BT in the Community Better World – Our Commitment to Society Better World – Our Commitment to Society/Community
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Annex to the BT Response to Ofcom's Consultation on Promoting Competition and Investment in Fibre Networks – Wholesale Fixed
Annex to the BT response to Ofcom’s consultation on promoting competition and investment in fibre networks – Wholesale Fixed Telecoms Market Review 2021-26 29 May 2020 Non - confidential version Branding: only keep logos if the response is on behalf of more than one brand, i.e. BT/Openreach joint response or BT/EE/Plusnet joint response. Comments should be addressed to: Remove the other brands, or if it is purely a BT BT Group Regulatory Affairs, response remove all 4. BT Centre, London, EC1A 7AJ [email protected] BT RESPONSE TO OFCOM’S CONSULTATION ON COMPETITION AND INVESTMENT IN FIBRE NETWORKS 2 Contents CONTENTS .................................................................................................................................................. 2 A1. COMPASS LEXECON: REVIEW OF OFCOM'S APPROACH TO ASSESSING ULTRAFAST MARKET POWER 3 A2. ALTNET ULTRAFAST DEPLOYMENTS AND INVESTMENT FUNDING ...................................................... 4 A3. EXAMPLES OF INCREASING PRICE PRESSURE IN BUSINESS TENDERING MARKETS .............................. 6 A4. MARKET ANALYSIS AND REMEDIES RELATED TO PHYSICAL INFRASTRUCTURE ................................... 7 Our assessment of Ofcom’s market analysis ............................................................................................ 8 Our assessment of Ofcom’s remedies .................................................................................................... 12 A5. RISKS BORNE BY INVESTORS IN BT’S FIBRE INVESTMENT ................................................................ -
Annual Report & Accounts 1998
Annual report and accounts 1998 Chairman’s statement The 1998 financial year proved to be a very Turnover has grown by 4.7 per cent and we important chapter in the BT story, even if not have seen strong growth in demand. Customers quite in the way we anticipated 12 months ago. have benefited from sound quality of service, price cuts worth over £750 million in the year, This time last year, we expected that there was a and a range of new and exciting services. Our good chance that our prospective merger with MCI Internet-related business is growing fast and we Communications Corporation would be completed are seeing considerable demand for second lines by the end of the calendar year. In the event, of and ISDN connections. We have also announced course, this did not happen. WorldCom tabled a a major upgrade to our broadband network to considerably higher bid for MCI and we did not match the ever-increasing volumes of data we feel that it would be in shareholders’ best interests are required to carry. to match it. Earnings per share were 26.7 pence and I am In our view, the preferable course was to pleased to report a final dividend for the year of accept the offer WorldCom made for our 20 per 11.45 pence per share, which brings the total cent holding in MCI. On completion of the dividend for the year to 19 pence per share, MCI/WorldCom merger, BT will receive around which is as forecast. This represents an increase US$7 billion (more than £4 billion). -
BT Group Regulatory Affairs, Response Remove All 4
Annex to the BT response to Ofcom’s consultation on promoting competition and investment in fibre networks – Wholesale Fixed Telecoms Market Review 2021-26 29 May 2020 Non - confidential version Branding: only keep logos if the response is on behalf of more than one brand, i.e. BT/Openreach joint response or BT/EE/Plusnet joint response. Comments should be addressed to: Remove the other brands, or if it is purely a BT BT Group Regulatory Affairs, response remove all 4. BT Centre, London, EC1A 7AJ [email protected] BT RESPONSE TO OFCOM’S CONSULTATION ON COMPETITION AND INVESTMENT IN FIBRE NETWORKS 2 Contents CONTENTS .................................................................................................................................................. 2 A1. COMPASS LEXECON: REVIEW OF OFCOM'S APPROACH TO ASSESSING ULTRAFAST MARKET POWER 3 A2. ALTNET ULTRAFAST DEPLOYMENTS AND INVESTMENT FUNDING ...................................................... 4 A3. EXAMPLES OF INCREASING PRICE PRESSURE IN BUSINESS TENDERING MARKETS .............................. 6 A4. MARKET ANALYSIS AND REMEDIES RELATED TO PHYSICAL INFRASTRUCTURE ................................... 7 Our assessment of Ofcom’s market analysis ............................................................................................ 8 Our assessment of Ofcom’s remedies .................................................................................................... 12 A5. RISKS BORNE BY INVESTORS IN BT’S FIBRE INVESTMENT ................................................................ -
BT Strategic Report
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 ... to enable Additional information 204 a safer world This year, we used artificial intelligence (AI) Look out for these throughout the report: to anticipate emerging threats and help protect the nation from up to 4,000 cyberattacks a day. -
LTB 342.2019 Attachment 1
ISS VR - Affected Sites Region Site North Alexander Bain House (999 Call Centre) North Alexander Bain House (Thurso) (Call Centre) North Ambassador House Midlands Bowman/Sheriff TE Midlands Brundrett Place, Stockport South BT Brentwood Midlands Chester Newgate South Croydon Ssc - Ryland House North Darlington - Global ,Nexus, Mercia, Astral House and Cummins EE North Dial House Manchester Midlands Doncaster Contact Centre North Doxford EE North Dundee Telephone House Midlands Eldon House TE North Gosforth Call Centre 24/7 North Leeds Marlborough Street (PlusNet) North Legrams Lane MTW North Legrams Lane Section Stock North Legrams Lane TEC North Liverpool Lancaster House South Monument TE North Newcastle Cte (Call Centre) North Northallerton SD/Fleet Garage North Northern Command Centre 24/7 North NT 1 Silverfox way North tyneside North NT2 Silverfox way North tyneside Midlands Park Hall Oswestry North Preston Telephone House Midlands Reading Central ATE Midlands Reading Zsc And Trunk ATE Midlands Sheffield (Plusnet)2 Pinfold street South Wapping TE North Warrington Contact Centre South Whitehall TE North Accrington Contact Centre South Adastral Park (overall) North Aintree TEC North Alexander Graham Bell House Midlands Bedford ATE AMC North Belfast Riverside Tower North Blackburn AMTE (999 Call Centre) Midlands Bletchley Admin Office Midlands Bournemouth ATE South Brighton Withdean Building 1 South BT Baynard House South BT Centre South BT Colombo South BT Mill House South BT Tower South Canterbury Becket House South Crawley New TEC -
Teleprinters for the Radio Amateur
TELEPRINTERS FOR THE RADIO AMATEUR http://www.rtty.com/England/creed1.html WWW.RTTY.COM History Hall TELEPRINTERS FOR THE RADIO AMATEUR by Alan G Hobbs, G8GOJ [email protected] There are many different types of mechanical teleprinter which become available on the surplus market from time to time, but we will only concern ourselves with the ones which are most liable to be encountered. The teleprinters that we will be considering come from three manufacturers: Creed & Company of England, the Teletype Corporation of the U.S.A., and Siemens of Germany. There are three fundamental requirements which must be considered before purchasing a machine: 1. The electrical signaling characteristics. 2. The code that the machine uses. 3. The signaling speed at which the machine operates. Signaling Characteristics Machines manufactured in the U.K. normally use what is known as Double Current or Polar signaling, in which the two signaling states, Mark and Space, are represented by current flowing in opposite directions, often +/- 20mA, with Mark being represented by a negative current flow. Whereas machines manufactured in the U.S.A. and Germany normally use what is known as Single Current or Neutral signaling, in which the two signaling states, Mark and Space, are represented by the presence or absence of current, often 60mA, the actual polarity being unimportant. Note that we are referring to current flow in each case, and not to voltages. The receiving section of a teleprinter usually consists of a form of electro-mechanical relay, often called the electro-magnet, with a fairly high inductance, perhaps up to 4 Henrys, and a low DC resistance, perhaps only 200 Ohms, which responds to the incoming signaling impulses. -
BT Group Regulatory Affairs, Response Remove All 4
BT response to Ofcom’s consultation on promoting competition and investment in fibre networks - Wholesale Fixed Telecoms Market Review 2021-26 13 May 2020 Non-confidential version Branding: only keep logos if the response is on behalf of more than one brand, i.e. BT/Openreach joint response or BT/EE/Plusnet joint response. Comments should be addressed to: Remove the other brands, or if it is purely a BT BT Group Regulatory Affairs, response remove all 4. BT Centre, London, EC1A 7AJ [email protected] BT RESPONSE TO OFCOM’S CONSULTATION ON COMPETITION AND INVESTMENT IN FIBRE NETWORKS 2 Contents1 CONTENTS ....................................................................................................................................................... 2 1. EXECUTIVE SUMMARY................................................................................................................................ 3 2. OFCOM'S MARKET ANALYSIS SHOULD BETTER REFLECT FORWARD-LOOKING COMPETITION .................. 10 OPENREACH FACES STRONG FORWARD-LOOKING WHOLESALE COMPETITION IN WLA MARKETS WHICH BENEFITS CONSUMERS .... 11 OFCOM SHOULD REVISIT ITS PROPOSED MARKET DEFINITION .......................................................................................... 19 OPENREACH DOES NOT HAVE SMP IN ULTRAFAST CAPABLE LINES NATIONALLY NOR FORWARD-LOOKING SMP AT ANY SPEEDS IN VIRGIN MEDIA AREAS ............................................................................................................................................. 22 LEASED LINES -
D2.1 System Architecture
Directorate General for Communications Networks, Content and Technology Innovation Action ICT-687655 D2.1 System Architecture Due date of deliverable: 31 March 2016 Actual submission date: 10 May 2016 Resubmitted with minor changes: 28 April 2017 Start date of project: 1 December 2015 Duration: 36 months Lead contractor for this deliverable: Cisco Version: 28 April 2017 Confidentiality status: Public © 2-IMMERSE Consortium 2017 Page 1 of (128) Grant Agreement number: 687655 — 2-IMMERSE — H2020-ICT-2015 D2.1 System Architecture Abstract This document describes the system architecture being developed by the 2-IMMERSE project. This architecture is designed to enable the four multi-screen service prototypes that will be delivered through the project. The System Architecture is layered as a set of platform services, a client application architecture and production architecture. The system architecture is a work in progress; it will evolve both as we refine it and specify it in more detail, and as we deliver each of the multi-screen service prototypes through the project. Target audience This is a public deliverable and could be read by anyone with an interest in the system architecture being developed by the 2-IMMERSE project. As this is inherently technical in nature, we assume the audience is technically literate with a good grasp of television and Internet technologies in particular. We have included a Technology Overview section that summarises a range of technologies that are potentially applicable within the project. This document will be read by the Project Consortium as it defines the system architecture that will be adopted and evolved throughout the project. -
British Telecommunications Plc Annual Report 2019 Strategic Report Governance Financial Statements Extra Information
BRITISH TELECOMMUNICATIONS plc BRITISH TELECOMMUNI Annual Report CATIONS plc 2019 CATIONS 2019 1 British Telecommunications plc Annual Report 2019 Strategic report Governance Financial statements Extra information British Telecommunications plc (‘the group’ or ‘the company’) is the principal Contents operating subsidiary of BT Group plc. We’re a wholly-owned subsidiary of BT Group plc. The BT Group plc Board has ultimate responsibility for the management of the group while the Executive Committee of BT Group plc is out key management Strategic report committee. It monitors the group’s financial, operational and customer service About BT 2 performance and has cross-business oversight of BT’s customer-facing units. It Market context 4 also reviews the group’s key risks and considers potential threats and opportunities facing the business Our business model 8 Our strategy 10 British Telecommunications plc leverages the governance structure and processes of Strategic progress 12 BT Group plc, including: Our stakeholders 18 Our key performance indicators 26 – BT Group plc Board Group performance 30 – Executive Committee Our approach to risk management 36 – Audit & Risk Committee Our principal risks and uncertainties 38 Key management personnel comprise executive and non-executive directors of the BT Group plc Executive Committee, as well as the members of the BT plc Board. Governance 46 Financial statements 52 Additional information 156 Non-Financial Reporting Information Statement Our integrated approach to reporting means that the requirements of the Non-Financial Reporting Directive are addressed throughout the Strategic report. For ease of reference, information pertaining to each of the matters addressed by the new regulation can be found on the following pages: Human rights (page 21); Our people (page 18); Social (page 20); Environmental (page 22); Anti- corruption and bribery (page 28). -
BT in the Community Better World – Our Commitment to Society Better World – Our Commitment to Society/Community
BT in the community Better World – Our Commitment to Society Better World – Our Commitment to Society/Community Community BT is committed to making a difference in society. We have a major programme of investment designed to improve the quality of life and well being of the communities in which we operate. In line with the business we are in, the central theme of our activities is improved communications. Over the past five years, we have provided more than £75 million in funding to schemes for social and community improvement. BT is a founder member of the Per Cent Club, and we donate a minimum of one half per cent of our annual pre-tax profits to not-for-profit causes. We also provide funding and support in kind which exceed one per cent. Estimates of this contribution so far show that this would make our total contribution for 2001/02 worth over £25m. Our community activities fall into four main categories: • education – from primary schools to universities, using a variety of techniques and media from live drama to web-based activities • charities and fundraising – we support a range of charities and fundraising initiatives • employee involvement – we encourage BT people to volunteer for community activities and make it easier for others to do so • arts and heritage – from modern art to the nation’s telecommunications heritage. This document is part of BT’s Social And Environmental Report and has been downloaded from the Better World website www.groupbt.com/betterworld. Information and data in this document has been verified by Lloyd’s Register Quality Assurance Limited. -
RTTY Journal© P.O
The New RTTY Journal© P.O. Box 236, Champaign, IL 61824-0236 Volume 47, Number 2, June 1999 $5.00 Ray Hunter, VE3UR, celebrated his 90th Birthday this year. Summer RTTYContest Schedule . .2A Little TTY History (Part 3) . .11 Hits and Misses . .3Dayton Pictures . .12 WPX - Multi-Two Operating at The Ranch . .41998 CQ/RJ RTTYDXContest Results . .18 5 Unit Codes . .6Happenings at Dayton . .19 Silent Key Ray Petit, W7GHM . .9“Free Drink Eddie” . .19 DSP and Soundcard Modems . .101999 CQ/RJ WPX Contest Results . .21 The P38is a multi-mode HF data modem that gives you top performance operation using RTTY, AMTOR, P-Mode* and CLOVER-II waveforms. The P38is a full sized plug-in card for PC-AT and faster personal computers. Multi-screen menu-driven HAL software is included with each P38modem. Many popu- lar “third-party” user programs are also available for the P38- W0RLI, WINLINK, WriteLog, XPWARE, EZTERM and RTTY by WF1B. The P38is complete and ready to run. Plug in the board, connect three phono cables to your radio, and install the soft- ware. That’s all there is to it! Whether you want to rag-chew, chase DX, or access electronic mail, the P38is the modem of choice. The HALRTTY-1 is an easy to use and very accurate tuning indicator. It may be used with virtually any FSK modem, TNC, multi-mode controller, demodulator, and receiver or transceiver. The crossed LED bars show correct tuning for all popular FSK modes including Baudot Teletype (RTTY), ASCII Teletype, AMTOR, SITOR, P-Mode*, and even HFPacket Radio. -
Sustainable Economic Growth Last Year We Welcomed This New Avenue of Work by BT
BT’s Sustainability Report 2008 About our report About our report In this report, we identify and quantify our social, economic and environmental impacts for the 2008 financial year and set out our targets for improvement. It describes our Corporate Social Responsibility (CSR) strategy and the way in which we are implementing it. We use the term CSR more often than sustainable development or sustainability. We see CSR as the voluntary action a company takes to contribute to the wider societal goal of sustainable development, such as the European Union’s Gothenburg Strategy. This is our second Sustainability Report. Our 2008 report includes: • Our social, economic and environmental performance from 1 April 2007 – 31 March 2008. This information is audited by LRQA, as indicated by the LRQA logo: • Our Regulatory Compliance Report, including the second report from the Equality of Access Board. This report is audited by PwC. We have also produced a short printed report, our Sustainability – Business Overview to explain our approach to social, economic and environmental issues in the context of our business strategy and to summarise our sustainability performance. Explore our report section by section, or using the GRI indicators and UN Global Compact principles. Assurance This report has been assured against the AA1000 Assurance Standard. We used the Global Reporting Initiative’s (GRI) G3 Sustainability Reporting Guidelines, and the GRI Pilot Telecommunications Sector Supplement when preparing this report. The AA1000 Assurance Standard stipulates that three specific principles must be met: • Materiality: the report must include all the information about our sustainability performance that readers need to make informed judgements, decisions and actions.