Volume 8 Issue 07. Paragraphs 91 - 102 21 February 2003
WEEKLY INFORMATION FROM THE COMMUNICATION
WORKERS UNION
SUMMARY
GENERAL
91 Seating at General Conference
92 Workers' Music
Association Summer School
EQUAL OPPORTUNITIES
No items this week
HEALTH AND SAFETY
93 RoadRISK in BT
TELECOMS
94 Project ANDES (Automated
Network Design for Exchanges)
95 Network Capacity and Planning
96 Network Build Transformation
97 Network Build
Transformation - Management Control Reporting System
98 Network Build
Transformation - Systems Phase 1 Overview
FINANCIAL SERVICES
No items this week
POSTAL
99 ICS in Delivery Offices
100 Engineering Staffing
HWDC Interim Agreement
101 Mail Centre Equipment Shortages
102 Simplified Sorting -
Phasing Changes
ALL LETTERS TO BRANCHES ARE AVAILABLE IN ELECTRONIC VERSIONS UPON
REQUEST TO THE BRANCH OFFICE AT cwunea@cwunea.org
LETTERS TO BRANCHES
LTB/75 Transaction Services Pay Agreement 2002 (Andy Furey)
LTB/76 Results of ClientLogic Pay Ballot (Sally Bridge)
LTB/77 MTSF National Discussions (John Keggie, DGS{P})
LTB/78 Suspect Packages in the Post (Kevin Shaw)
LTB/79 Self-Motivated Teams (Ian Cuthbert)
LTB/80 Tailored Delivery Services: National Negotiations (Dave Ward)
LTB/81 Logistics Pay (Terry Pullinger)
LTB/82 Annual Conference 2003: Ballot Regulations (Steve Baguley)
LTB/83 Parcelforce Worldwide Pay Agreement 2002 (Terry Pullinger)
LTB/84 Regional Project Workers (Northern Ireland) (Trish Lavelle)
LTB/85 Report of CWU/Hays Meeting (Sally Bridge)
LTB/86 BT Maternity/Paternity & Adoptive Leave Pay
(Michèle Emerson)
LTB/87 Political Donations to the Labour Party of £200 or
Less (Billy Hayes, G.S.)
LTB/88 O2 Pay Claim: 1st April 2003 (Dave Johnson)
LTB/89 Joint Statement: Manpower plc and the CWU (Sally Bridge)
LTB/90 BT Corporate Charge Card Arrangements (Bill McClory)
LTB/91 Call-up of Reservists: TA Members 2003 (Bill McClory)
LTB/92 Teleworking at BT (Bill McClory)
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GENERAL
91
Seating at General Conference
We will soon be preparing the seating plan for Annual Conference
2003. If any delegates have special needs that require them to be
allocated an end seat please let me know.
Requests for end seats should be put in writing addressed to Angela
Niven at CWU Headquarters stating the reason why the seat is required
by no later than 28th February 2003.
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92
Workers' Music Association Summer School
For one week at the beginning of August, the Workers' Music
Association organises a holiday school of music for amateur
musicians, with a particular bias towards trade unionists and
co-operators. In 2003 the 57th consecutive school will take place
from 2nd to 9th August; as usual, the venue will be Wortley Hall,
nestling among Yorkshire's hills and dales a few miles outside Sheffield.
Wortley Hall was at one time the family seat of the Earl of
Wharncliffe, but during the Second World War it was abandoned,
eventually to be purchased by trade union and labour organisations
and converted to an educational and holiday centre. It has splendid
facilities, including a ballroom, a well-equipped bar and lounges,
and beautiful landscaped gardens. It is particularly well suited to a
music course with its large, thick-walled rooms where a brass band or
a jazz group can play without disturbing the choral or solo singers nearby!
The Workers' Music Association believes that everyone should be given
the opportunity to enjoy and participate in musical activity, and
that music is a part of life and can play its part in helping to
build a peaceful and more just society. The annual Summer School
reflects this attitude - the syllabus is varied and wide-ranging,
including courses for brass band, jazz, folk music and dancing,
orchestral and chamber music, choral, solo and ensemble singing,
conducting, composition, aural training, sight-reading and harmony.
The students are at all levels of ability and experience and there is
a wide age range. The only rule is that everyone must participate, as
an instrumentalist, singer, conductor or composer. In other words, it
is NOT a "lecture and listen" but one in which every
student plays an active part.
The CWU is providing 2 scholarships to help its musical members to
attend the school. Anyone interested should write to Trish Lavelle
Head of Education and Training, no later than Friday 16 May 2003
giving full details of their musical experience and ability,
instruments played (if any), range of voice (soprano, alto, tenor or
bass), and any other helpful information, and stating the course or
courses for which they would like to enrol.
Any enquiries regarding this paragraph should be addressed to Trish
Lavelle, Head of Education and Training, at 150 The Broadway,
Wimbledon, SW19 1RX.
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HEALTH AND SAFETY
93
RoadRISK in BT
It was reported in Branch Officials Bulletin No.46, Paragraph 640,
that each year about 3,500 people are killed on our roads and 40,000
are seriously injured and that the HSE, TUC and the CWU have been
calling on employers to take this issue seriously and make driving at
work a priority in their Safety Plans.
With the CWU's endorsement BT Wholesale began to use
"RoadRISK" which is an online assessment developed over six
years which can identify 'at-risk' drivers who are more likely to be
involved in a road traffic accident.
It is hoped that this pro-active approach will help prevent accidents
involving our members who drive as part of their duties.
As well as Wholesale, other LOBs are now rolling out the RoadRISK programme.
RoadRISK is a driver risk assessment resource that involves a
40-minute online driving risk assessment.
As it is a Risk Assessment it is mandatory and so far over 5000
people have completed RoadRISK. Out of these only 33 people have been
forwarded to remedial driver training and none of these people have
been taken off driving duties.
Details of this Assessment are not made known to Insurance Companies
and all details are contained in a secure Management Information
System are not available for others to see. The Privacy Policy is
posted on the BT Wholesale website at www.roadrisk.net/btwholesale
The RoadRISK System
RoadRISK is an online assessment, which can identify 'at-risk'
drivers who are more likely to be involved in a road traffic
accident. The assessment looks at two distinct areas:
Driver Profile
The Profile enables BT to benchmark their drivers against established
'at-risk' factors such as age, miles driven and accident history over
three years.
The Competency Based Assessment measures an individual driver's
attitude, knowledge, behaviour and hazard recognition skills against
a benchmark score of 80%. The benchmark score of 80% has been
established over the last seven years after extensive testing amongst
distinct groups such as graduates, sales persons, engineers, army
drivers and police drivers.
RoadRISK Outcomes
1. Profile
The Profiling element of RoadRISK has three outcomes for an
individual driver - High, Medium or Low Risk.
High Risk Drivers - Profile
Age: 17 - 25, or
Miles: Over 20,000, or
Accidents: 2 or more over last 3 years.
Medium Risk Drivers - Profile
Age: Over 25
Miles: Less than 20,000
Accidents: 1 in the last 3 years.
Low Risk Drivers - Profile
Age: Over 25
Miles: Less than 20,000
Accidents: 0 in the last 3 years.
2. Competency Assessment
The Competency element of RoadRISK has three outcomes for an
individual driver - High, Medium or Low Risk.
High Risk Drivers - Competency Score: Between 0% and 69%
Medium Risk Drivers - Competency Score: Between 70% and 79%
Low Risk Drivers - Competency Score: Between 80% and 100%
3. Driver Risk Rating
Upon completion of RoadRISK, the Management Information System
analyses the results from each element of the Risk Assessment
(Profile and Competency) and determines an overall Risk Rating for
each driver.
High Risk Rating
High Risk Rating
High Risk Profile and High Risk Competency
High Risk Profile/Competency and Medium Risk Profile/Competency
Low Risk Competency and 2 or more accidents in 3 years.
Medium Risk Rating
Medium Risk Profile and Medium Risk Competency
Medium Risk Profile/Competency and Low Risk Profile/Competency.
Low Risk Rating
Low Risk Profile and Low Risk Competency.
Action Based on Identification of Driver Risk Rating
There are three outcomes in the first year of the process, depending
on whether a driver is identified as:
High Risk Complete Turning Point*
Those drivers not meeting the standard required in the One More
Second Knowledge Checks after three attempts are then referred to
Turning Point.
* Turning Point is a three-hour on-road defensive driver-training program.
**One More Second, is a two-hour online-defensive driver-training
program designed to influence drivers' attitude and behaviour to road safety.
Any enquiries on this issue should be addressed to Kevin Shaw,
Assistant Secretary, quoting reference NS32.
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TELECOMS
94
Project ANDES (Automated Network Design for Exchanges)
Network Operations Management have advised the Union of the outcome
of a project that has been worked upon in Data Management and which
is due to be announced during the course of Thursday 13 February 2003
and onwards.
The impact of the project has substantial resourcing implications for
members in this field of activity. Project ANDES (Automated Network
Design for Exchanges) fundamentally changes the way that work is
executed by introducing a very high level of automation. BT
representatives have looked at Telstra Australia and have decided
consequentially to follow the same route by purchasing an off the
shelf system. Prior to any live testing of the system, the degree of
automated switch data could be as high as 80%. Whilst the FTE savings
are not in the order of 80%, they are believed to be in the region of
40%. The savings are to be achieved by the second quarter of 2004 by
phasing in automation. This is a radical and ambitious programme
which presents serious concerns to a small, discrete specialist
community of members and will be major challenge for the Union to resolve.
Following the announcement, the Union will be in discussions with
management on resolving satisfactory conclusion of how the savings
are realised and how people are placed into alternative positions.
Attached for the information of Branches is briefing material being
used by management which is embargoed until 12 noon on Thursday 13
February 2003.
The Briefing is password protected and the password is Camera.
Brian Healy, Assistant Secretary
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95
Network Capacity and Planning
There has been a high level review of the managerial structure of
Network Capacity and Planning. The outcome has been a reduction in
the number of direct reports at Board level and a realigning of
functional responsibilities.
None of the above impacts on Newgrid bands/grades in any way.
Attached for the information of Branches is a copy of the management
communication and the revised management structure and ownership of functions.
Brian Healy
Assistant Secretary
Judy Griffiths
Assistant Secretary (C)
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96
Network Build Transformation
Management have carried out an across the board review of Network
Build functions and activities. They have deemed that if the unit is
going to be more competitive, there is a requirement to make cost
savings in the order of £60m.
As part of the exercise of informing the workforce, management has
sent out the attached communications. Initial discussions have taken
place with management on what will lead to possible substantial
savings in field and control resource across all activities.
More detailed reports on various aspects of the project will follow shortly.
Brian Healy
Assistant Secretary
Judy Griffiths
Assistant Secretary (C)
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97
Network Build Transformation - Management Control Reporting System
Further information has been sought on the progress being made by
Network Build on the Network Transformation Project.
The Network Transformation Project is intended to make Network Build
more effective and in particular more competitive by removing
£60m in costs. Various studies and feedback from line management
and members in controls and in field groups have reported areas of
difficulty and frustration. This has led management to instigate a
project which, if successful, will lead to major job reductions.
The stated objectives of the MCRS/Manual Process Pilot are to:
Install and test an integrated Management Control and Reporting
System with associated low level manual processes.
Management report that by looking at and improving those processes
which inhibit effective working, they can remove the major barriers
of ineffectiveness that is built into the processes by which line
managers and members in controls and in the field, currently work to.
This includes resource planning.
The processes being considered over the pilot are:
Low level planning
The MCRS/Manual Process pilot scope covers all operational functions
within two defined, geographic areas:
Thames Valley (External including poling/overhead).
7 Tier 1 Managers
North West/East/North Wales (part) (internal)
9 Tier 1 Managers
It is expected that the pilot will commence on 10 March 2003 and
finish 30 May 2003. This will be preceded by further consultation
with the CWU at Network Build National Forum and at RDA levels within
the areas affected.
In response to questions from the Union, management state that
individuals both in the control and field will not notice much in
terms of change. Although in the controls, the timing of when certain
functions take place may change, such as when work is allocated and
dispatched to the field.
When concluded, management will present the Union with information
relating to the revised roles and responsibilities, together with
associated job descriptions. It is not expected that the new
processes in themselves will lead to changes in the banding, although
the Union nationally, has a different view on the impact of the new
automated work allocation system and this will be reported upon separately.
Management are aware of the Union's claim for higher banding and this
will be pursued on the systems subset project.
Before the trial starts in earnest, further discussions are planned
on the resourcing implications which have been reported as
substantial. Whilst management have given a commitment to comply with
BT Group policies, the Union is pressing for real displacement of
third party suppliers. It is expected that efficiency savings in
terms of field resource will be identified during the course of the
pilot. To prove that the process can deliver higher volumes with less
field resource, management will ring-fence the savings and deploy
them onto other work. This will also be part of the resourcing
discussions which will be reported upon in due course.
Brian Healy, Assistant Secretary
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98
Network Build Transformation - Systems Phase 1 Overview
Branches have been advised previously of the intent to test changes
in the control and management resource planning process. As part of
the Network Build Transformation, there is also an IT Pilot designed
to automate to a very high degree, work coming into Network Build.
This includes the allocation and distribution, as well as the closure
and billing process.
This means that much of the normal re-keying, job building, stores
ordering and manual allocation to the field will be phased out. The
part exception to this is work which is non-BT generated and
therefore does not come via the CSS, COSMOSS and NIMS work originator systems.
It is intended to trial the systems as follows:
Trial site locations based on NC&P customer contract codes and
RDA boundaries:
- 2 External Operational patches: Thames Valley and South East
- 1 Internal Operations patch: North East/North West
The criteria and measures used to determine the success of Internal and External Operations Phase 1 IT Pilots are based on:
Establish platform for movement to phase 2 - as yet to be fully
defined to the Union
Associated with the testing of the computer, build, allocate and
distribution functions is a change to the organisational structures
of the control structure.
It is suggested that:
The initial Customer Service Centre to support Phase 1 Pilots will
consist of:
Interim Front Office implementation
- Job description based on BT Retail CSC grade
The interim work finalised in the new control structure are as follows:
Front office
As further developments take place, CSS/COSMOSS, Pick Stores, Permit
to Work actively will either disappear or be substantially reduced.
As the initiative develops there will be further reports to Branches.
Brian Healy
Assistant Secretary
Judy Griffiths
Assistant Secretary (C)
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POSTAL
99
ICS in Delivery Offices
Royal Mail has provided the following information in respect of ICS payments:-
For the period 1st April to 1st December 2002:-
12 delivery bonus units received Improver payments
763 delivery bonus units received Gainshare payments
1040 delivery bonus units received supplementary Quality Bonus payments
226 delivery bonus units received High Performance Quality Bonus payments
In addition 468 delivery bonus units consolidated ICS bonus into
basic pay.
Any enquiries to Dave Ward's Department, reference 950
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100
Engineering Staffing HWDC Interim Agreement
The PEC has endorsed an agreement with Engineering Services on
interim arrangements for engineering staffing at the Heathrow
Worldwide Distribution Centre (attached).
Background
Talks had been taking place with the WAND Team on engineering
staffing at HWDC but before these reached fruition a number of
meetings were cancelled early last year and it became clear that the
WAND Team was actively seeking to outsource machine maintenance at
the Centre.
It appears that their preferred option was to use Siemens to
undertake maintenance supported by agency staff, recruited by and
answerable to Siemens. Following extensive lobbying by the Union in
late summer the Business reversed its policy and it was agreed that
Engineering Services be tasked with providing an in-house maintenance solution.
The position in respect of engineering staff is rather different to
that proposed for operators in the new Centre. Engineering staff will
not be part of RMSD but will come under the wing of Engineering
Services, who will have direct management control of the in-house
engineering workforce.
It was the firm position of Engineering Services that in view of the
unique nature of the HWDC site a solution based on Engineering 2000
grading structures is not appropriate. There have been long standing
severe difficulties in recruiting and retaining engineering staff in
this area (the nearest Mail Centre, Slough has been chronically under
staffed for a number years for this reason). These factors taken
together have made it possible to negotiate a remuneration package
which is substantially better than that enjoyed in RMSD.
Grading and Remuneration
Engineering Services were initially looking at four separate grades,
Automation Technician, Automation Engineer, Data Engineer and
Production Engineer. Following negotiation this has been reduced to
two grades, Automation Maintenance Engineer and Production Engineer.
The Automation Maintenance Engineer will have a payscale consisting
of six steps, commencing at £23,582 and rising to £28,600.
Each engineer will have an agreed timetabled training and development
programme which will enable movement to pay max within a 3 year
period. Progression will be based on skills acquisition and
deployment and agreed skills criteria will be put in place for each
of the pay points. In the event of Engineering Services failing to
provide the elements of an agreed timetabled training and development
programme, no individual will be financially disadvantaged.
Progression to the S3 pay point will be automatic based on skills
acquisition and deployment but progression beyond that will depend on
staffing requirement for the highly skilled. Initially a ratio of 3:7
will be applied but this is subject to ongoing review with a formal
review after 12 months.
HWDC is a 24 hour 7 day a week operation which will only be closed on
Christmas Day and Easter Sunday. The assigned allowance for shift
engineers has been agreed at £4,202 producing guaranteed
earnings for a shift worker of £27,784 at minimum, £29,153
at the S3 pay point to which progression is automatic and £32,820
at the pay max.
In addition to this, a bonus scheme will be in place which will
provide the opportunity to earn up to 8% of basic pay in bonus earnings.
Non-shift workers will receive an HWDC flex payment of £1,400.
All other non-financial terms and conditions of employment and
personnel procedures will be those applicable to RMSD engineers.
Pay will be reviewed annually on 1st October and the RMSD award will
be applied.
The remuneration for the Production Engineer has yet to be defined
and agreed but it has been agreed that the principles of the Interim
Agreement will also apply to this role. The Production Engineer role
is analogous to that of the E1 in a Mail Centre, these will be shift
engineers and a large proportion of their time will be spent on
hands-on engineering work. It has been agreed that as a CWU
represented grade the Production Engineer will not be a first line
manager and will not have formal responsibility under the Conduct or
Attendance Procedures.
Flexible Working
The intention is to minimise excessive hours, hours will be
reconciled and balanced over a "shift multiplying period".
This period will be three times the shift rota duration subject to a
maximum of 15 weeks. In the event that excess hours remain at the end
of the period, overtime will be paid at a rate of 1.25. Sunday
attendance will be incorporated in the rota but any hours worked on
Sunday will count double - thus if an individual attends for a 12
hour shift on a Sunday they will be credited with 24 hours
attendance. Attendance on a Bank or Public Holiday will be on a
multiplier of 2.5.
This provides the opportunity for shift rotas which give substantial
amounts of time off within the rota. However, if the time cannot be
taken, people will be paid at a premium rate which is in all
scenarios better the Engineering 2000 overtime rates. For example, an
8 hour attendance on a Bank Holiday would be recorded as 20 hours. If
these 20 hours could not be taken off within the reference period
they will be paid at a rate of 1.25 single hourly rate equalling
payment for the equivalent of 25 hours (i.e. x 3.125 rate).
The other side of the flexible working concept is that individuals
may be required to stay beyond normal finishing times. The detail of
the attendance arrangements remains to be finalised and is one of a
number of issues that need to be resolved before live working
commences in January, but clearly sensible limits need to be applied
consistent with working time agreements and based on the principle of voluntarism.
Recruitment and Training
Any existing Royal Mail Group engineer (other than those marked 4 in
their current appraisement) will be able to move into HWDC subject to
their willingness to take on board the necessary training
requirement. HWDC employees will be required to achieve the
appropriate security clearance and adhere to the HWDC security policy
and procedures, which will apply to all staff on site.
Siemens will provide Data System Engineers at the outset but this
will continue for a maximum of 3 years with a phased migration of
these roles into Engineering Services - this will be subsumed into
the Automation Maintenance Engineer role, providing more jobs at the
pay max point.
Further Development
Both parties acknowledge this to be an interim agreement and
considerable work is required to deliver an end state agreement. This
will include:
Joint Job Evaluation Exercise based upon revised Job Descriptions
Conclusion
Recruitment is currently taking place and both parties have agreed to
intensive negotiations to cover off the outstanding issues as quickly
as possible.
Any enquiries relating to this paragraph should be directed to Ray
Ellis at CWU Head Office.
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101
Mail Centre Equipment Shortages
Further to BOBs 3 and 4, paras 47 and 63, in which I requested to be
advised of problems of equipment shortages in Mail Centres, a copy of
this Briefing Para is reproduced below. I can advise Branches that at
the time of drafting this BOB para, a total of eight replies have
been received. Whilst I am disappointed in the response received so
far, I do appreciate that the workload of both branch and field
representatives can be excessive. In recognition of this I have
therefore extended the closing date for reports to be submitted to my
department by an additional two weeks. The closing date will now be
Friday 7th March.
"Royal Mail: Mail Centre Equipment
At the Senior Processing Reps School held in Bournemouth last week, a
number of representatives raised the problem of equipment shortfalls,
i.e. York Containers, Sleeves, etc. during the Christmas pressure
period. Although it is not a great surprise that Mail Centres incur
equipment shortages during the Christmas period, there was a general
feeling that the problem had been exacerbated by the re-introduction
of USO/MOR Parcels back into the Mail Centre Network.
It also became apparent that the problem of equipment shortfalls in
Mail Centres is a year round problem and is causing many operation
problems, which local management were either unable or unwilling to
address. At the school a commitment was given to seek to resolve the
problem, hence this paragraph.
Branches Secretaries are requested to provide a report, following
consultation with the appropriate representative(s), on the problems
being experienced with equipment shortfalls in Mail Centres within
their branch area.
The report should include a breakdown of all equipment problems
experienced either during the pressure period and/or ongoing and if
possible the reason for this. In addition the report should highlight
any representations that have been made by the CWU to address the
shortfall and the response of local management to resolve the problem.
Once this information has been forwarded to the Indoor Department, a
report will be complied, so the Union can meet senior management to
address the problem. The closing date for reports to be received at
CWU HQ is the 21st February
Your assistance and co-operation with the above request is appreciated."
All enquiries regarding the content of the above paragraph should be
addressed to Martin Collins, Assistant Secretary - Indoor Dept.,
quoting reference number L.650.01.
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102
Simplified Sorting - Phasing Changes
Further to BOB 6, para 90, dated 14th February 2003, I provided
branches with an update on developments associated with the
Simplified Sorting Project. Following the publication of this BOB a
further letter has been received advising us of some additional
changes in respect of FTE impacts and the running order of the
deployment of SISO.
FTE Impacts
The detail in respect of Bristol (WoEMaC), Aberdeen, Gloucester,
Gatwick, Tonbridge, Truro and North West Midlands have been updated.
A revised Appendix A has been provided to the CWU as an addendum to
the National Agreement and is reproduced below for the information of branches/representatives.
Running Order
The running order has been very slightly amended:
Even though planning for SISO Phase 3 is progressing well, in order
to mitigate any SISO learning curve risks to the 2002/2003 QofS exit
performance, it has been decided to reschedule deployment of SISO
Phase 3 Units. These will now be put back until after the cut-off
date for the final QofS period - which is Sunday 23rd March and are
now scheduled to 'go live' on the 24th March.
The exception to this general deferral for Phase 3 offices relates to
North West Midlands which has been put back until the 7th April 2003.
The Phase 4 conversion date has also been amended to ensure that the
conversion to SISO is not adversely affected by Easter. In general,
all Phase 4 SISO Units will convert to SISO one week early on April
7th. The exception to this general rule relates to Gloucester and
Sheffield who will both convert on the 28th April.
In addition, a revised Appendix B Phasing Programme is published as
an attachment to this BOB paragraph. Could Branch Secretaries please
ensure that the content of this BOB is brought to the immediate
attention of all appropriate Area/Unit Representatives. As previously
stated, any further changes or issues associated with the deployment
of the Simplified Sorting Agreement will be reported to branches via
the publication of further BOB paragraphs or LTBs as appropriate.
All enquiries regarding this paragraph should be addressed to Martin
Collins, Assistant Secretary - Indoor Department, quoting reference
number L.140.23(a).
Appendix A
(at 10 Feb 03)
Addendum (ii) to:
Simplified Sortation - National Agreement
Staff Impact on full Siso deployment
Mail Centre Outward Staff Impact
ABERDEEN AB 2
BIRMINGHAM B 18
BRADFORD BD 6
BOURNEMOUTH BH 2
BOLTON BL 8
BRISTOL (WOEMaC) BS 8
BELFAST BT 6
CARLISLE CA 1
CAMBRIDGE CB 2
CARDIFF CF 0
CHESTER CH 3
CHELMSFORD (SEAMaC) CM 8
CROYDON CR 0
CANTERBURY CT 0
COVENTRY CV 1
CREWE CW 0
DARTFORD DA 0
DERBY DE 5
DARLINGTON DL 0
DONCASTER DN 7
EDINBURGH EH 19
EXETER EX 4
FARNBOROUGH FB 4
GLASGOW G 0
GLOUCESTER GL 6
GUILDFORD GU 5
GATWICK GW 5
HARROW HA 2
HEMEL HP 3
HULL HU 1
IPSWICH IP 3
INVERNESS IV 0
KINGSTON KT 0
LIVERPOOL L 9
LONDON CENTRAL Ldn C 65
LONDON EAST Ldn E 0
LONDON NORTH Ldn N 0
LONDON SOUTH Ldn S 3
LONDON WEST Ldn W 0
LEICESTER LE 7
LEEDS LS 9
MANCHESTER M 0
MAIDSTONE ME 2
MILTON KEYNES MK 10
NEWCASTLE NE 10
NOTTINGHAM NG 9
NORTHAMPTON NN 2
NORWICH NR 0
OLDHAM OL 0
OXFORD OX 1
PETERBOROUGH PE 17
PLYMOUTH PL 0
PORTSMOUTH PO 1
PRESTON PR 0
READING RG 8
ROMFORD RM 7
SHEFFIELD S 8
SWANSEA SA 0
STEVENAGE SG 0
STOCKPORT SK 3
SLOUGH SL 1
SWINDON SN 1
SOUTHAMPTON SO 0
SOUTHEND SS 5
SHREWSBURY SY 5
TONBRIDGE TN 4
TRURO TR 2
TEESIDE TS 1
TWICKENHAM TW 4
WATFORD WD 0
WORCESTER WR 0
NW MIDLANDS WV 10
YORK YO 2
Total 335