governments. And they all

need different things. So engaging with our

customers is critical to properly understand

those varied current and future needs.

Our customers want us to:

– give them an outstanding experience and

deliver outcomes that match their needs

– deliver consistent, high-quality solutions

to keep them connected

– protect their security and data

– offer all the above at a price that’s great

value for money.

How we engage with customers:

– Our service, sales, and contact centre

colleagues regularly talk to customers

tounderstand what they need and help

them stay connected.

– Our insight centre of excellence gives

usa deeper understanding of our

customers’ needs through research

techniques and extensive internal and

external data sources.

– Our CFUs, Executive Committee and the

Board monitor how well we’re providing

standout customer experiences by

regularly reviewing metrics like NPS.

– Our Chief Executive, Executive

Committee and senior leaders regularly

review and discuss customer complaints.

– Our Customer Fairness Panel, Customer

Inclusion Panel, Security Advisory Board

and Global Advisory Boa