BT Research & Innovation

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BT Research & Innovation You used to only know us for our phones and broadband. Now you know us for BT Sport TV too. At BT you will find us innovating new creations every day. For example… Did you know… We enabled 450 million people around the world to keep up with London 2012, and provided the largest ever high-density public wi-fi in the world Did you know… In May 2013 we achieved a world record data transmission speed of 800Gbit/s equivalent to that of sending seven HD DVDs in a single second Did you know… We’ve registered over 600 patents in the last five years and invested £560million in research and development in 2012 alone Did you know… we are hiring? Summer Internship Opportunities… We are offering summer internship opportunities for undergraduates within BT Research & Innovation (R&I) during the Summer vacation of 2014. R&I is a unit within the BT Technology, Service & Operations unit (TSO), providing central research for the BT Group through researching & prototyping solutions of potential relevance to BT’s future. We work with customers, universities, vendors, and, most importantly, BT’s market facing units to take good technical ideas and turn them into great reality. That could start with things like intellectual property, prototypes, and trial systems but hopefully ends up with new products, processes or systems to help BT serve its customers around the world. R&I’s scope includes – for example - the futures of the home and wireless. It covers the evolution of our high-speed core and access networks. It also covers techniques to improve customer service and optimise operations. What we want and what you get… Our summer internship would be particularly suitable for strong 2nd and 3rd year CUED engineers looking to do their 8 weeks Industrial Experience, and have an interest in Information or Electronic Engineering. We will also consider exceptional 1st year students. All candidates need to be competent coders. A BT R&I internship offers you a paid 10-12 week summer placement working on an innovative project at BT’s Innovation Hub, Adastral Park, Ipswich (just over 1 hour from Cambridge and London). Students who excel in our summer internships may be considered for fast-tracking through the Graduate Scheme application process… you could have a job offer before you start your final year! How to apply… Summer internships in BT Research & Innovation: Apply online http://www.btgraduates.com/pick-a-programme/uk-internships.aspx or send CVs to [email protected] For those already in final year apply for the Technical BT Graduate Scheme to join us in September 2014. Apply online at https://www.btgraduates-apply.co.uk We will also be in Cambridge in the coming months for the CUES Fair, and a few other wider recruitment events… come along and find out more! .

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Regulation of Digital Communications
Full-fibre broadband for all Steve Unger A major strategic shift will encourage the roll-out of new Virgin Media is putting its money where its mouth is and ‘fibre to the premise’ networks to homes and businesses laying fibre to the premise Ofcom, DCR, Feb 2016 Tom Mockridge, Virgin Media, April 2016 We want to go further, faster – and have set an ambitious Through the Fibre First programme, Openreach is getting target for 15 million premises to be connected to full on with the job of building an Ultrafast Britain fibre by 2025, with nationwide coverage by 2033. Clive Selley, Openreach, Feb 2018 Jeremy Wright, DCMS SoS, FTIR, July 2018 As a deadline, that is laughably unambitious. If we want British Broadband will oversee a publicly-owned full- to unite our country and our society, we should commit fibre network and deliver free broadband to every now to delivering full fibre to every home in the land not home, with a phased roll-out over ten years. To do that in the mid 2030s – but in five years at the outside. we will bring the relevant parts of BT, including Openreach, into public ownership Boris Johnson, June 2019 Jeremy Corbyn, Nov 2019 Why do we have poor availability of full fibre today? What’s currently being done to address this? Is a more radical approach feasible and desirable ? We’ve been able to deploy full fibre for 30 years “BT’s vision of the future UK telecommunications infrastructure comprises an all-fibre, all-digital, highly integrated broadband network” T R Rowbotham, BT Research Labs, 1989 (Source: Plans for a British
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Towards 5G – an Operators Perspective Evolution Or Revolution?
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Sky’S Response to Ofcom’S Strategic Review of Digital Communications – Discussion Document
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Admission Document Prepared in Accordance with the AIM Rules
233582 Gold Cover Spread 8mm Spine 07/10/2014 14:06 Page 1 Placing and Admission to AIM Gamma Communications plc Nominated AdviserAdviser,, Broker & Sole Bookrunner Perivan Financial Print 233582 233582 Gold pp001-pp004 07/10/2014 14:06 Page 1 THIS DOCUMENT IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION If you are in any doubt as to the contents of this document or as to what action you should take you should consult your stockbroker, bank manager, solicitor, accountant or other independent financial adviser authorised under the Financial Services and Markets Act 2000 (“FSMA”) who specialises in advising on the acquisition of shares and other securities. This document comprises an admission document prepared in accordance with the AIM Rules. Application will be made for the Ordinary Shares to be admitted to trading on AIM. It is expected that Admission will become effective and that trading in the Ordinary Shares on AIM will commence at 8.00 a.m. on 10 October 2014. The Ordinary Shares are not dealt on any other recognised investment exchange and it is emphasised that no application has been, or is being, made for the Ordinary Shares to be admitted to any such exchange. This document is not an approved prospectus for the purposes of section 85 of FSMA, has not been prepared in accordance with the Prospectus Rules published by the Financial Conduct Authority (“FCA”) and a copy of it has not been, and will not be, delivered to the UK Listing Authority in accordance with the Prospectus Rules or delivered to or approved by any other authority which could be a competent authority for the purposes of the Prospectus Directive.
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The New IT Crowd the Role of the IT Director in Simplifying Complexity
The New IT Crowd The role of the IT director in simplifying complexity THE PERSPECTIVE SERIES New insights into the UK workplace In partnership with Vodafone UK Foreword In times of change, we’ve seen again and again that those who sit back and don’t react, risk being left behind. This means we’re all constantly having to evolve and adapt the way we do business. It’s exciting, but also challenging. What’s fuelling this change? As we’ve explored in previous reports in the Perspective series, the answer is lots of things; not least the rapid consumerisation of technology. It has changed the way that enterprise and people work. To meet these challenges head on, successful businesses are looking to redefine Jeroen Hoencamp, the role of the IT director. Skill sets are changing and expectations are rising, so it’s CEO, Vodafone UK no surprise we are seeing senior IT directors shifting from a reactionary role to a front seat in the development of overall business strategy. At Vodafone, we’ve responded to this shift by developing award-winning teams of digital, technology and innovation specialists. But top teams need leadership and so the greatest change has been in the new multi-dimensional role of the CIO and CTO. We are witnessing a new breed of leaders, who are surrounded by digital natives and have to continually develop and enhance their knowledge and skill sets. These leaders are driven by an understanding of strategic business needs they are a more innovative, entrepreneurial species than their predecessors. The job description used to be technologist first, technical people manager second and business manager, if at all, last.
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BT Group Plc Annual Report 2020 BT Group Plc Annual Report 2020 Strategic Report 1
BT Group plc Group BT Annual Report 2020 Beyond Limits BT Group plc Annual Report 2020 BT Group plc Annual Report 2020 Strategic report 1 New BT Halo. ... of new products and services Contents Combining the We launched BT Halo, We’re best of 4G, 5G our best ever converged Strategic report connectivity package. and fibre. ... of flexible TV A message from our Chairman 2 A message from our Chief Executive 4 packages About BT 6 investing Our range of new flexible TV Executive Committee 8 packages aims to disrupt the Customers and markets 10 UK’s pay TV market and keep Regulatory update 12 pace with the rising tide of in the streamers. Our business model 14 Our strategy 16 Strategic progress 18 ... of next generation Our stakeholders 24 future... fibre broadband Culture and colleagues 30 We expect to invest around Introducing the Colleague Board 32 £12bn to connect 20m Section 172 statement 34 premises by mid-to-late-20s Non-financial information statement 35 if the conditions are right. Digital impact and sustainability 36 Our key performance indicators 40 Our performance as a sustainable and responsible business 42 ... of our Group performance 43 A letter from the Chair of Openreach 51 best-in-class How we manage risk 52 network ... to keep us all Our principal risks and uncertainties 53 5G makes a measurable connected Viability statement 64 difference to everyday During the pandemic, experiences and opens we’re helping those who up even more exciting need us the most. Corporate governance report 65 new experiences. Financial statements 117 ..
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Martlesham Heath Area Specific Guidance June 2001
Supplementary Planning Guidance 12.8 Hi-Tech Cluster: Martlesham Heath Area Specific Guidance June 2001 Following the reforms to the Planning system through the enactment of the Planning and Compulsory Purchase Act 2004 all Supplementary Planning Guidance’s can only be kept for a maximum of three years. It is the District Council’s intention to review each Supplementary Planning Guidance in this time and reproduce these publications as Supplementary Planning Documents which will support the policies to be found in the Local Development Framework which is to replace the existing Suffolk Coastal Local Plan First Alteration, February 2001. Some Supplementary Planning Guidance dates back to the early 1990’s and may no longer be appropriate as the site or issue may have been resolved so these documents will be phased out of the production and will not support the Local Development Framework. Those to be kept will be reviewed and republished in accordance with new guidelines for public consultation. A list of those to be kept can be found in the Suffolk Coastal Local Development Scheme December 2004. Please be aware when reading this guidance that some of the Government organisations referred to no longer exist or do so under a different name. For example MAFF (Ministry for Agriculture, Fisheries and Food) is no longer in operation but all responsibilities and duties are now dealt with by DEFRA (Department for the Environment, Food and Rural Affairs). Another example may be the DETR (Department of Environment, Transport and Regions) whose responsibilities are now dealt with in part by the DCLG (Department of Communities & Local Government).
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View Annual Report
BT Group plc Annual Report & Form 20-F 2017 Welcome to BT Group plc’s Annual Report and Form-20F for 2017 Where to find more information www.btplc.com www.bt.com/annualreport Delivering our Purpose Report We’re using the power of communications to make a better world. That’s our purpose. Read our annual update. www.btplc.com/purposefulbusiness Delivering our Purpose Report Update on our progress in 2016/17 THE STRATEGIC REPORT GOVERNANCE FINANCIAL STATEMENTS ADDITIONAL INFORMATION The strategic report 2 Contents Review of the year 3 How we’re organised 8 An introduction from our Chairman 10 A message from our Chief Executive 12 This is the BT Annual Report for the year ended Operating Committee 14 31 March 2017. It complies with UK regulations Our strategy Our strategy in a nutshell 16 and comprises part of the Annual Report and How we’re doing Form 20-F for the US Securities and Exchange – Delivering great customer experience 17 – Investing for growth 18 Commission to meet US regulations. – Transforming our costs 19 Key performance indicators 20 This is the third year that we’ve applied an Our business model Integrated Reporting (IR) approach to how Our business model 22 we structure and present our Annual Report. What we do 24 Resources, relationships and sustainability IR is an initiative led by the International Integrated Reporting – Financial strength 26 Council (IIRC). Its principles and aims are consistent with UK – Our people 26 regulatory developments in financial and corporate reporting. – Our networks and physical assets 30 We’ve reflected guiding principles and content elements from the – Properties 31 IIRC’s IR Framework in preparing our Annual Report.
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The Impact of High-Speed Broadband for Communities
The Impact of High-Speed Broadband for Communities A Report by Regeneris Consulting for Openreach January 2018 Contents Foreword 3 Executive Summary 4 1. Introduction 7 2. Assessing the Impact of High-speed Broadband for Community Businesses 9 3. The Economic Impact for Residents 15 4. Social Benefits 18 5. Environmental Impacts 23 6. Strengthening Community Economies 25 7. Summary of Overall Benefits 27 Appendices Appendix A 29 Community Fibre Partnerships: Fibre Technologies Note: the figures quoted are calculated on just over 400 Community Fibre Partnership contracts Appendix B 30 that were signed with Openreach at the time of Estimating Community Fibre writing this report and as such will increase as more Partnerships Business Impacts communities embark on fibre partnership deals. 2 Foreword There is a broad consensus that the benefits from Any forecasting of the future impacts of high-speed broadband connectivity will be technology must recognise there is uncertainty significant and positive. But what are these involved. Evidence about the scale of benefits is benefits, and how substantial will they be? still emerging. We cannot be sure how people and businesses will use fibre broadband in years to This study explores the broad range of benefits come or what new technologies and applications likely to emerge from major investment in high- will emerge. Much will also depend on how further speed fibre broadband made by Openreach across private and public investment in new software and the UK. It also assesses the economic and social applications, and technology development (e.g. in value associated with Community Fibre healthcare) exploits high-speed connectivity.
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Inventing the Communications Revolution in Post-War Britain
Information and Control: Inventing the Communications Revolution in Post-War Britain Jacob William Ward UCL PhD History of Science and Technology 1 I, Jacob William Ward, confirm that the work presented in this thesis is my own. Where information has been derived from other sources, I confirm that this has been indicated in the thesis. 2 Abstract This thesis undertakes the first history of the post-war British telephone system, and addresses it through the lens of both actors’ and analysts’ emphases on the importance of ‘information’ and ‘control’. I explore both through a range of chapters on organisational history, laboratories, telephone exchanges, transmission technologies, futurology, transatlantic communications, and privatisation. The ideal of an ‘information network’ or an ‘information age’ is present to varying extents in all these chapters, as are deployments of different forms of control. The most pervasive, and controversial, form of control throughout this history is computer control, but I show that other forms of control, including environmental, spatial, and temporal, are all also important. I make three arguments: first, that the technological characteristics of the telephone system meant that its liberalisation and privatisation were much more ambiguous for competition and monopoly than expected; second, that information has been more important to the telephone system as an ideal to strive for, rather than the telephone system’s contribution to creating an apparent information age; third, that control is a more useful concept than information for analysing the history of the telephone system, but more work is needed to study the discursive significance of ‘control’ itself. 3 Acknowledgements There are many people to whom I owe thanks for making this thesis possible, and here I can only name some of them.
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Biographical Notes Thank You to Our Sponsors
The Cyber40 Mobilizing for International Action The Queen Elizabeth II Conference Centre, London, June 1-2, 2011 In partnership with Technical co-sponsors Biographical Notes Thank you to our sponsors leaders’ forum platinum sponsors gold sponsors silver sponsors Salma Abbasi, Chairperson and CEO, e Worldwide Group: An international consultancy company focusing on providing innovative ICT strategies and solutions to achieve the MDG’s. Formerly, Salma was the chief quality officer and Sr. VP of customer satisfaction at Lucent Technologies. As a technologist and social Thank you to our sponsors activist, she is also working in an advisory capacity with many governments and UN agencies around the world. Salma is also an associate fellow at King’s College, Conflict, Security and Development Group. As a member of the ITU’s (HLEG) focused on cyber security, she authored the original COP concept paper in 2008, which has now become a global ITU initiative. In 2010, eWWG partnered with the Government of Malaysia to publish a COP handbook for the OIC countries. Most recently in partnership with UNESCO, she has launched a global initiative “GCAP”, focusing on mobilizing the digital youth to drive understanding, respect, peace and harmony. In recognition of her work she was awarded the Ibn Khaldun Award for Excellence for promoting understanding between global cultures. Dr. Greg Austin, Vice President, Worldwide Security Initiative, EastWest Institute: Greg has a 30-year career in international affairs, including senior posts in academia and government. He has also held senior posts at the International Crisis Group and the Foreign Policy Centre London. Greg is the author of several highly reviewed books on international security, especially on Asia.
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BT Futurologist DOWNLOAD
It doesn’t happen by magic – why we are the most disruptive part of innovation. Dr Nicola J. Millard Head of Customer Insight & Futures BT [email protected] @DocNicola 1 British Telecommunications plc 2018 The perils of predicting the future. 2 British Telecommunications plc 2017 BT’s Research and innovationBT’s research and innovation 3rd 3rd 2.8b largest investor in 4900 largest investor in spent on R&D over R&D in the fixed line patents in R&D in the UK over the last five years telecoms sector over our portfolio past ten years past ten years 4th 13k £520m 30+ highest number of scientists employed invested in R&D in direct university patents filed with the worldwide 2016 / 17 research relationships European Patent Office by a UK-based company © British Telecommunications plc 2018 Customer Challenge Cup Agile How BT Innovates… development New ideas scheme Global Collaborative Adastral Park Insight & Development partnerships thought Centres leadership Showcases Infinity Lab Applied programmes Research & Workshops Innovation Hothouses Tech Scouting Strategic University programmes Hothousing – accelerating people led innovation. Home hub delivery Virtual reality hothouse 5 © British Telecommunications plc 2018 VR & AR as recruitment, training and collaboration tools Use of 360 degree VR as a Use of AR as an engineer training VR conferencing recruitment and training tool and collaboration tool 6 © British Telecommunications plc 2018 Digital Insight in action: understanding customers customer Consumer research to understand the customer journey Belgium Singapore Belgium Singapore Australia China Spain China South Africa China UK Germany UAE Germany Spain Hong Kong USA India UK India UK UK India USA Indonesia USA Netherlands USA Singapore 1,000 2,500 1,000 5,000 5,000 consumers consumers consumers consumers consumers 2010 2011 2012 2013 2014 2015 2016 2017 The 7Digital Customer 2017, BT Global Services/Cisco/Davies Hickman Partners.
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