WEEKLY INFORMATION FROM THE COMMUNICATION WORKERS UNION
Volume 7 Issue 26. Paragraphs 340 - 345 12 July 2002
SUMMARY
GENERAL
340 CWU General Secretary,
Billy Hayes', Speech to General Conference, 27th June 2002
EQUAL OPPORTUNITIES
No items this week
HEALTH AND SAFETY
No items this week
TELECOMS
341 Catering Provision in
BT Buildings
342 e-peopleserve:
Disciplines/Grievances at Cable & Wireless
FINANCIAL SERVICES
No items this week
POSTAL
343 Service Delivery
Reporting Initiative
344 Royal Mail Christmas Arrangements
345 CWU Training Programme 2002
LETTERS TO BRANCHES
LTB/340 BT Acquires the Assets & Business of SCOOT.com.plc
(Sally Bridge)
LTB/341 Clientlogic Employee Handbook (Sally Bridge)
LTB/342 Telereal Pensions (Nigel Cotgrove)
LTB/343 CWU Rule Book Amended at General Conference 2002
LTB/344 BT Group Transfer to Xansa (Glynis Winestein)
LTB/345 NECC Programme (Sally Bridge)
Back to the top
GENERAL
340 CWU General Secretary, Billy Hayes', Speech
to General Conference, 27th June 2002
Twenty four years ago I attended my first ever union conference in
this conference hall. At that time - in 1978 - the Post Office
Engineering Union was involved in a campaign for a shorter working
week. The Post Office had just recorded its biggest loss in its
history - going into the Guinness Book of Records. The Civil Service
Union - CPSA - was at war with its General Secretary. The Labour
Government's relationship with the trade union movement was strained.
The media was full of stories about the terrible twins of Jack Jones
and Hugh Scanlon.
The forerunners of our Union - the Post Office Engineering Union -
the CPSA P&T Group, and the Union of Post Office Workers, all
were beginning to contemplate whether all three unions joining
together would be a good idea. Some within our union are still
debating this matter.
The more things change - the more things stay the same. But life is
the unexpected. September 11th 2001 was truly a living nightmare -
for the survivors and the bereaved. Both in the USA - and the
thousands who lost their lives in Afghanistan. The world today is
more unstable than it was prior to September 11th. 9/11 made us
register in the West that conflict not solved in the East will be
brought to the West. The South's poverty will invade the North's riches.
On international questions we can only add our voices to many others
for change. It is important that we do. On domestic and industrial
questions we can do much more. And that is exactly the role of
conference - your annual parliament.
There is a theme behind our policies - it's one of universal access.
Whether we are debating the Broadband campaign - or the problems of
world poverty. We must look for policies that open the technology and
wealth of the world to all. That's simple to say.
It's your job - hopefully aided by the union's leadership views, to
come to decisions which allow us to open up the issues. We need to
draw on all our experiences to make us stronger and more effective as
a union. We need to draw on our experience with OFTEL to deal with
the problems of Postcomm. To do this we need to be united. We can do
this in simple ways: we can and should drop the terms - "ex-NCU
and ex-UCW" out of CWU documents. Seven years on it has to go.
In any other arena of activity we find it ridiculous. We must speak
of our values, and use language of the present.
All the areas where we organise have experienced upheaval and change.
The telecoms industry has experienced a downturn. This trend has been
a global one, with the over-hyped and over-stimulated demand for 3G
licences. Job losses abound. But success also. We have secured
recognition with ClientLogic, Vertex, Typetalk, Computacenter, mm02
and others. These agreements cover more than 10,000 workers. Talks
continue with other employers. With Telewest we are making progress;
National Organiser Donald MacDonald recently received a letter from
the Telewest Group HR director Rod Taylor offering '...a discussion
on levels of recognition'. This is good news for all our members at Telewest.
Our 'Demand Broadband' campaign - was launched at the House of
Commons involving major opinion formers and Government Ministers.
This initiative will be followed by campaigns across the country in
Scotland, Wales and the English regions. Broadband will be the future
driver of growth in the telecommunications sector, as significant as
canals were to the growth of Britain in the 19th Century. The
increasing levels of access to the internet is changing the way we
work and live. Fujitsu's Birmingham factory has been given a new
lease of life by Broadband. Similarly, for Telewest and NTL,
Broadband provides potential future revenues, for mobile companies also.
The Communications Bill will alter the structure of the telecoms and
broadcasting regulation: The Radio Communications Agency, The Radio
Authority, The Independent Television Commission, The Broadcasting
Standards Commission, OFTEL will go. A new super regulator to be
called OFCOM will be created.
With most regulators we see the privatisation of the decision-making
process. We need to campaign for transparency and accountability.
OFCOM presents an opportunity for Government to have an annual policy
framework. It should also have an active role in the promotion and
roll out of Broadband Britain. It is a disgrace that the UK take up
of Broadband is low - for example whereas less than 1% of UK homes
were receiving Broadband services, the figure for South Korea was
almost 14%. We are 22nd out of 28 OECD countries - America was 4th -
Japan 12th. I don't know whether South Korea being top of the league
in the world in Broadband helped them get to the semi finals of the
World Cup, but is there a pattern here in comparison with this
country? CWU is joining other communication and media unions on this
- OFCOM should be accountable to all.
The A&L have undergone a dramatic year. Redundancies also. We
were able to successfully reduce the number from 400 to only 80 - all
on a voluntary basis. The Post Office's decision to cancel their
Girobank Cash Handling contract with the A&L threatening huge job
losses and potentially threatening the site at Bootle. In contrast,
IPSL - cheque processing at Bootle are seeking to expand their site
and good news on jobs. A recognition agreement has been achieved at
Sovereign Finance - part of A&L.
Fujitsu in Birmingham and Northern Ireland. Global Marine Systems and
Frazier International in Dumfries, all these companies have suffered
drastic job cuts. Solectron was the focus of a major campaign. 500
job losses but the plant still exists with a reduced workforce.
It has been a difficult year for the Post Office. It is not a problem
of decline in the sector. The industry has expanded faster than the
general growth in the British economy. That's why the cherry-pickers
have arrived. They want quick returns without the social obligation
of providing a universal service.
Why the £1.1 billion loss? Governments have neglected investment
in the Post Office for the past 3 decades. Like British Rail before
its break up, we have been run down ready for a sell off. If stamp
tariffs had been allowed to keep track with inflation instead of an
operating loss of £300 million we would be talking of an
operating profit of £200 million this year.
The computerisation of Post Office Counters, the Horizon project
introduced because of changes in methods of benefit payment. The Post
Office is still paying for this - the final cost will be £1 billion.
It is not the productivity of postal workers, it is the inefficiency
of government policy that has created our problems. We've had to
argue for immediate measures to get the industry viable again. We've
had to argue for a longer term commitment from government.
Immediately we've argued for a 2p price increase, supported by 80% of
the public in an NOP poll, a period of nil-dividend to government;
the release of the £1.8 billion worth of government gilts held
by the Post Office. We called for an end to the overseas acquisition
programme. Postcomm's proposals have been delayed in implementation,
with some concessions on the content of the proposals. This is a
success which gives an important breathing space for the industry and
our members. We will continue to campaign against these proposals,
but we will need to refocus around the accountability of the
regulator, without losing sight of defending the public Post Office.
Patricia Hewitt's statement, and other informal statements, address
the immediate financial crunch. Here we have had another success.
There's a 3 year period of nil-dividend and a release of the £1.8
billion gilts for the industry. It looks as though there is going to
be a 1p increase in stamp tariffs. And the Post Office has been
instructed to concentrate on its domestic market.
All activists in this hall wherever they work Telecoms Sector -
Financial Services Sector - Postal Sector organised meetings, wrote
letters and postcards, phoned and buttonholed politicians, set up and
attended demonstrations, took part in lobbies, (those who attended
the Lobby will recall what a day it was). CWU Headquarters staff and
service providers for the first time ever helped in our campaign. We
intend to ensure that any services or facilities that CWU buys in
that those people who we give money to also support the broad aims of
the Union. And the result? Around £2.5 billion extra public
capital for the industry. A great achievement.
Now there's still work to be done. We will press on with our campaign
against the Postcomm proposals. Your national and local negotiators
will press on to defend every possible hour and job in the
restructuring of the industry. We do not accept the premise of lower
growth and 30,000 jobs going out of the industry.
In July last year, unknown to the union and the public at large, the
Post Office was authorised to enter into negotiations with the Dutch
Post Office, for a joint venture leading to a merger. This would have
been not so much privatisation by the back door as privatisation in
the coal cellar. We did not find out these details until we were told
by Lord Tony Clarke - and immediately wrote to the Secretary of State
for Trade and Industry and had a meeting with Douglas Alexander MP.
Now I say to the government - practise a little of the transparency
that you are publicly preaching. And for those clever-clogs who
suggested that the CWU has gone away... on Monday we informed the
Post Office of a strike ballot of our postal members over the ROMEC
dispute. We will not tolerate the pensions, pay and conditions of low
paid cleaners sacrificed on the altar of dogma.
January 1st 2002 was the birth date of the Euro. As part of a
reorganisation of CWU Headquarters John Baldwin has been appointed
Head of European Affairs with a wide ranging brief. The changes in
staffing, incidentally, have saved the Union £160,000 with jobs
not being filled.
The introduction of the Euro and the continuing development of EU
legislation means that we cannot confine our activities to these
islands. At some point in the near future, the CWU must make
decisions about our attitude to the introduction of the Euro in this
country. All of you may have strong views on this and we may have to
take a lesson from Harold Wilson.
The growth of fascist and racist parties in Europe is not passing us
by. Three BNP councillors have been elected in Burnley. This is
taking place across Europe with fascist groups now evident as far
afield as Russia. The initial success of Le Pen has been repeated in
Denmark, Holland, Portugal, Spain and possibly in Germany later in
the year.
Let's be very clear on this issue, the CWU have not stood idly by
whilst such people threaten the lives of black people and others in
Britain. When one BNP councillor was elected in Millwall in 1993
racist attacks increased by 300% in the area. Some may suggest that
we should just concern ourselves with the workplace. When a black CWU
member leaves the workplace they cannot change the colour of their
skin! If we refuse to take this up outside of the workplace then we
are failing our members. We support an alliance between the black
communities - the labour movement, and all those opposing the
fascists. They shall not pass. That is our response, and it's the
right response.
I cannot accept David Blunkett's suggestion that our children are
being "swamped" by the children of asylum seekers. Being
confined to poorer housing, unemployment or low paid jobs is no-one's
choice. It is a result of institutional racism. How dare senior
Labour politicians forget the significance of Stephen Lawrence's murder!
Finally, I want to touch upon three areas where we need changes in
the coming year. Firstly, on recruitment. The good work of our TUC
Academy Organisers will be built on. We have got to turn the whole of
the union to a recruitment drive. Ask yourself about the last time
you recruited anyone. All communication workers should have access to
union membership. Not just because this is desirable for unorganised
workers. Right wing economists recognise the benefits of union
membership. They call it the trade union "mark up".
Statistics demonstrate the unionised members have higher wages,
longer holidays and more secure conditions.
When we organise the unorganised we remove competitive pressures from
our existing members. The excellent work that is being carried out is
going to be strengthened. We are all going to have to learn how to
become recruiting agents for the union. Secondly, on education. We
are moving at long last to an integrated education system. On August
12th Trish Lavelle our new Head of Education and Training will
commence employment as an Officer of the Union. But as well as
strengthening education for representatives we are going to push on
with making wider educational opportunities available to members. The
learning centre initiatives - Dave Ward, Alvescot need to be made
part of the fabric of our members' lives at the workplace. Life-long
learning may be a fashionable slogan, but we must deliver education
for our members to ensure they have greater access to what this world
has to offer.
On headquarters organisation, for the first time ever we have a
Strategic Plan, not to replace policy but to provide a route planner
to our destination. Turning slogans into solutions. Now all CWU
Departments have a Strategic Plan and we will be hoping to produce
the rough-cut Strategic Plan in September this year for 2003. This
will include Officers and NEC members and crucially staff at
Headquarters which will be a map to execute the policies that you
have decided upon. This will give us a sense of direction and
purpose. We will shortly have the review of CWU that I had
commissioned by Professor Keith Ewing of Kings College, London and
his team. The report has been developed from input from all areas of
the Union. It promises to be hard-hitting!
Naturally, any decisions on the Union will need input from Branches
and the NEC. It is crucial that every member has their say. We need
to build a consensus for change. Democracy is not majority, it is
majority rule with the consent of the minority.
Conference, it has been a difficult year for the Union and all
activists and members. This year it occurred to me that we sometimes
forget we are not just union members, we are the sons and daughters,
brothers and sisters, mothers and fathers.
It is easy to get cynical when you deal with the problems we face,
but it impresses me to see an Officer, NEC member, or a Branch
activist, having to deal with the wider problems of our union, when I
know they are having to cope with sometimes serious family problems
or an illness of their own. And with that thought in mind we send our
best wishes to Bill Fry.
24 years ago, attending my first Conference, I was in a minority, I
was a young man. I am now part of that majority in leadership - white
middle-aged men! We need to ensure that our local activists and our
national leadership truly reflect our membership.
Conference, 24 years from now, there will be a trade union movement,
of that I am sure! Despite all the fashionable talk of the end of
history and the decline of the trade union movement, you only have to
look at the international scene to see the growth of the trade union
movement - 164 million members world wide and growing. Trade unions
are still the biggest social movement on the planet. Somewhere in
this hall today there is no doubt a new delegate who has been
persuaded to attend this conference for the first time. Our job is to
give confidence to that person to continue after conference to work
to put policies into practice together with the national leadership.
The coming years will not be easy.
This week many of you had difficulties getting to this Conference and
I do not want to downplay your problems. Attempts have been made to
damage the organisation of the Union but it pales into comparison
with the risk the Colombian trade unionists and those whose lives are
at risk daily; two hundred have been killed in the past 2 years. Just
because they are active and effective trade unionists. The struggles
internationally and the years ahead for the CWU will not be easy, but
then anything worthwhile never is!
The CWU is Worthwhile! Good Luck and Enjoy Conference.
Back to the top
TELECOMS
341 Catering Provision in BT Buildings
Branches are advised that correspondence has been received from Jeff
Dunn, Industrial Relations Manager, informing the CWU that it is the
intention of BT to re-tender the catering contract in BT Buildings.
Branches will be aware, that the catering provision in BT buildings
has been contracted out to Eurest for the past 11 years and within
that time, Eurest have been successful in securing the contract.
I have been advised that the documentation concerning the re-tender
of the contract is being finalised at the moment and BT anticipates
going out to tender very shortly.
It will be my intention to discuss this further with BT, as well as Eurest.
A further update will be given as developments occur.
Any enquiries regarding the above subject should be addressed to
Sally Bridge, Assistant Secretary, quoting reference No. 30.1.2.
Back to the top
342 e-peopleserve: Disciplines/Grievances at
Cable & Wireless
Cable & Wireless appear to have outsourced some of their HR
functions, including grievance and discipline hearings, to e-peopleserve.
This may be helpful for branches in that they will already have
established points of contact with e-peopleserve. It will not of
course change the facilities relationship with BT or any other
employer, and all time taken for C&W membership representation
should either be taken as:
Special Leave for Union purposes, where the branch compensates the
officer for unpaid leave (with the prior agreement of the appropriate
HR or line manager), or
Special informal arrangements may be made to make up the time by
working late or putting in sufficient hours to compensate during the
scheduled cycle of attendance. Again, in all cases, there must be
prior agreement with the appropriate HR or line manager.
Any enquiries regarding this particular paragraph should be addressed
to Donald MacDonald, Assistant Secretary.
Back to the top
POSTAL
343 Service Delivery Reporting Initiative
The following letter dated 27th July 2002 was received on our return
from Conference. You will see from the contents that the initiative
again proposes a reduction in duties and that staff were briefed by
their line manager two days before the Business decided to write to
the union to inform us of the proposals.
I have written back (also copied below) to Mr Taylor, Performance
Management Development Manager, to seek a meeting to discuss the
proposals and the impact on our members. Further developments will be
reported as soon as we are aware of proposals in more detail.
"27 June, 2002
Martin Collins
Assistant Secretary
150 The Broadway
Wimbledon
LONDON
SW19 1RX
5 Ashlade
Middleton Cheney
BANBURY
OX17 2PU
Mobile: 07702530367
Email: mark.j.taylor@royalmail.co.uk
Dear Martin,
Service Delivery Performance Reporting Initiative
The purpose of this letter is to inform you about the Service
Delivery Performance Reporting Initiative (SDPRI) and the proposed
impact on the LA1 Area Performance Analysis Administrator (APAA) role
and the LA1 Performance Reporting Initiative Support (PRAS) role.
These proposals will necessitate a reduction in headcount and
accordingly I am writing to inform you of our proposals in accordance
with our obligations under Section 188 of the Trade Union and Labour
Relations (Consolidation) Act 1992. Enclosed is a copy of Form HR1
which we have submitted to the DTI today.
1.Reasons for the proposals
The SDPRI project aims to replace the disparate performance reporting
systems in use currently by Service Delivery with a single date
repository (SAP Business Information Warehouse). SDPRI is a strand of
the strategic ES-SDS Project, that is in turn part of the
Consignia-wide Enterprise Systems Programme (ESP). The strategic
objective of ES-SDS is to improve Consignia's ability to make
decisions, by creating systems with improved analysis capability and
generating better information. SDPRI is the implementation of this
strategy into an operational environment.
The new functionality will replace 6 of the current reporting systems
in use (WCRS, VA, FOS, RCS Consolidation, PMS, SQUIRE). The new
systems will significantly automate the creation and distribution of
performance information and variance analysis, moving away from the
manual processes currently required. The resultant efficiency
improvements will enable SD to centralise the remaining elements of
performance data processing and reporting.
I would like to make you aware that once the technology and
application of the Business Information Warehouses are embedded with
SD end-users and automated functionality is further extended, our
intention would be to transfer any remaining manual data entry
activities to Transaction Services. No firm plan can be provided for
this activity but we would anticipate it would be at least 18 months
before we are in this situation.
2.Numbers and Descriptions of Employees
The proposed centralising of data processing and reporting will lead
to the Area Performance Analysis Administrator and the Performance
Reporting Administrative Support roles becoming redundant.
The APAA is part of Area Performance Analysis team that reports via
the APAM to the Area Manager. This transaction processing role was
created during the Area Overhead Review activity in Summer 2001 and
was previously in Area Data Control. It was designed as an interim
role because of the automated functionality that would be delivered
through ES-SDS. The role presently collates and verifies data from
Units and distributes performance reports within the Area.
The PRAS is part of the System Accounts Team (SAT) and reports via
the Performance Reporting Manager to the Systems Accountant in the SD
Finance & Planning Function. The roles presently collate and
verify data from Areas and distributes performance reports within the
Service Delivery.
Under our proposal the 59 LA1 APAAs (one in each Area) and the 2 LA1
PRAS (based in Nottingham Mail Centre) will become surplus. These
constitute all of the LA1 APPAs and LA1 PRASs employed by Service Delivery.
3.Method of Selection
As all the existing jobs will become redundant under our proposals,
there will be no selection process to determine which employees
become surplus.
I confirm that the surplus individuals will be dealt with under the
policies of the Managing The Surplus Framework - Administrative and
Operational Grades ("the MtSF").
Our proposal is to run a preference exercise for the individuals
concerned. It is intended that the preference exercise will ask
employees to indicate their interest in the following 3 options:
1.Transfer to new 'Central Data Processing and Reporting Team' (terms
in line with MtSF)
2.Voluntary Redundancy (terms in line with MtSF)
3.Placement into alternative role through JobShop, in line with MtSF
and unresolved surplus policies.
We would aim to complete this preference exercise as early as
possible in order to allow maximum time for those individuals who
choose to seek an alternative role to be matched with potential vacancies.
The new data processing and reporting tasks will be delivered through
a Central Data Processing and Reporting Team (CDPRT). The CDPRT will
include 4 Data Processing and Administrator roles per DS Territory
(total=12). This role is proposed to be graded as LA2 to reflect the
data entry tasks that are the responsibility of the role. The CDPRT
is planned to become operational from the beginning of October 2002.
It was our intention to base the CDPRT in the East Midlands in order
to co-locate with the existing Service Delivery Systems Accounting
Team (SAT). However, in recognition of the surplus pools of
administrative resource across Consignia, we are now working with Job
Shop in order to identify other locations of potential resources that
have the potential skills and can be available for October. A
constraint on this activity is the need for local SD accommodation in
which to locate this team. I will keep you informed of the progress
of this work, but the present focus is on surplus administrative
resource in Liverpool or St. Albans (to be located in Luton).
4.Proposed Method of Carrying out Dismissals.
It is proposed that redundancies will be effected in accordance with
the Consignia Group's policy and, in particular, the MtSF. We hope
that all redundancies will be achieved on a voluntary basis.
The planned timescales, dependent on successful implementation of the
Business Information Warehouse system, proposes two phases of the
APAAs and PRASs becoming redundant:
Phase 1 - North Territory APAAs and PRASs - 11 Nov 2002
Phase 2 - East and West Territory APAAs - 9 Dec 2002
There will be outplacement services, supported by Job Shop, available
for those employees who leave the business and support for those
considering retirement, becoming self-employed or seeking work
outside Consignia.
If at the end of the process there remain surplus employees who do
not want to take voluntary redundancy, these employees will transfer
out of Service Delivery to be managed by Job Shop.
If it is identified during consultation that full resolution of a
surplus situation may not be achieved by measures to place employees
into alternative jobs and offers of voluntary redundancy, and that
some surplus staff will remain, the MtSF states that Consignia Group
Personnel and the CWU Head Office commit to discussion to resolve
unplaced surplus staff as early as possible following the
commencement of statutory consultation.
In these urgent discussions both parties will examine the situation
to establish that all appropriate measure have been fully applied and
ensure that an adequate solution is developed taking into account all
reasonable measures. They will identify, and seek to agree, the
necessary solutions for the unplaced surplus staff and a timetable
for implementation of those solutions.
Agreement to the timetable for the implementation of the agreed
solutions will be completed within six weeks (which can be extended
by mutual agreement) of the expiry of the minimum statutory
consultation period. This further discussion will not delay the
implementation of already identified staff moves, voluntary
redundancy and other aspects of the planned change.
5.Proposed Method of Calculating Redundancy Payments
Voluntary redundancy payments will be in accordance with the existing
terms within the MtSF.
6.Next Step
The affected APAAs are being briefed by their line manager about his
initiative and impact from 25 June. PRASs will be briefed by their
managers by the end of June. They will be informed we are in
consultation with the CWU and that the MtSF will be applied.
I trust these proposals and supporting reasons are clear and
understandable. Please do not hesitate to contact me for any further
information. I will keep you informed about the proposed location of
the CDPRT.
In the meantime I would be grateful if you would contact me so that
we can arrange a meeting to discuss the proposals set out above. I
look forward to your response to this letter.
Yours sincerely
Mark J Taylor
Performance Management Development Manager
Finance Commercial Services
Finance & Planning
Service Delivery"
"Our Ref: L.400.14
5th July 2002
Mr M J Taylor
Performance Management Development Manager
Finance Commercial Services
Finance & Planning
Royal Mail Service Delivery
5 Ashlade
Middleton Cheney
BANBURY OX17 2PU
Dear Mr Taylor
Service Delivery Performance Reporting Initiative
Thank you for your letter of 27th July in respect of the above
however, as you will understand, I am very disappointed that you
wrote to me two days after you commenced briefing the staff affected
and clearly long after the development of this initiative.
It is important that I meet you as soon as possible about this
initiative and its implications because, although we are still
currently awaiting further information, concerns have already been
expressed regarding the practicability of the staff reductions
proposed. We also have concerns about a number of other related
aspects in the Operational Admin Area of Work in general. In addition
we feel discussions need to take place regarding the siting of the
Territorial units that you have proposed.
Please could you contact my secretary, Kay Webb, (Tel. 020 8971 7445)
with suggested dates that will be convenient for us to meet.
Yours sincerely
Martin Collins, Assistant Secretary"
Any enquiries regarding the above should be addressed to Martin
Collins, Assistant Secretary Indoor Department, quoting reference
number L.400.14.
Back to the top
344 Royal Mail Christmas Arrangements
The attached* correspondence has been exchanged.
It will be noted that we are seeking comments from branches and
Representatives by Friday 26th July with a view to meeting management
during the week commencing 29th July, with the aim of achieving the
time scales set out in the first amendment carried at Conference.
Branches should, therefore, ensure that all comments on management's
proposals are returned to CWU headquarters by Friday 29th July.
Any enquiries to Dave Ward Dept, Ref 170 or Martin Collins's Dept,
Ref L.645.01
Att: PE.39
Back to the top
345 CWU Training Programme 2002
Courses dealing with the Managing Surplus Framework Agreement (Job
Security) will be run on a half weekly basis (9.00am Monday - 10.30am
Wednesday and 2.00pm Wednesday - 12.30pm Friday) at the Union's
Training Centre, The Elstead Hotel, Bournemouth.
The courses will be run during the following weeks:
30 September - 4 October
14 October - 8 October
21 October - 25 October
28 October - 1 November
4 November - 8 November
11 November - 15 November
Priority will be given to those Representatives together with Field
Officials in those Branches dealing with current surplus issues.
An application form is attached* which should be returned to the
Training Department as a matter of urgency.
Any enquiries regarding this paragraph should be addressed to the
Training Department at CWU HQ.
Steve Baguley, National Organising Secretary