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17 August 2001 Volume 6 Issue 31 Paragraphs 344 - 363
WEEKLY INFORMATION FROM THE COMMUNICATION WORKERS UNION
SUMMARY
GENERAL
344 Arthur McGuinness Memorial Fund
TELECOMS
345 Network Transport D1 Review
346 BT Payphones (BTP)
347 Customer Service Contingency Resourcing
348 Newsites Attendance Patterns
349 Network Build - Enabled Teams Cove Trial
350 Further to the Creation of SaCo
351 Fixed Term Contracts in Networkbuild
352 Evolving Newsites
POSTAL
353 New Inward International Labels
354 RM: Second Class Traffic Review
355 RM: Bookroom Review
356 Total Productive Maintenance
357 Flats Automation Project (FAP)
358 Downstream Access
359 Annual Conference Decisions (Indoor Department)
360 Joint National DPMS Group Minutes
361 Post Office Network Training
HEALTH & SAFETY
362 OHS in BT-BMI
363 Fault Reporting to Monteray
SPECIAL BRIEFINGS
SB/333 LS Personnel Procedures (John Keggie, DGS{P})
SB/334 OFTEL Announcement of 192 Service Short Number Proposed Changes (Sally Bridge)
SB/335 PBS Review: Industrial Action/Executive Action by employer (John Keggie, DGS{P})
SB/336 Agency (Sally Bridge)
SB/337 Telewest Attendance Patterns (Donald MacDonald)
SB/338 Vodafone: Closures (Donald MacDonald)
SB/339 Vodafone: New Leaflet (Donald Mac Donald)
SB/340 Way Forward: Admin. Grades (Tony Kearns)
SB/341 Working Time Agreement (John Keggie, DGS(P})
SB/342 Project Reach (Dave Johnson)

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GENERAL
344 Arthur McGuinness Memorial Fund
Enclosed with this week's despatch are further copies of the Arthur McGuinness Memorial Fund Appeal which was launched at Conference. I would be grateful if all Branches could give serious consideration to making a donation to the Appeal to aid South African Trade Unionists. In due course the full list of Branches who contributed will be published.

Cheques should be made payable to the 'CWU Arthur McGuinness Memorial
Fund' and sent to me at Headquarters.

Any queries on this paragraph should be addressed to the General Treasurer quoting reference FA.4.7.

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TELECOMS
345 Network Transport D1 Review
Further to reports given out at Network Briefing Forums, I am able to provide further supporting detail to show the degree of progress on the review conducted jointly in Networktransport that has been made since the original implementation of the NewGRID

The total number of D1 posts introduced in networkconnect on 1st October 2000 was 319

Advanced Customer Network Solutions 20
Network Technology Support 70
Intelligent Networks 76
Satcomms Operations 153

Additional D1 Posts - Key changes since 1st October 2000. These are explained with a brief narrative of the function and the basis for upgrading.

Advanced IT Technical Support (NLK444 - 5 Posts)
With the formation of BT Wholesale the IT Technical role now supports not only the old networkConnect but also all units within Wholesale. The team are increasingly being used as consultants to evaluate state-of-the-art and emerging IT technologies to ensure fitness for purpose in BT Wholesale and this was one of the main factors in putting the role forward for D band.

DPCN Capacity Planning and Infrastructure (NLH13 - 1 Post)
There has been an increase in the product volumes and complexity (e.g. G3, UBB) of design planning and delivery of high profile network solutions that provide the core infrastructure to support datawave technologies across the core network. The level of expertise is critical to meet this.

Network Assignment (NLH12 - 6 Posts)
These posts are responsible for the design of highly complex high profile network solutions and provide technical consultancy. Core mesh SDH demand is growing at 300% p.a. This is a critical skill area with retention issues.

SDH Capacity Planners (NLH12 - 10 Posts)
These posts deliver and control infrastructure core mesh where SDH demand is growing at 300% p.a. This is a critical skill area which faces retention issues.

Advanced Customer Network Design (NLH43 - 5 posts)
The increasing customer demand for greater bandwidths to be provided in a cost effective and timely way has demanded the expansion of this role to require a greater breadth of key job responsibilities and an advanced level of technical skills to ensure the design and deployment of infrastructure solutions to complex customer network requirements.

Advanced IT Technical Support (NLJ13 - 2 Posts)
Rationalisation of all PSTN Network Management activities to a single site has resulted in a much broader range of key requirements i.e. over 300 users using more complex Network Management solutions and changes in strategy requiring more proactive exploitation of intranet based tools.

Advanced Voice Ops and Surveillance (NLJ13 - 10 Posts)
New Platforms and technologies i.e. NIP2 and UCP and increased requirement to carry out proactive problem solving to maintain competitive edge in this lucrative area of the market.

Advanced International Switch Management (NLJ14 - 27 Posts)
Centralisation of ISM activities into a single centre resulting in multi-skilling across the 3 teams (Ops, System Support and Databuild) in transmission, Circuit Provision and switching. Introduction of additional responsibilities requiring more specialist technical knowledge e.g. GSM hubbing, INET support, C7 fraudulent event handling.

Advanced National Network Traffic Management (NLJ14 - 14 Posts)
The National network traffic management role now has responsibility for controlling network events and providing specialist Peak Day and Major Event plans. Planning and implementation of expedient routings for BT and OLO traffic to overcome bottlenecks in the network. This requires advanced knowledge of Traffic-Hawk and Man Machine Language.

Advanced International Network Traffic Management (NLJ14 - 9 Posts)
This role has responsibility for the implementation of Least Cost Routings. The work includes the traffic management of complex routings in real-time and development support on specialist systems such as GINTMS and Least-Cost-Routing tool R2.1. Provision of real-time reports and escalations to the new Network Performance and Command Centre (NPCC) in Bermuda.

Advanced Voice DSN Fault Progression and analysis (NLJ15 -7 Posts)
Huge growth and a highly lucrative market for Advanced Voice services have driven the rapid rate of change in this area. New platforms e.g. NIP2 and upgrades to the platform have increased the range and level of key job requirements e.g. more complicated Customer scripting analysis and resolution, proactive evaluation of new functionality specifications.

Advanced International SDH Circuit Provision (NLJ18 - 8 Posts)
Significant growth in the international SDH network has presented a broader range of requests for technical expertise and advice from the second line support teams, as well as interfacing with suppliers on technical issues. The team are also now involved in product launch and recent examples include Albatross, Farland and TRIPP along with various IFA Services. As agents for Concert there is also a requirement to analyse and diagnose faults on distant end networks - this requires knowledge of additional technologies and global network infrastructure.

Advanced International Specialist Faults Investigation (NLJ18 - 3 Posts)
An increase in the requirement to locate chronic obscure faults from international frontiers to the BT serving exchange to customer's incoming point customers building and cabling premises (Block Wiring) to the demarcation point. Main reasons for growth include expansion of international SDH network and Concert requirements.

Advanced MSIP Broadband Provision (NLJ1C - 8 Posts)
Massive growth in Broadband market opportunities has led to broader requirements in the technical arena due to complex interconnect problems between ATM network and IP, ADSL.

Further D1 Reviews
BT Networktransport have confirmed that a review of the following C3 jobs has been initiated:
ICON
HR Development NVQ Support
International Bandwidth and Voice Services Network Provision (Angel Centre)

They have not agreed to discuss or review any other area than that described above and the Executive will be attempting to gather further evidence for the FOST and the associated Helpdesk functions, as well as helpdesks for AXE10 and TXD. BT management also agreed to provide the union with details of the selection criteria for each job. These have been requested from each Resourcing Manager and will follow in due course.

The management have still to provide the final definitive span break job descriptions for the D1 and C3 and they will be supplied to Branches when they become available.
Brian Healy, Assistant Secretary

Network Transport D1 Review Appendix A
D1 Posts - Significant changes since original NewGRID Assessment
Advanced IT Technical Support (NLK444 - 5 Posts)
With the formation of BT Wholesale the IT Technical role now supports not only the old networkConnect but also all units within Wholesale. The team are increasingly being used as consultants to evaluate state-of-the-art and emerging IT technologies to ensure fitness for purpose in BT Wholesale and this was one of the main factors in putting the role forward for D band.

DPCN Capacity Planning and Infrastructure (NLH13-1 Post)
There has been an increase in the product volumes and complexity (e.g. G3, UBB) of design planning and delivery of high profile network solutions that provide the core infrastructure to support datawave technologies across the core network. The level of expertise is critical to meet this.

Advanced IT Technical Support (NLJ13-2 Posts)
Rationalisation of all PSTN Network Management activities to a single site has resulted in a much broader range of key requirements i.e. over 300 users using more complex Network Management solutions and changes in strategy requiring more proactive exploitation of intranet based tools.

Advanced Voice Ops and Surveillance (NLJ13-10 Posts)
New Platforms and technologies i.e. NIP2 and UCP and increased requirement to carry out proactive problem solving to maintain competitive edge in this lucrative area of the market.

Advanced International Network Traffic Management (NLJ14 - 9 Posts)
This role has responsibility for the implementation of Least Cost Routings.
The work includes the traffic management of complex routings in real-time and development support on specialist systems such as GINTMS and Least-Cost-Routing tool R2.1. Provision of real-time reports and escalations to the new Network Performance and Command Centre (NPCC) in Bermuda.

Advanced Voice ICR Fault Progression and analysis (NLJ15 - 7 Posts)
Advanced Voice DSN Fault Progression and analysis (NLJ15 - 7 Posts)
Huge growth and a highly lucrative market for Advanced Voice services have driven the rapid rate of change in this area. New platforms e.g. NIP2 and upgrades to the platform have increased the range and level of key job requirements e.g. more complicated Customer scripting analysis and resolution, proactive evaluation of new functionality specifications.

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346 BT Payphones (BTP)
The Executive team met with BTP management on 2nd August to discuss a range of issues primarily concerning the engineering workforce.
Systems Thinking
BTP has run a trial in South Midlands for some time to test the concept and practicalities of Systems Thinking.

In principle the concept of engineers having a more direct control over the organisation of daily work is something welcomed by the CWU.

Work is allocated via the laptop with all engineers having visibility of the whole 'work-pot'. Each engineer has a primary patch and is responsible for all work including installation. Field Engineers organise the daily schedule and co-operate with each other to ensure commitments are met.

It is recognised that the precise arrangements in the South Midlands trial may not be easily transportable to other localities. A further trial is proposed for Westminster. A key feature is the involvement of the engineers themselves in analysing the characteristics of a locality and having a major input into the form of the trial. A presentation of the concepts is being
given to the CWU National Payphone Co-ord as well as local activists. A firm commitment has been sought and given that Systems Thinking will not be used as a performance management tool.
Controls
Obviously one major concern of the Systems Thinking trial would be the knock-on effect on Controls. It is pleasing to report that the two existing Controls at Swansea and Petersfield will be retained. Their role will change to a more jeopardy management function.

Following previous reductions, the staffing at each site is 34 and 25 respectively. At Swansea, 6 people are on migrated sales responsibilities. It has been agreed that the staffing at each site will be 24 with an assurance that this will be achieved through natural wastage. Any lingering fears that the controls would be under threat through Systems Thinking or de-centralisation have been extinguished.
Field Coaches
Whilst a firm decision has yet to be made on the creation of C2 Field Coaches, in anticipation of a positive result, the Executive Team has held discussions on the selection process. We have insisted that the process must be transparent and as independent as possible. Management has given the necessary assurances and confirmed that the process will be in line with the BTP Resourcing Charter.

Priority will be given to existing surplus people at C2 grades and those on Pay and Pension Protection in Payphones. The posts will be advertised in a fair and open manner. All unsuccessful candidates will receive feedback.
Outsourcing of Fabric Work
As previously reported, BTP has been looking to reduce costs in line with falling revenues. One measure has been researching the feasibility of outsourcing the remaining in-house fabric work. Bids for tender have now been received from a possible two contract firms. These are being studied by management following which formal proposals may be sent to the CWU.

Earlier offers by the CWU to consider measures aimed at keeping the work in-house were taken up by management but have proved inconclusive. On the basis of the tenders, it is claimed that even if the work were carried out at A1 grade, it would still be more expensive than contractors.

The CWU has expressed opposition to the outsourcing and put forward some practical considerations. The anticipated reduction of 60 to 80 SIP may not materialise due to the inability to redeploy into other parts of BT. Evidence from other outsourcing decisions has shown a sharp deterioration in quality.
Project PUMA
The Executive has been given initial details of Project PUMA (Payphone Unprofitable Managed Accounts). This involves reusing recovered stock from managed sites. It was proposed that only immediately reusable stock would be utilised. However, the CWU has asked that consideration to refurbishing less usable stock by direct labour be given.
Ian Cuthbert, Assistant Secretary

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347 Customer Service Contingency Resourcing
At management's request, an Engineering Executive Team have met Customer Service to discuss conceptual ideas for an external contingency resource to meet the abnormal fault volumes that occur at predictable times of the year, these being October, January and the ritual summer storms.

In general SD1 resourcing is set to match 84% of mean volumes. The SD2 direct labour resource, mainly from Networkbuild, is at a committed level of 400. This is topped up by utilising contractors (under the Resourcing Access Network agreement) to the required level of 700 FTE. Some or all of the SD2 resource is used on aggregate for about 8 weeks in a year.

At the critical times outlined above, fault volumes exceed the capacity of SD1 and SD2 resource to clear quickly. Branches will be aware that these periods are characterised annually by leave embargos. The problem is exacerbated by the speed which SD2 resource can be deployed. Management have been exploring various ideas for a short-term contingency force that could be deployed speedily at critical times only.

The CWU team has recognised the need for meeting customer commitments but has given no agreement to any form of external contingency work-force. Customer Service is renegotiating the Service Level Agreements with Wholesale and other units within Retail.

Customer Service also experimented with the concept of utilising recently retired members. An advert was placed in BT Today some months ago. Whilst the initial response seemed promising (over 500), the effective level distilled down to a meagre handful of people capable of performing the work.

The CWU has questioned current resourcing levels in Customer Service Field notwithstanding the present recruitment pipeline of 1,100. The team has asked for details of volumes and overtime levels. Formal proposals for a feasibility exercise are awaited and further reports will be issued once the Executive has considered the details.
Ian Cuthbert, Assistant Secretary

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348 Newsites Attendance Patterns
Following correspondence from a Branch eluding to discussions and agreement on attendance patterns with the Union, challenges to this briefing were raised nationally.

Management have responded by notifying the Union that they are reviewing the attendance requirements within the Newsites organisation, both in the field and the support offices. This review is essential they stated if they are to develop meaningful proposals to address both the reduction in the working week later this year, as well as the wider attendance issue. Before commencing such a review, and engaging the Union in dialogue, it was important that they understood workflow and volumes, along with the interactions between various aspects of the work, both internally and with its customers and suppliers. With hindsight, they accept that it would have been more appropriate, to have informed the Union that this exercise was taking place in order that Union would be fully appraised of its actions, which at this stage is purely a data collection exercise. Networkaccess confirm that it is not their intention to introduce new patterns without the proper consultation to the CWU. The state they are at a loss to understand where the inference on agreement on attendance patterns originated from, and assure the Union this is not the message they are giving to its workforce. They will be communicating this message to the team again to ensure that misunderstanding does not occur in future. Furthermore it is also their intention to approach customers to survey the quality of service they expect from Newsites. Prior to writing to them they will forward a copy of the draft communications to the Union. Following detailed analysis if they feel that they have an operational requirement to look at attendance patterns further they will be arranging for the CWU to be formally involved.
Brian Healy, Assistant Secretary

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349 Network Build - Enabled Teams Cove Trial
The commencement of the Trial has been deferred for two weeks at least. This is due to there being insufficient date on which to agree baseline measures.
It is envisaged that the agreed date will be available in time to commence the Trial on the 16 August.
Brian Healy, Assistant Secretary

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350 Further to the Creation of SaCo
British Telecommunications is in talks with outside investors over spinning off its internal fraud protection department into an independent company with annual revenues of up to £500 million.

Telecoms fraud has become a serious problem for the industry, with research suggesting up to £28.5bn a year is lost around the world through organised crime or billing errors.

However, BT claims it has developed systems to limit its losses from fraud and other leakage to around 0.2 per cent of revenues compared with an industry average of 3.2 per cent.

It now wants to exploit this expertise by selling services and monitoring software to rival operators, both in the UK and overseas. It has engaged KPMG to prepare a company prospectus for presentation to prospective partners. The same company is currently conducting a vendor due diligence which will document the new business and its assets.

SaCo has been renamed Azure and has been set up within the BT group including 200 specialists such as accountants and software programmers with the aim of increasing sales to external telecom operators. It is not known at this stage if there exists any CWU represented grades.

In the long term, BT hopes to win about 35% of the market for such billing monitoring services, which it estimates is worth a total of £1.5bn a year. Current Azure revenues remain undisclosed. BT Management believe the business will be better received among BT's competitors if it is kept at arms-length from the parent company and have held a series of discussions with potential investors about selling a large proportion of Azure.

BT is likely to remain a key shareholder to meet regulatory requirements to monitor closely its own billing services. The Union awaits further the internal deliberations of BT as to whether it will proceed any further.

Finally, BT has been advised that its Union requires a staff breakdown of location when this is known further information will be communicated to Branches.
Brian Healy, Assistant Secretary

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351 Fixed Term Contracts in Networkbuild
I undertook at the last network briefing forum to investigate the delay in members receiving notification of and issuing of variation of contract letters.

The following is the response received, which is being taken up urgently with management to get to the bottom of what can only be described as a regretful and unacceptable reversal of previous policy decisions.

Management Policy Statement given to the Union nationally.

"I am writing to advise you that I have just put out the following words to the NB Executive to be used to brief people whose contracts are due to end by the end of December 2001. This is in response to the very high level of questions we are getting at the moment which you may be experiencing too. The briefing is intended to focus on people affected, be low-key and informative. We obviously want to bring clarity to this situation as soon
as we possibly can.

You will be aware from the press, our internal communications and the recent fortunes of BT that the telecommunications market, and BT within it, is changing very rapidly at the moment. This means we have to take very careful and continuous stock of all our business decisions as we move forward to determine the future of the various parts of our business.

There is a significant number of people with Fixed Term Contracts (FTC) in Network Build - nearly 1,400 at the moment. We know that people with FTCs are anxious about their future. Their managers are anxious to get clarity too, in order to help their team members, keep them well motivated and be sure about their resource position.

We decided some weeks ago that the best way to manage FTCs was to give clear, open and early information to everyone concerned and to review the position on a quarterly basis. We decided to prioritise those contracts due to end earliest, but do not rule out looking at later contracts if our business information is good enough to enable us to make sound decisions. The considerations we take into account at these quarterly reviews are the numbers of people, when contracts are due to end, the most recent forecasts of future work volumes, what skills are required to do it and where the work is geographically.

We completed our first review in June and focused on FTCs due to end by the end of December 2001. This concluded that we wanted to make all Fixed Term Contractors with contracts due to end by the end of December 2001 permanent subject to their satisfactory performance, with the exception of around 56 people in the North West where work volumes did not justify the level of resourcing. Dave Mowbray communicated this in his weekly web message and on his 0800 11 44 66 telephone message line at the time. We then went on to collect and check the data we need for each person concerned, which
includes looking to see whether their performance has been satisfactory. We have
only recently finished doing this.

However, during July it became clear that we needed to undertake a major review of business plans across the business for this financial year. Work volumes have been volatile because of the uncertainty mentioned earlier and are significantly lower than anticipated in some key areas, like LLU. We are doing that review urgently now. This will give us a better picture of work volumes and enable us to confirm where we are going on headcount.

We are very sorry this has meant a delay in clarifying the position, but hope that you can understand our position as a commercial business. Of course it makes sense for us to continue to employ you if possible because we have invested a lot in you, as you have in us. We understand this is very important to you. We will move forward and tell you more as soon as we can. We do not know the answer at the moment. I'm sure you would expect us to look at this fully and carefully, as we are doing. Ultimately, it has to be better to make the decision late in the day than to make it early and make a mistake."

Branches will notified as soon as further information becomes available.
Brian Healy, Assistant Secretary

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352 Evolving Newsites
Management have advised the Union that they are carrying out a review of the Newsites organisation. The purpose and the areas being looked at are as follows.

The Newsites organisation has been together now since the spring of 1999, as a national organisation, and has had an excellent track record to date, demonstrating a good level of service to customers.

Many changes have taken place over that period of time including the service that customers expect. New and improved systems have been implemented, together with changes in working processes and practices.

The BT culture is one of continuous improvement and given these ongoing developments, BT now feel that the need to refocus attention on the Newsites organisation and conduct a review of the way it is organised and operate, to ensure that it runs the unit to maximum efficiency. They will be looking at certain areas in order to identify any improvements that they can make. To this end they have commissioned a review of certain functions and
activities under the banner of "Evolving Newsites".

Some of the elements of the organisation that will be reviewed include; the effectiveness of the Newsites Representative role; the feasibility of patch working; and a review of the function of the Premises Locator team in association with NewSites Reception. Furthermore, they will also be looking at the existing measures that they have in the organisation, how effective they have been and how they could improve on the way they deliver the service offered to customers.

Several system changes and implementations have taken place during the course of the last couple of years, together with the issue of laptops PC to NewSite Reps. This also provides further opportunity they state to look critically at some of the processes with a view to they state identifying areas for improvement.

Networkaccess will be appointing project managers for each work package under this review. They will in turn establish a team of people from within Newsites, including managers and Newsites team members to work on each package and produce recommendations as to any improvements. In addition to these activities they are also reviewing the Line Plant Forecasting function, along similar lines to those outlined above.

BT has given a commitment that they will be contacting the Union again, at a later point, should any proposals be produced by the work package teams

Brian Healy, Assistant Secretary

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POSTAL
353 New Inward International Labels
Royal Mail have written to the Union informing us that they are introducing new Labels and York Cards for International Mail. I have reproduced the main text of their correspondence, which explains the logic for their introduction. I have also attached copies of the new labels as an annex to this paragraph.

We are introducing these new identification measures because our inward International performance resulted last year in Consignia paying in excess of £6.5m in penalties. The current trend for this year shows a further decline in quality and this must improve quickly and significantly if we are to recover the situation and minimise future losses.

The new Labels and York Cards are aimed at raising the profile of Inward International traffic throughout the Pipeline. This traffic is despatched from the following Inland Offices of Exchange (OEs) Mount Pleasant (via London AirMail Unit), Manchester and Dover. The Labels and York Cards aim to make the traffic identifiable within the inward pipeline for example at Princess Royal Distribution Centre and inward Mail Centres.

When this mail is processed for despatch into the inward pipeline, it is mixed with the rest of International 1st Class and Domestic 1st Class mail. In order to distinguish between International and other 1st Class mail at receiving Mail Centres, new International Bag Packing and York labels have been produced. By making the International Traffic clearly identifiable, it will be much easier to prioritise this mail through the Mail Centre for despatch to Delivery Offices. We believe this will raise REIMS quality of service.

We are also introducing a REIMS York Card in order to heighten the profile of International REIMS traffic between LAMU and Mount Pleasant. These cards will be applied to Yorks despatched from LAMU and denote that this mail needs to be dealt with as priority at Mount Pleasant.

The implementation date for these labels is Monday 20th August and we are communicating the introduction of these new labels both through a direct letter to Area Managers and a team briefing for all our colleagues in Inward Mail Centres. In view of the National importance of this initiative and the contribution you and your members can have in making this a success, we are sharing these new Labels and York Cards with you for you to also communicate.

All enquiries regarding the above mentioned paragraph should be addressed to Martin Collins quoting reference number L.640.20 Att: PE45

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354 RM: Second Class Traffic Review
Reproduced below is the Royal Mail correspondence regarding the above and my subsequent reply. The content of both are self explanatory.
"Second Class Traffic Review
I am writing to let you know that a small project team has been established which is tasked with looking at the current processing and handling arrangements for Second Class traffic. The reason for this review are four fold:

the Business have major concerns around the current high percentage of items being delivered on or before day C (against a specification of by day D), which is probably leading to customers down trading from First Class to Second Class;
the current handling arrangements for Second Class mail at Mail Centres does not reflect the revenue we receive for Second Class, with invariable Second Class mail handled being handled during premium times;
at times First Class mail can suffer in terms of quality due to the volumes of Second Class being received during the inward sort phase, where all mail is deemed due delivery, even thought in reality the Second Class mail may well be ahead of specification;
*the current changes planned for the network with the introduction of Simplified Sorting will place a greater demand upon night shifts in terms the earlier availability of First Class inward mail.

Early indications from the Market Units are that what they are seeking is a significant reduction in the volume of Second class delivered by Day B with overall a maximum of 50% of Second Class delivered by Day C and a minimum of 50% of Second class delivered on Day D. In order to fully understand the impact of these proposals we are currently in the process of initiating trials at two Mail Centres, Leeds and Darlington. These are not Simplified Sorting trial sites, as we need a controlled environment for each trial so that the results can be analysed independently.

How customers react to any change is paramount so, we will be undertaking of a CSI survey in the catchment areas of both Mail Centres to establish current customer perception of the Second Class service. It is planned, as a first phase, to cease the despatch of any 2c posted items on Day A as well as to retain any intra Second Class traffic sorted in the Mail Centres during the night and to forward it to delivery offices on waves 5/6 Day B, avoiding Day B delivery, but ensuring a Day C delivery. Once this change is implemented a follow up CSI survey is planned to establish customer reaction to the change.

This will then be followed by a second phase where all Second Class receipts from all other Mail Centres will be retained at the Mail Centres and forwarded to delivery offices on wave 5 services so as to achieve a Day D delivery. This phase again will be followed up by another CSI survey.

The outcome of the trials will be to both establish customer reaction to the changes and to establish Mail Centre capability in terms of being able to affect the required changes to the current quality levels of Second Class mail.

Assuming that the trials are successful and that the Market Units are satisfied with the outcome from the various CSI surveys, the plan would then be to undertake a full review of the processing handling arrangements for Second Class traffic at both offices with the aim of revising existing arrangements to facilitate a Day C service for intra Second Class and a Day D service for Inter Second Class.

If it would be helpful I would be more than happy to arrange to meet with you to discuss any aspects for the trial or, for that matter the overall project.
Joe McGovern
Subject: Second Class Traffic Review
Thank you for your letter dated 22nd of July in which you detailed the above mentioned initiative.

I am however disappointed that you have seen fit to commence the process initiating trials of this operation in the two Mail Centres mentioned in your letter prior to us having met. I have contacted the Divisional Officers in the North East and advised them to contact the CWU in Leeds and Darlington, to inform them not to participate and/or cease any involvement in the trial, as it had not been agreed by CWU Head Quarters.

It gives me no pleasure in having to adopt such an approach, but it does appear that the union are constantly attempting to close the stable door after the horse has bolted. I would therefore expect, prior to any introduction of a trial of this nature that a clear and concise Terms of Reference be agreed, one that will contain all the necessary references to full union involvement, review periods, employee concerns and a Framework Agreement in advance of National Deployment.

I therefore think that a meeting should be arranged as soon as possible and I would appreciate you contacting my department to arrange a mutually convenient date to meet and fully discuss this issue.
Yours sincerely
Martin Collins, Assistant Secretary"

At the time of drafting this paragraph no response has been received or meeting date agreed. Branches will be kept fully appraised of developments via further Briefing paragraphs.

All enquiries regarding the above paragraph should be addressed to Martin Collins, Assistant Secretary Indoor quoting reference number L.600.20

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355 RM: Bookroom Review
To advise Branches of developments associated with the above mentioned subject, paragraph 338 refers.

Branches please note that the project is being overseen by Bob Gibson and Richard Bruce and not as mentioned previously.

Would Branches/Representatives please note this change and amend their records accordingly.

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356 Total Productive Maintenance
CWU Briefing number 16 dated 27th April 2001 updated Branches on development associated with the deployment of a revised TPM training package.

A full evaluation of the new training process has now taken place which included comments/reports for both Processing and Engineering Representatives and CWU members who have participated in the new trial process. There were a number of amendments requested but the majority of the feedback was very positive.

Following subsequent discussions we have now secured the adjustments that were necessary and are satisfied that the Training package will achieve our initial objectives:
1) Training to be delivered more effectively
2) Training available in all offices on time and not delayed as previously due to lack of training resource/support.

The Postal Executive members after the meeting on the 07th August endorsed the revised training package for National Rollout on the basis that a formal review takes place 3 months after the date of introduction to consider any further adjustments that may be necessary. A copy of the Revised Training and Coaching Process is attached as an annex to this paragraph.

The Postal Executive members overseeing the deployment of this project are Richard Bruce and Bill Fry. Branches/Representatives should ensure that the above mentioned individuals are copied all correspondence sent to CWU HQ.

All enquiries regarding the above paragraph should be addressed to Martin Collins quoting reference number L.350.01 and copied as appropriate. Att: PE 44

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357 Flats Automation Project (FAP)
The Terms of Reference in respect of the above have been communicated directly to representatives at Wolverhampton, Shrewsbury and Worcester Mail Centres.

Branches are advised that following a consultation exercise with the representatives from the offices involved in the Flats Proof of Concept, negotiations have taken place with Royal Mail with a view to securing an agreed Terms of Reference to cover a trial. I can report that these negotiations have now been concluded and an acceptable agreement reached.

Branches are further advised that the Postal Executive Members overseeing this project on behalf of the Assistant Secretary Indoor are Tony O'Grady, Steve Richards and Bill Fry. Branches/ Representatives should ensure that all correspondence sent to CWU HQ in relation to this project is copied to the above mentioned individuals.

All enquiries regarding the paragraph should be addressed to Martin Collins Secretary Indoor quoting reference number L.685.20 and copied as appropriate. Att: PE43

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358 Downstream Access
Branches are advised that:

Royal Mail have written to the Union inviting us to a workshop to be held regarding the above mentioned subject. I have reproduced the main body of the correspondence, which explains the logic behind the workshop.

One of the issues we will probably have to deal with from the regulator is Downstream Access, whether that means our Customer can use another supplier to deliver mail on the inward 'leg' to one of our Regional Distribution Centres, Mail Centres or a Delivery Unit. Whichever one of those options is chosen I believe we need to be ready for it rather than just react. To that end I am hosting a workshop for a small group (12-15 people) on the 27th July at Coton House in Rugby and would welcome input from your department. The aim of the workshop is simply to identify as many of these issues that we can and to start to identify the potential solutions and who could be working on those. As well as yourselves, I hope to have representation from Logistics Solutions as well as a range of different operational roles across Service Delivery.

I have asked Phil Waker, Postal Executive, to attend on my behalf and provide me with a detailed report on the workshop so that I am able to put a more concise document to the next meeting of the executive. Following the meeting I will then update Branches on development associated with this issue via the CWU Briefing.

All enquiries regarding this paragraph should be addressed to Martin Collins Assistant Secretary quoting reference number L.600.42

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359 Annual Conference Decisions (Indoor Department)
Part 1, paragraph 9.9 Royal Mail: Worldwide Advanced Network Distribution (WAND)
The Following composite amendment was submitted against the above mentioned paragraph Comp 9a.

Add at the end: and that the achievement of the National Agreement should not preclude:
a) Further negotiations on a continued review of the operation and success criteria of Langley with a view to ceasing the phasing programme in the event of serious failures at Langley.
b) Continued efforts to find alternative work for the offices closing or suffering serious loss of staffing levels resulting from the WAND project.
Moved by South East Divisional Committee
Seconded by South West Middlesex

The Postal Executive policy on this amendment was "hear case/accept". Correspondence was received from the South East Divisional Committee requesting that in light of the Postal Executive policy the amendment should be remitted to the Executive for adoption as Union policy. The letter also detailed the reason for the amendment and why it should be accepted as policy.

At the meeting of the Executive held on the 7th August document 377/01 was carried with the following recommendation: "That the terms of Composite Amendment 9A be adopted as policy." Branches should ensure that their conference records are amended accordingly.

All enquiries regarding this paragraph should be addressed to Martin Collins Assistant Secretary quoting reference number L.640.20

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360 Joint National DPMS Group Minutes
The minutes of the meeting of the Group held on 13th July are attached. It will be noted that a number of important issues were discussed and it is requested that Divisional and Area Delivery Representatives in particular note the contents and advise CWU Headquarters of any concerns.

Any enquiries to Pat O'Hara, Outdoor Dept. ref. 535.40 Att: PE42

361 Post Office Network Training
Branches are reminded there will be three Schools for CWU representatives employed by Post Office Network which will deal with BOSA and the Incentive Scheme.

The Schools will take place on 15 19 October at the Elstead Hotel, bournemouth commencing at 2.00pm on the Monday and concluding at Lunchtime on the friday. An application form is attached which should be returned by no later than Friday 31 August.

any enquiries regarding the paragrapth should be referred to Eric Lovett National Organising Secretary at CWU HQ. Att:G.15

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HEALTH & SAFETY
362 OHS in BT-BMI
The Executive is asking Branches to please send in to Head Office their experiences of dealings with BT's OHS and BMI.

As part of an ongoing review into problems our members are experiencing the T&FSE Health Safety and Environment Committee are compiling statistics on the problems our members face and will be using this evidence in dealing with the matter.

Any enquiries on this briefing should be addressed to Kevin Shaw, Assistant Secretary quoting reference NS140.

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363 Fault Reporting to Monteray
The executive is due to meet soon with BT and Monteray on issues around the interface between USR's and Monteray.

I would ask Branches, as a matter of urgency, to please send the experiences of USR's dealings with Monteray and any problems they encountered.

Any enquiries on this briefing should be addressed to Kevin Shaw quoting reference NS1

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