The NEA web site

WEEKLY INFORMATION FROM THE COMMUNICATION WORKERS UNION
SUMMARY

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GENERAL
377
Headquarters Printing and Reprographic Services
Branches and Representatives will wish to know that CWU Headquarters have recently acquired new reprographics equipment. The purpose of broadcasting this information is to inform you that we are now able to offer a print service to branches that we believe will be within a price range that you will find competitive. Amongst the services we can provide are colour or black & white posters, leaflets, booklets etc. It is not possible to produce a price list as prices will vary dependent on each individual job based on quantity, timescale, delivery requirements etc. If you would like more information about this service or wish to receive a quote for a particular piece of work then please ring or email Jacquie Winter, Acting Head of Post & Reprographics. 020 8971 7218
jwinter@cwu.org

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378
Health & Safety Stage III
A Health and Safety Stage III has been organised to be held at the Education and Training Centre at Alvescot Lodge. All courses held at Alvescot Lodge are accredited with the National Open College Network. This is a fully integrated course.
The course will be held from 3 - 7 October 2005
The closing date for nominations is 18 August
Applicants for this course will have already attended the Union's Health & Safety Stage I & II courses.
We particularly encourage branches to nominate women, ethnic minorities, people with disabilities and young members who are often under-represented on the CWU Education and Training Programme.
This course will give a substantive overview of the following:

o COSHH
o RIDDOR
o Stress in the Workplace
o Risk Assessments

All courses at Alvescot are residential. The cost of tuition, food and accommodation will be met from the General Fund. Branches are expected to meet the cost of travelling and subsistence payments. Branches requiring financial assistance from the General Fund to enable them to send students to the course must submit the request with the nomination, to enable the Trustees to consider the request in time. Special leave with pay will apply.
The Education Centre can offer child-minding facilities for a maximum of three under school age children at any one time. If any applicant from your branch would like child-minding facilities, can you please advise the age and sex of the child on the application form. Further information on the child-minding arrangements will then be sent to the successful applicants.
Nominations should be made on an 'application for Union courses' form and returned to Alvescot Lodge by the closing date shown. If a member is refused a place, due to oversubscription, then indicate this on a subsequent application for another date.
Application forms should be addressed to: Trish Lavelle, Head of Education & Training, CWU Education & Training Centre, Alvescot Lodge, Alvescot, Bampton, Oxon OX18 2PY. Telephone: 01993 843373; Fax: 01993 840960; email: mtodd@cwu.org

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379
Gloucestershire Amal Branch - Andrea Brusheen Appeal
Gloucestershire Amalgamated branch are trying to raise funds for a Postwoman that had an accident.
Andrea Brushneen moved from Gloucester to Sleaford in Nottinghamshire last October with her family, continuing her employment as a delivery office driver within Royal Mail.
Unfortunately not long after her move, Andrea was involved in a road accident whilst on duty which resulted in her suffering serious head injuries. In order to be nearer to her relatives, she has returned to Gloucester.
Andrea's husband, also a postman/CWU member, and their two school aged children are obviously suffering both emotionally and financially.
At present, the branch are trying to raise as much money as possible to help this family at this distressful time. The family would like to bring Andrea home but to make this possible they need a special bed and wheelchair and other facilities.
Donations from branches for this member and her family would be much appreciated by the branch.
Cheques should be made payable to Gloucestershire Amalgamated Branch and the Branch will forward them on to the family.
Any enquiries on this BOB paragraph should be addressed to the General Secretary's Department quoting the reference GS 18.9

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380
CWU Annual Conference 2006
I am pleased to be able to confirm next years annual conference will be held at the Bournemouth International Centre from 21 to 26 May 2006
I am aware that a rumour was circulating at conference this year to the effect that the Bournemouth conference centre would not be ready. This is untrue. The refurbishment of the BIC is on schedule and will be completed by this autumn.
If Branches require any assistance with booking hotel accommodation contact the Bournemouth International Centre Bureau (BIBC) who offer a free service.
Telephone 01202 456545 Fax 01202 456464 email bicb@bournemouth.gov
website www.bicb.co.uk
Any enquiries concerning annual conference should be directed to Peter Dodd on 020 8971 7331 email pdodd@cwu.org
Tony Kearns
SDGS

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381
TUC Annual Congress 2005 - Brighton
The 2005 TUC Annual Congress is due to be held in Brighton from Monday 12th September until Thursday 15th September.
The charge for ordinary visitors' tickets issued to affiliated unions will be £25.00 per ticket (including VAT). Retired members are excused this charge providing they can be identified by their Union.
Each ticket entitles the visitor to a free copy of the Congress Guide, which can be picked up at Congress. Other Congress documentation will be on sale at the TUC bookshop or exhibition area.
Any Branch wishing to apply for visitors tickets to this year's TUC Congress should make application in writing to the General Secretary's Department but please note that a cheque for the appropriate amount must accompany your application.
The Closing date for receipt of applications is Friday 19th August 2005.

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EQUAL OPPORTUNITIES
382
STUC Women's Conference
Would Branches please note that the next STUC Women's Conference will be taking place on the 15th and 16th November at the City Chambers, George Square, Glasgow.
We are now inviting motions for this Conference. Branches should note that any motions submitted should be received by HQ before the 16th August 2005.
Any queries on the above please contact the Equal Opportunities Department.

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HEALTH AND SAFETY
383
Corporate Manslaughter - The Government's Draft Bill for Reform - Pre-Legislative Scrutiny Process - CWU Response and Directors Duties
Attached to LTB 291/05 was a copy of the CWU response to the Government's Corporate Manslaughter draft bill for reform which will shortly be subject to consideration by a Parliamentary Scrutiny Committee prior to making its way through the Commons.
The CWU has been campaigning for the introduction of a new Corporate Manslaughter Law since 1997, when the Government first promised to introduce a new offence. After 8 years of waiting, although the government has at long last honoured its commitment to bring forward a corporate manslaughter bill, the bill as it stands is unimpressive and unlikely to have any significant impact on health and safety compliance or on the number of accidents and deaths at work unless it is significantly amended and our response has been to forcibly make that point to the government. With significant amendment the bill has the capacity to become an important and powerful piece of legislation.
Any new legislation must have the ability to have an impact on the key decision makers and be able to deal with those Directors and Managers who fail to ensure the health and safety of the workforce and the public. This is the only way to ensure real corporate responsibility. The draft bill does not propose any sanctions on individual directors and senior managers and I am seeking your assistance to continue to press the government to change their minds on this crucial point. Either as part of this legislation or alongside the new Corporate Manslaughter Law the government must fulfil their promise given by the Deputy Prime Minister in the "Revitalising Health and Safety" Strategy in 2000 to impose statutory safety duties upon directors. Unless both these reforms are made, company directors will continue to escape accountability for both 'manslaughter' and other serious safety failures where in all other respects they are seriously culpable.
A Private Members Bill from Labour MP Stephen Hepburn designed to give directors new health and safety responsibilities received unanimous support at its second reading in the House of Commons on 4th March but alas the House was inquorate. The Bill required large companies to make a director at board level responsible for health and safety. In addition directors would face imprisonment in cases where serious breaches of safety law result in death. Stephen Hepburn's Bill was aimed at ensuring that all company directors do what many responsible company directors will already be doing - that is taking all reasonable steps to ensure that their company is complying with health and safety law. Hopefully Stephen will table an amendment to the draft corporate manslaughter bill to achieve the same end.
In the past year workplace deaths rose by 4% with 235 workers killed including BT and Royal Mail workers and the HSE estimates that some 70% of workplace fatalities are as a result of management failures. The number of workers injured at work has also risen by 9% on the previous year with 30,666 workers suffering major injuries. It is clear that the existing law has failed to inspire a culture of accident prevention in industry. It is the view of the CWU that this will remain the case unless and until the safety of workers and the public are specified as boardroom priorities in law.
The Government's impending law reform on Corporate Killing is to be targeted only holding corporations to account and does not invoke individual liability against Directors and senior managers within that legislation, therefore it is my view that effective accountability and improved standards of work related health and safety will not be achieved via the introduction of such legislation alone.
The CWU Conference policy is to strongly support the proposal for making corporate leadership personally responsible for serious breaches of health and safety law within their organisations as making real the threat of personal liability is key to motivating directors and senior managers in companies to comply with Health and Safety Law.
At present Directors and Senior Managers can legally insulate themselves from what is going on in the company despite those individuals being the people with the most power. This is bad for Safety and bad for accountability. In view of the fact that the proposed new Corporate Manslaughter Offence will exclude personal liability it is vitally important, that government acts to introduce new positive statutory health and safety responsibilities on Directors and Senior Managers without further delay. The Government must redress the balance of power in favour of victims as currently Industry and the CBI has far too much influence on the government and the HSC.
In respect of key areas of weakness where the draft bill requires strengthening through amendment, I would draw your attention to the following points and would request that all efforts are made through the Union's Branches, Representatives and Political organisation to secure the support of as many Local MPs as possible to amend the bill. I have of course briefed CWU supported MPs.
Key issues with the draft Bill:

o The Bill does not impose any specific health and safety obligations or duties on company directors. It is therefore vitally important that the government acts to introduce new positive statutory health and safety responsibilities on Directors and Senior Managers as part of or alongside this legislation.
o The Bill doesn't introduce any greater penalties than can already be imposed under existing legislation for lesser offences. Fines should therefore be significantly increased for Corporate Manslaughter convictions and the "draft bill" should be amended to specifically require this. Consideration should also be given to fines pegged to the profits or turnover of a company or organisation. E.g. 10% of company profits for a three year period. Directors of convicted companies should suffer automatic disqualification. Probation Orders against organisations should be included within a range of penalties. The Courts should award punitive damages to victims families. The Bill fails to consider other more imaginative forms of penalty which could be imposed.
o The Government must ensure the Treasury provides sufficient resources to employ additional Inspectors enabling HSE to provide the crucial support and expert assistance to the Police in Corporate Manslaughter investigations.
o Government should announce the timetable and set up the Parliamentary Scrutiny Committee to consider the "draft bill" and submissions without further delay.

I would therefore appreciate any assistance you can provide.
All enquiries concerning the above should be addressed to Dave Joyce quoting ref: EX13.

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TELECOMS
384
One IT - Quality Plan and Budget
Discussions have taken place on the outcome of last year's Quality Plan and Budget and what the intentions are for the year 2005/06.
With regard to the financial performance, One IT has achieved a £100m year on year cost reduction, most significantly it has achieved £53m savings by the displacement of high cost third party suppliers.
The strategy behind the creation of One IT is to terminate non-Return on Investment and non-Strategic projects. This intent has led to freeing up approximately 1,500 FTE and has increased revenue of £15m from non-critical programmes to the key 29 projects that have previously been reported to Branches.
In future and in order to drive up return on investment and delivery of the key ICT programmes, One IT will not undertake any activity which does not have Financial Director business case sign off and therefore will not be picked up by One IT.
The future strategy to drive BT into the ICT sector requires a significant realignment of resources. At the time of this report, One IT has approximately 1500 FTE working on programmes in this sector and ultimately management want to have 4000 employees by March 2007, which is 50% of the current One IT workforce.
This ambitious programme has already begun and the following is a snapshot of the re-skilling programme underway, which the Union has requested as a commitment by management to long term security for members in One IT:

o 250 undertaking capability assessment trial
o 350 through technical training
(540 completed modules) within Development Pathways - Advance bookings for a further 530 modules
o 630 through Customer Engagement training (1,800 completed modules) - Advance bookings for 3,800 further modules
o 150 undergoing accreditation against industry standards.

Some of the above have achieved this position through the process of being on "the bench". Of the resources that have been "on the bench" to date 783 FTE have freed up into the Resources pool of which 278 remain at the time of this report as they are either in training, on long term absence or are in the process of closing down projects.
The resourcing profile is flat for the coming year with the current Newgrid represented grades being the following:
table.
Grade FTE PIP
A2 5 5
B1 6 6
B2 73.3 76
C1 14.57 16
C2 128.83 133
C3 407.83 414
D1 284.32 286
NewGRID 919.85 936
Mangers 5480.94 5548
Total 6400.79 6484
One IT management are driving the concept of Smartsourcing. This can be summarised in the words of One IT management as transitioning non-core/low value work away from BT and high cost agency teams and towards lower cost agency teams either offshore or onshore.
One element of Smartsourcing is the reverse side of the coin which is "insourcing" and moving core/high value work away from high cost UK sub-contracting and consultancy suppliers towards BT people. Already work has come back to the equivalent of 11 FTE. However, the threat of outsourcing work is real - the Executive has requested discussions as to the range and nature of the work that is being outsourced. The objective will be to attempt to claw back much of the work that is conducted outside or to otherwise secure assurances and ring-fencing protocols. One IT, is mainly Connect represented grade activity, however the potential outsourcing impacts on members' career progression. Such discussions will closely track the discussions at Group/Retail level on outsourcing/remote sourcing and will be the subject of further reports to Branches.
Brian Healy
Assistant Secretary
Attachment

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385
Accenture HR Services - BT Learning Contract
Discussions still continue between Accenture HR Services and BT with regard to renewal of the contract for Learning delivery which expires on the 31 July 2005.
Accenture has taken the strategic decision that all Accenture Learning activity throughout the world will be owned by Accenture Learning. So whatever is agreed in terms of Learning delivery, the functions and units concerned will transfer (under TUPE arrangements) to Accenture Learning. It is expected that the Union has done most of the groundwork when the CDC discussions were undertaken earlier this year.
It is known that BT will take back the Hotel and Conference Services and Facilities at Yarnfield Park; once again this transfer will take place under TUPE arrangements. As the discussions concerning the TUPE transfer of those members supporting Peoplesoft have more or less concluded over the terms to apply, it is expected that the same arrangements will apply. BT is currently in advanced discussions over negotiating a new lease on Yarnfield Park with Telereal which will take over the lease which AHRS has served notice on, but will enable Accenture Learning to provide training from this site.
As BT's learning/training demand is still very vague, three-party negotiations have taken place with BT, Accenutre HR Services and the Union over a potential for current Accenture HR Services employees to apply for positions in BT. This has been agreed with the exception of non-BT learning specific contracts and other activity such as Accenture, Cable & Wireless and the MA programme. This means that members in the following functions may have a special dispensation to apply and be considered for posts in BT: Sales and Management, Technical Tutors, Scheduling, Programme Management and other support activities such as Peopleline, Sales, HR etc. The number of offers could be in the range of 50 to 100.
These special arrangements are entirely voluntary and are not a TUPE transfer. Branches and members should note that whilst BT is prepared to offer continuity of service, it cannot extend such an offer of principle in terms of employment rights access to an Employment Tribunal. In such circumstances an employee cannot guarantee such matters as 12 months service has not been completed; as this is not a TUPE transfer, the employee is in effect resigning to take up a new offer of employment. Members who are members of the BT Pension Scheme should be able to rejoin providing they have not removed and transferred out their pension contributions. The issue for some members, particularly those facing retirement in the short term is though continuity of service is attractive, it is only so if the offer of employment is at a salary/grade that is similar to one which they are currently on.
The jobs available are being made available on the web, although as stated above, some functions are ring-fenced as being business critical to Accenture Learning, applications will not be allowed from individuals who are business critical and those who are not in scope of the BT contract. In the case of the former there will be an opportunity to appeal against management's decision and this will be covered in the line managers briefing pack the relevant paragraph of which reads:
Appeals Process
If an individual is refused the option to re-deploy to BT because they are business critical they have the right to appeal against the decision. The following appeals process is the only appeals mechanism available in relation to the BT redeployment.
An individual who wishes to appeal must appeal in writing to their second line manager within 2 working days of their application being refused.
Their second line manager (or an alternative manager nominated by the Head of Learning) should hear the appeal within 3 days of receiving the reasons for the appeal (this timescale can be extended within reason and by mutual agreement where circumstances dictate).
The individual may request that a union representative or friend attend the meeting with them.
The second line manager must make a full record of the meeting which should be signed by both parties. The outcome of the appeal will be notified in writing within a further 2 working days.
The wording of the appeals process reflects the tight timeframes that all parties are operating in and the need to address concerns quickly.
Attached for the information of Branches is a slide pack used at a presentation for members affected.
Brian Healy
Assistant Secretary
Attachment

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386
Office of the Telecommunications Adjudicator Report
Branches were advised in Branch Officials Bulletin No. 50.2004, Paragraph 819 of the agreement reached in the Telecommunications industry on arrangements for Local Loop Unbundling. Attached for the information of Branches is a copy of the latest report.
I would wish to draw out the most worrying aspect for members in BT which is the current number of unbundled lines has reached 59,000 and that this is increasing at a rate of 3,000 per week. Not only is this an increasing rundown on BT's revenue whilst the cost base remains the same, this level of activity brings no incremental increase in revenue to BT.
Brian Healy
Assistant Secretary

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387
Accenture HR Services: Contribution Ratings Management Guidelines
Branches were advised in Branch Officials Bulletin No. 21/2005, paragraph 343 of the reasons behind the proposed changes to the MCS framework. Attached for the information of Branches is a copy of the management guidelines issued. In the embedded file entitled "Rating Guidelines - June 2005". This document contains detailed guidelines for managers on how to determine contribution ratings for those employees who have been absent for all or part of the performance year or those who have had a job change. The new changes are highlighted in red text. Also in addition it clarifies the definition on warning over performance.
Brian Healy
Assistant Secretary
Attachment

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388
One IT Care - Employee Engagement
The following is a report on part of One IT plans on Employee Engagement.
Following the recent CARE 2005 survey it is management's intention to track more closely and better understand the employee engagement issues impacting the One IT transformation. Therefore they will move to quarterly engagement measurement strategy, a key element of which will be an employee survey:

(a) The survey will track a subset of questions from the annual CARE survey as well as One IT specific and programme/function focused questions.
(b) They plan to conduct a census of the One IT population, and are currently assessing the feasibility of including the market side CIO teams.

The timeframe is:

(a) The first survey will open on 20th June for approximately 2 weeks.
(b) Survey results and insight will be presented back to the business by the end of July.

Once management have captured and studied the results, these will be presented to the One IT senior leadership and programme/functional management teams with insight, analysis and recommended focus for actions coming out of the survey, the objective being to link engagement levels and trends to programme action plans, business performance and transformation progress.
The Union will be meeting management in mid July to discuss the outputs and plans leading from the survey.
Brian Healy
Assistant Secretary

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389
Network Operations: Mobile Phone Usage
Management have advised the Union of the process that will apply when the quantity and costs of calls made to Voice/Mobile/0870/ Out of Hours* calls using the BT mobile phone have been highlighted as being unusual to the Business management team. The attached letter and bill breakdown is to be sent to people where usage is high and cannot be easily explained and the letter also reminds people of policy regarding personal usage.
Attachment
Brian Healy
Assistant Secretary

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390
BT Wholesale Operations: Apprentice Coach Description and Banding
Attached for the information of Branches is a copy of the agreed job description and banding.
Brian Healy
Assistant Secretary
Attachment

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391
Capacity Planning and Design
Branches were advised in Branch Officials Bulletin No. 21/2005, paragraph 339 of the ongoing restructuring of this unit. A number of road shows are planned and attached for the information of Branches are copies of the slides that will be used.
At present management are still working through the management levels. It is anticipated that CWU grades will lift and shift in their current roles. However there may be some instances where their current role is split. In these circumstances management will probably look to run a preference exercise, and will discuss the detail with the Union prior to any decision being taken.
Brian Healy
Attachment

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392
BT Wholesale - Centrica/AA TUPE
Further to Branch Officials Bulletin No. 21/2005 paragraph 333, Branches may wish to be appraised of an article which will appear in BT Today.
Brian Healy
Assistant Secretary
Attachment

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393
Newstart in BT Wholesale Products and Strategy.
Following the limited Newstart announcement in BT Wholesale Markets as reported to Branches in Branch Officials Bulletin No. 23/2005, paragraph 364, the Products and Strategy team, which is going through a structural reorganisation, and is making an offer of Newstart terms as per the attached letter. Within the overall BT operation of the Newstart scheme, Products and Strategy is a target group. The P&S team mainly consists of managers but there are 21 team members, predominantly in secretarial /PA roles.
Brian Healy
Assistant Secretary
Attachment

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394
One IT - Revised Performance Management Q&As
Branches were advised of the slight changes to the revised performance management framework and the assurances given in Branch Officials Bulletin No. 23/2005 paragraph 367. Attached for the information of Branches is a copy of Q&As that have been released.
Brian Healy
Assistant Secretary
Attachment

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395
Repayments Planning
Concerns have arisen within the Repayments Planning community over activity taking place. In essence concerns arose over perceived regrading which was taken up with operational management.
In response management stated that the ideas at present are simply related to blue sky thinking and are neither firm proposals nor internal management agreements.
Concepts being looked at are options that free up D1 graded people from some of their lower value work. This could include asking Network Build to do some of the pole surveying and also to have a central office to handle budgets, which may be C3 banding.
Management have given a commitment that if the review turns out any conclusions/proposals, it would be subject to the usual IR protocols.
Brian Healy
Assistant Secretary

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396
Rubicon - Southern Region Pilot
Branches were advised of the progress on Rubicon in Branch Officials Bulletin No. 17, paragraph 285 as it evolves into a full pilot across the Southern Region. The purpose of this report is to explain the modifications that have now been made with regard to how the pilot will operate.
The most significant change is that the pilot will now cover all Private Circuit provision work, including MUCJ, and not just those products that are covered by the Rubicon Templates. An element of job control will also move over as part of the trial to manage the provision work of those products that have not yet had a Rubicon template built.
Due to the skill mix of the people currently undertaking Private Circuit provision activities, management have decided that certain Private Circuit assurance work should also be undertaken by the Southern pilot to ensure the flexibility afforded by having the right resource levels that can flex between repair and provision activities. This decision is still being ratified with respect to Network Operations by the design team who are working with the ASD build team to ensure that the people can be adequately identified to fulfil customer requirements.
All organisational changes for this pilot are being designed to ensure the organisation is future proofed as far as is known today with respect to ASD.
The full scope of work to be undertaken in the Southern pilot is as follows:

o Rubicon Private Circuit provision (Wideband and Narrowband)
o Non Rubicon Private Circuit provision (Wideband and Narrowband)
o MUCJ
o Wideband (fibre) repair (cabling and jointing).

Exact numbers will be refined as management match the people's skills to the jobs and an update will be reported upon as soon as it is finalised.
With regard to how the individuals were selected for the pilot, in the main this was either a simple lift and shift exercise based on an individual's function / skill or, in some cases a voluntary exercise was undertaken where only a proportion of available resource was being moved into the pilot. The number of people transferring to Rubicon is the same as provides service today in the delivery units.
ND&I
All Wideband planning teams currently working within the Southern Region on Private circuit provision will be moved across into the pilot.
There is also a requirement for some routing resource to be included, and two volunteers from CARO will be seconded to the pilot.
Network Operations
All dedicated Private Circuit Provision fit and test teams working in Southern Region will move into the pilot.
In order to control the non Rubicon provision activity within the pilot, 9 volunteers from the DMU have agreed to become part of the pilot in the scheduling function.
Network Build
All Network Build Wideband external teams working on Private Circuit Provision and Fibre Repair in Southern Region will be lifted and shifted into the pilot. This will include the Wideband work allocators and 12 Precision Test Officers (PTOs).
Wholesale Markets
20 volunteers have been identified within Wholesale Markets, to move into the pilot to work on required job control activities.
CNS
A further 20 volunteers from CNS will be moving into the Southern pilot on required job control activities.
Operational Support Teams
Each Area manager will have admin support and there will be admin pool(s) that the PST teams will use.
People will transfer to temporary OUCs on the 1st July and from then until the 14th July when the pilot is officially launched. They will continue performing their roles as they are at present receiving work as they do today. However they will report into their new Rubicon manager as this will need to be in place to support ASD and management will also use this time in between to on-board people (introduce them to the purpose behind Rubicon). The pilot will run for a 3 month period. All output from the pilot will be measured against various success criteria which include customer measures such as Mean time to provide service and Normal CFM measures and how the work flows and organisation and job design.
There have been no changes to the principles of the pilot that were discussed and agreed with the Union.

o All individuals will be seconded to the pilot organisation on a temporary basis for the duration of the pilot.
o There will be no changes to individual's Terms and Conditions.
o Management will not be looking to change anyone's existing attendance arrangement during this pilot (but may ask people to be flexible to optimise team performance).

It is agreed that there will be a joint one day conference with the Union in September/October to discuss the output of the trial before any further decisions are made.
Brian Healy
Assistant Secretary

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397
Capacity Planning & Delivery Organisation - Management and Function Structure
Further to the initial details announced in Branch Officials Bulletin No. 21/2005, paragraph 339, attached for the information of branches is the outline structure and internal notice that has been released.
Brian Healy
Assistant Secretary
Attachment
Attachment

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398
Capacity Planning and Delivery - Automated Attendance Management System Introduction in 21CN Core Planning and Node Planning
The Union has been advised that the introduction of Automated Attendance Manager (AAM) to the Capacity Planning and Design Node Planning and Implementation arena will be extended to the above. The rationale is as reported to Branches previously in Branch Officials Bulletin No. 9/2005, paragraph 159. This is a standard system already in use in the Network Operations, Build and Field Services sectors of BT for attendance management that enables auto-logging of absences, annual leave and overtime of team members and has links into NJR.
AAMv6 will be introduced into the Power & Cooling and Network Infrastructure planning teams. This would cover around 400 team members on OUC NRJG. Further units within 21CN Core Planning may be migrated in the financial year.
Brian Healy
Assistant Secretary

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399
Capacity Planning and Design - Midlands Project
Nationally the above named project came to the Wholesale Executive team's attention. Principally this is a localised initiative arising out of performance comparisons.
The attached presentation outlines the issue which will be investigated. The mapping of activities will take up to a month depending on how many people are involved. Line management is aiming to have generated proposals during summer, with roll-out in June/July to the Midlands teams. Then if successful, national roll-out timescales will depend on how many changes are required. There is a commitment to consult if appropriate on proposals that are generated that have a national dimension and to date the Union has not received any.
Some early quick wins have already been identified and they are also attached.
Attachment
Brian Healy
Assistant Secretary

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400
NDI - Implementation of Volume and Investment Planning Analysis (VIPA)
The Union has received a presentation on VIPA which was designed and built by a team member to provide managers with benchmark information on the planning teams in terms of planning and plan do volumes, Departures from Estimate (DFE) and booking practices. It has been stated by management that this data will not only support discussions on workload issues but will also assist managers in identifying areas where individuals can share best practise or may require some additional coaching on a particular aspect.
A number of teams have already trialled the system. The feedback from both the managers and team members was reported as being positive and has also enabled a number of modifications to the system, including a password to ensure that 1st line managers can only see their teams' data in detail.
It is now the intention to formally roll the system out to the 7 planning patches from May 2005. In the discussions that the Union has had on the use of the data, it was a requirement for a clear and agreed line managers' guidance statement, a copy of which is attached for the information of Branches. As agreed, the tool will not be used as a sole source of evidence for performance issues as it is accepted that managers will need to look at job complexity, attendance and other responsibilities to establish whether the VIPA figures are a true reflection of the individuals output.
Brian Healy
Assistant Secretary
Attachment

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401
Accenture HR Services - Discipline and Appeals Policy
Discussions have taken place with the company to bring the policy up to date and in line with Employment Relations Act 2004. This is attached for the information of Branches and takes into account the ACAS Code of Practice and statutory Disciplinary and Dismissal procedure.
Additionally, the company has agreed changes in the role of a friend/trade union representative, so that they can answer questions on behalf of the member. This facility exists where it is jointly agreed and will be withheld if management believe that it would hinder the conduct of the meeting or it requires a direct response from the member.
Brian Healy
Assistant Secretary
Attachment

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402
Network Operations - Pension Communications
It has come to the attention of the union nationally that Xansa (BT's payroll processor ) do not seem able to process Sunday hours as part of scheduled standard hours (i.e double time pensionable). For some reason NJR does not appear to give the Xansa pay system the information it needs or the Xansa system does not recognise the NJR data as Sunday standard hours. It appears people have been mistakenly booking Sunday overtime which has been translated as 1.75 and non pensionable.
Attached is a letter that will go out to assure members that BT are aware of the problem and that arrangements are in-hand with regard to backdating and from this week how these hours will be captured properly.
Brian Healy
Assistant Secretary
Attachment

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403
Project Touchpoint - Integration of Bonus Schemes
There was one outstanding piece of work from Project Touchpoint and that was the bonus arrangements to apply. Whilst the company did not proceed to integrate the functions in Network service, it did expect and wanted to see over a period of time a closer working relationship. To encourage this, discussions took place around linking and integrating the two differing bonus schemes. Attached for the information of Branches is a copy of the outcome of those discussions.
This is the letter sent to all Operations Engineers and Area Operations Managers in both Last Drop & Access a few weeks ago to advise them of the introduction of the new Access bonus scheme and the modification of the Last Drop bonus scheme to incorporate the 20% crossover triggered by the performance of their fellow Access colleagues against their own bonus targets. It should be noted that the company has agreed that the targets are local and take into account the differing infrastructure and historical performance. The union has also retained payments of bonus on a monthly basis for Last Drop OEs however, the union nationally would welcome receiving views on whether to continue to retain or to move to a quarterly payment.
This now concludes all elements of Project Touchpoint.
Brian Healy
Assistant Secretary
Attachment

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POSTAL
404
Self Audit Master File
The attached exchange of correspondence is published for information purposes.
Any enquiries to Bob Gibson's Office quoting reference 690
Att: PE8

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405
Annual Conference Decisions - Parcelforce Worldwide
For the information of Branches reproduced below are the motions that were carried relating to the Parcelforce Business and that fall within the remit of the Parcels, Logistics & Quadrant Department.
Section 1 - Pay and Related Matters - Postal Industry Group Conference
Category A
Motion 1.10
Conference agrees that the achievement of the CWU and Parcelforce in turning the fortunes of the business around is unprecedented in the parcels industry and although our work is far from complete, Conference agrees the time is now right to develop a strategy to achieve parity of pay with our (OPG/OSG) colleagues in RM and Logistics. This strategy should build upon the achievements of our current business recovery agreements and should be achieved by our 2007 pay date. The Postal Executive is instructed accordingly.
Category A
Composite Motion 1 D
Conference agrees to note with concern the difficulties some areas of the country now have in getting volunteers for Saturday working. We believe a new Saturday attendance payment should now be made of £10 per hour in an effort to safeguard the service. The Post Executive is instructed accordingly.
Category A
Motion 1.55
Conference agrees that any person performing part of a duty, where the full duty attracts a skills allowance higher than their own attached skills allowance then the person will be paid pro rata of the higher skills payment for the time spent on that duty. The Postal Executive is instructed accordingly.
Section 3 - Packages & Express Conference
Category A
Motion 3.3
Conference agrees that the role of a CWU Industrial Engineer is vital to the confidence of CWU Representatives in dealing with a productivity driven parcel business and to ensure that the membership are given realistic workloads and expectations against the backdrop of the nationally agreed utilisations. The National Officer is instructed to negotiate with Parcelforce for a substitute CWU member to be assigned and trained if necessary, to cover periods of absences and to assist on specific projects. The Postal Executive is instructed accordingly.
Category A
Motion 3.6
Conference agrees that the Postal Executive negotiate an allowance which is paid to all members who perform any form of driving during their normal duty. The Postal Executive is instructed accordingly.
Category A
Motion 3.8
Conference agrees that a Joint Working Party should be established to evaluate the viability of bringing Direct Pallet Service Work back into the Parcelforce network. The Postal Executive is instructed accordingly.
Category A
Motion 3.9
Conference agrees that any future recruitment of staff must include the facility for the depot/workplace unit rep to speak to all new entrants for a minimum of 1 hours.
This time will be used to recruit new members to the CWU, it will also allow the rep the opportunity to highlight some of the agreements the CWU currently have in place within the depot/workplace and allow the representative to have the opportunity to monitor the level of professional traning the new entrant has had. The Postal Executive is instructed accordingly.
Category A
Composite Motion 3 B
Conference agrees that lifelong learning is an integral part of the blueprint agreement and as such should now be moved forward. It is important that for this project and our members to flourish, then match time learning for study and ULR facilities must now be put in place. The Postal Executive is instructed accordingly.
Category A
Motion 3.16
Conference agrees that there is the need to allow all members to receive free eye care funded by the business. Any agreement reached by the PEC is to be implemented no later than three months from the end of this Conference. The Postal Executive is instructed accordingly.
Category A
Composite Motion 3 D
Conference agrees that it is important for the Parcel Section to now restart its education programme and run courses specifically for Parcel Representatives. The Postal Executive is instructed accordingly.
Branches will be kept updated of progress via the normal channels. All enquiries regarding the above should be addressed to Terry Pullinger, Assistant Secretary, quoting reference 002.

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406
Annual Conference Decisions - Logistics
For the information of Branches reproduced below are the motions that were carried relating to the Logistics Business and that fall within the remit of the Parcels, Logistics & Quadrant Department.
Section 1 - Pay and Related Matters - Postal Industry Group Conference
Category A
Motion 1.35
Conference agrees and recognises the fact that the current Royal Mail Pay for LGV drivers in inadequate. To this end the Postal Executive are instructed to negotiate a new pay scale that is commensurate to the skill of driving LGV's.
Furthermore Conference agrees that the Postal Department is instructed to enter into an urgent review with the employer regarding all aspects of changes that are needed to all driving duties within the Royal Mail Group following the introduction of EU Driving Hours and the Working Time Directive. The aim of the review will be to address earnings implications and any potential reductions in earnings opportunities.
To assist the review the Postal Department will create a Drivers' Working Group which will include Branch, Area and Divisional Representatives. The Postal Executive is instructed accordingly.
Category A
Motion 1.36
Conference agrees that there is a training programme for LGV Driver resourcing within the Royal Mail Logistics. Furthermore Conference also agrees that the present pecking order will be adapted to make the system more fair and equal to all employees of the Royal Mail Group.
At present LGV training pecking order is done by giving the people who work within Royal Mail Logistics priority, followed by Royal Mail Letters, then it proceeds down the pecking order of Parcelforce, Quadrant, Romec etc.
There is no list of names available with a pecking order you can check, as this could change from day to day with Logistics staff always being given priority. If there is to be a system in place for LGV training to prevent outside agency staff being used, let us put our people in order of application where we would have a continuous training programme for all members of the Royal Mail Group.
Training list of names, for pecking order should be for each region by geographical area were LGV work is required.
To give a continuous cycle programme for training the following sample will be the way forward:
1. Training list of names
2. Training Programme
3. Reserve Pool of Drivers
4. LGV Drivers available.
This list is not exhaustive. The Postal Executive is instructed accordingly.
Category
Motion 1.78
Conference agrees and instructs the incoming Postal Executive to negotiate the removal of abatements to bonus under the interim indoor productivity and drivers incentive schemes for periods of sickness and ill health. The Postal Executive is instructed accordingly.
Branches will be kept updated of progress via the normal channels. All enquiries regarding the above should be addressed to Terry Pullinger, Assistant Secretary, quoting reference 002.

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407
Annual Conference Decisions - Quadrant
For the information of Branches reproduced below are the motions that were carried relating to the Quadrant Business and that fall within the remit of the Parcels, Logistics & Quadrant Department.
Section 2 - General Issues - Postal Industry Group Conference
Category A
Motion 2.8
Conference agrees and views with concern the recent notification by Royal Mail of their intention to carry out a consultation exercise with our members without the agreement of the CWU, to establish their own catering strategy we believe this strategy will have a major impact on job security of our members within Quadrant.
Therefore we instruct the executive to establish a working party to form our own catering strategy for the future. The working party should:

o Look at the costs to Royal Mail of Quadrant operating the Catering service.
o Establish the benefits to Royal Mail of the Joint Venture.
o Establish the benefits to the CWU membership of the Joint Venture
o Establish the benefits and viability of bringing Quadrant back in house.

This list is not exhaustive. The working party should be drawn from the Postal Executive, Quadrant Area Representatives, Branches, Field Officers and the Research Department etc.
If the working party should establish that it is a viable option to bring Quadrant back in house, then this policy should be pursued by the Postal Executive by all means possible before the end of current contract between Royal Mail and the Compass Group. The Postal Executive is instructed accordingly.
Branches will be kept updated of progress via the normal channels. All enquiries regarding the above should be addressed to Terry Pullinger, Assistant Secretary, quoting reference 002.

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408
Annual Conference Decisions - PTS Section
Please find attached the decisions of Annual Conference for Section 6 issues that fall under the remit of the PTS department.
We have also placed the motions on our website and have informed members that it will be regularly updated when necessary.
Ray Ellis
Assistant Secretary

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409
Annual Conference Decisions - Indoor Department
I have detailed below for the information of Branches and Representatives the terms of the Motions that were carried at the Royal Mail Sectional Conference that fall within the remit of the Indoor Department. I have also included the motions which are the joint responsibility of the Indoor and Outdoor departments. Future negotiations/actions will now take into account the policies contained within these Motions.
Indoor Department
Motion 5.55
Conference agrees that protection/improvement of quality of service and social and environmental issues should be at the forefront of the union's response to any proposals from the Business to review the Mail Centre Network. In line with this policy and the report from the National Sub Group the following strategy in respect of the network and new technology should be:

o That the union negotiates, if possible a moratorium on any future proposals to reduce the current Mail Centre Network
o Generic campaign material should be developed that can be used in conjunction with any campaign against a Mail Centre closure
o Carry out a national campaign to protect the current network, if and when appropriate, using Quality of Service, social/economic arguments and the provision of a publicly owned postal service to the customer
o That all new agreements relating to the deployment of new technology should include the ability of the union to influence the siting of equipment to minimise disruption and that the savings are captured.

Conference also agrees that the initial considerations/report by the National Sub Group has proved to be beneficial and will be of assistance in formulating future strategy and Postal Executive/union policies.
The union should therefore continue to develop its future strategy for the Mail Centre Network with regular consultative meetings with the field representative at both divisional and area level.
The terms of this motion will also be moved forward along with the wider review on pay terms and conditions. The Postal Executive is instructed accordingly.
Motion 5.49
Conference agrees that wherever possible the PEC negotiate a skills allowance for all OPG duty holders that are required as part of their duty to use a computer or a computerised till. This will include duties that are presently graded as core and specialised work and would include Addressograph, Balance of Staff, Bookroom, Callers Office, Priority Services, Revenue Protection, Traffic Office etc. (the list is not exhaustive).
Ideally this should be outside of national pay negotiations and would be an amount equal to the present and future TPM allowance. However Conference recognises that in the present business climate this may not be possible and therefore this policy will be borne in mind when negotiating related issues. The Postal Executive is instructed accordingly.
Indoor/Outdoor Departments
Composite Motion 5E
Conference agrees that the Individual Performance Standards agreement has served our members well when it has been applied correctly. Conference is therefore concerned that the business are attempting to breach the agreement in an effort to increase productivity. This is clearly outside of the terms of the national agreement. With this in mind the Postal Executive are instructed not to agree any changes that worsen the current National Agreement. The Postal Executive is instructed accordingly.
Composite Motion 5H
Conference agrees to note with concern the introduction of an initiative title 'The Royal Mail Way'. It further recognises the initiative as a thinly disguised attempt to introduce Team Working, continuous improvements etc. into the industry. It is well documented that such schemes have as an underlying objective the undermining of Union influence within the workplace. This is not in the best interests of the membership.
This Conference therefore resolves to:
1. Oppose the introduction of Team Working [in whatever guise] within Royal Mail by all means necessary.
2. Commence a continuous and ongoing awareness campaign amongst activists within the CWU.
The Postal Executive is instructed accordingly.
Composite Motion 5 I
Conference agrees and notes that no report has been forthcoming on the matter of the carriage of Composite Motion O carried at Annual Conference 2004 concerning the abuse of Work Time Learning Sessions.
Conference therefore agrees that this motion must be pursued with urgency. The Postal Executive is instructed accordingly.
Note by SOC
Composite Motion O
Conference agrees that since the introduction of Work Time Learning in Royal Mail, it is clear that management have been misusing this process to the extent that many WTL sessions are no more than managers giving out propaganda on behalf of Royal Mail.
Conference agrees therefore that the Postal Executive enter into urgent talks with Royal Mail with a view to agreeing a national framework as to what is and is not acceptable subject matter to be included in WTL sessions. This framework would take into account acceptance that scope would be included for local variations as long as this had been agreed beforehand with the local CWU. The Postal Executive is instructed accordingly.
Motion 5.81
Conference agrees that the new entrant agreement will not have a maximum of practical sorting training hours within the training programme. The Postal Executive is instructed accordingly.
Emergency Motion 5
Conference notes with concern Managements attempts in the North Wales/North West Division to trial an initiative entitled "Let's talk about" it further notes that the intention is to roll the initiative out to other areas should it prove successful. However there has been no CWU involvement and we view the initiative as an attempt to undermine the agreed collective bargaining processes. This is verified by the following extract from a briefing given to the staff last week:
"Greater daily involvement enables you to influence issues that matter to you by giving you the chance to contribute towards ensuring that any proposed changes that may affect you in your day to day work are introduced smoothly and benefit everyone" the involvement mentioned will take the form of a 5 minute "team huddle" at the beginning of each Shift.
Throughout the briefing (two and a half pages) there is no mention of the CWU or the Industrial Relations Framework as mechanisms for introducing change in the workplace. We further note with concern that it is no coincidence that the trial is due to commence the week of Conference. This Conference therefore reaffirms the long standing policy that all trials should be overseen nationally with fully agreed terms of reference. We therefore instruct the Postal Executive to ensure that the, so called, trial is ceased and that no further trials on any issues commence without full nationally agreed terms of reference. The Postal Executive is instructed accordingly.
Any enquiries regarding the content of this paragraph should be addressed to Martin Collins, Assistant Secretary, Indoor Department, quoting reference L.790.05.

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410
Vehicle Telemetry
It has been agreed with Royal Mail that there should be a trial of this system at Bradford. Its aims include the need to improve the utilisation of vehicles, reduce the risk of accidents and improve driver training.
The Terms of Reference for the trial, which have been agreed by the Postal Executive Committee, are reproduced as an attachment.
Any enquiries to Bob Gibson's Department, reference 300.01
Att: PE9

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411
Bognor Regis Dispute
Members will be pleased to learn that following the Emergency Motion debated at Annual Conference in support of our members at Bognor Regis, we have now reached an agreement acceptable to our members and as a consequence the dispute has been resolved.
The agreement will ensure that our members concerned receive the £26.28 payment immediately, and backdated to 6th December 2004. We are satisfied that the working arrangements will be compliant with the national agreement, including the deliveries being fair and manageable.
The Solent Amal branch, and in particular the members at Bognor Regis wish to express their appreciation for the support given by the delegates at Conference and we are sure that this helped to achieve the excellent outcome.

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412
Debate on Motion 5.38 (Cars on Delivery) at Annual Conference 2004
During the debate at this year's Annual Conference there was some discussion about statements which were alleged to have been made from the platform at Annual Conference 2004 in relation to this subject.
A transcript of the speeches made in moving and replying to the 2004 debate has been made and this confirms that no assurance was given to the effect that an agreement with Royal Mail was imminent at that time.
A copy of the transcript will be provided on request to any Branch which requires it.
Any enquiries to Bob Gibson's Department, Ref 780.12
Att: PE10

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413
Walk Sequencing Trial
A trial recently took place at Southampton MC to test the capability of IMPS and LSMs with regard to walk sequencing mail into postcode sequence.
The earlier trial established that the existing kit is capable of walk sequencing mail and as a consequence the trial is now being extended in to a delivery office. The objective of this trial will be to identify the impact of walk sequencing on the indoor operation of a delivery office, and to see if walk sequenced mail can be integrated into the prep element.
This extension of the trial will also test the capability of address interpretation to provide delivery point sequenced mail, which if achievable, will also identify the impact of this type of sequenced mail on the indoor operation of the DO.
The attached terms of reference has been agreed with Royal Mail and the PEC to enable the extension of the trial to take place at Bitterne DO, which is served by Southampton MC.
Any enquiries to Bob Gibson's Department, reference 535.04
Att: PE11

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