1. Building together a high performance culture in BTMSL - a commitment All BTMSL People Managers November 2010

2. BTMSL is committed to driving a high performance culture, which appropriately recognises and rewards the success and contribution of our people, develops our talent and motivates all to perform an excellent job on behalf of our Customers What we expect in practice We will Use the full range of performance ratings, so the different levels of contribution that people make are recognised and recorded accurately and fairly Expect people managers to recognise high performance as well as quickly tackling instances where people fall short of what’s expected of them Understand, and take account of, any underlying personal circumstances that could be causing someone not be giving their best and support them appropriately Ensure there’s consistency and fairness in how ratings are applied across BT by comparing the performance of individuals, teams and business units whilst maintaining confidentiality. We won’t Force a predetermined distribution of performance ratings (sometimes called ‘forced distribution’) Spring performance ratings as a surprise on people Equate ‘Development Needed’ with an automatic formal performance improvement plan (PIP).

4. Your job standards as People Managers