WEEKLY INFORMATION FROM THE COMMUNICATION WORKERS UNION
SUMMARY
Attachments or LTB's can be
emailed or downloaded from the National Site
Volume 10 Issue 26 Paragraphs 414-429 8 July 2005
SUMMARY
GENERAL
414 Headquarters Printing and Reprographic Services
415 CWU Annual Conference 2006
416 Gloucestershire Amal Branch - Andrea Brusheen Appeal
417 Equality & Diversity Mandatory Training for
Branch Officials
EQUAL OPPORTUNITIES
No items this week
HEALTH AND SAFETY
418 Low Level Letter Boxes - Early Day Motion
supporting the CWU campaign by David Hamilton
MP for Midlothian (EDM 381)
419 A Report of the Health and Safety Fringe Meeting
CWU Annual Conference 2005
TELECOMS
420 Accenture HR Services - Rentokil Contract for
Resourcing Services
421 Accenture HR Services - Royal & Sun Alliance
Contract for Absence Management Services
422 BT Wholesale - IT People
423 Accenture HR Services - Equal Pay Audit Update
424 Capacity Planning and delivery: Re-organisation Update
425 Capacity Planning and Delivery: Routing Solution
Lunch Breaks
426 Network Engineering Journey - Update Report
427 Accenture HR Services - BT Learning Contract
POSTAL
428 Postal Outdoor Department - Annual Conference Decisions
429 Parcelforce Worldwide Disability Monitoring Exercise
LETTERS TO BRANCHES
308 30/06/05 Securicor Pay 2005 - Nigel Cotgrove
309
30/06/05 FRS - Ian Cuthbert
310
30/06/05 Field Service - Vehicles - Ian Cuthbert
311
30/06/05 Low Level Letter Boxes EDM - Dave Joyce
312 30/06/05 Retirement Age Survey - Bill McClory
313
01/07/05 02 Retail New Contracts - Jeannie Drake
314
04/07/05 Anti-Privatisation Campaign - GS
315
04/07/05 STUC Disabled Workers Conference - Steve Baguley
316
05/07/05 Project Custard - Cleaning in BT Buildings - Simon Sapper
317
05/07/05 Modern Apprecenticeships - Bob Gibson
318
05/07/05 BT's Employee Privacy Policy - Simon Sapper
319
05/07/05 Anti-Privatisation Campaign (2) - GS
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GENERAL
414
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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415
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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416
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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417
Equality & Diversity Mandatory Training for Branch Officials
In line with Conference policy, we now require branches to submit
applications for the following mandatory Equality & Diversity courses.
These courses are being held in the Eastern Region:
Tuesday 26th July - Ipswich
Wednesday 27th July - Ipswich
Monday 1st August - Norwich
Tuesday 2nd August - Norwich
Further dates and venues for other regions will be published in due course.
Nominations should be made on an application form for Union courses
and returned as soon as possible 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
HEALTH AND SAFETY
418
Low Level Letter Boxes - Early Day Motion supporting the CWU
campaign by David Hamilton MP for Midlothian (EDM 381)
Reproduced below for your attention is an Early Day Motion tabled in
the Commons by David Hamilton MP for Midlothian. I have written
thanking David for his attention to this issue and support which is
very much welcomed. Our campaign has drawn widespread support with
cross-party support within the Commons and every MP approached either
by this HQ or by our local branches giving their support and writing
to the Deputy Prime Minister's Office. Various local authorities, the
National House Builders Council and other Industry Stakeholders have
conveyed their support. In fact it appears that the only individual
not to support the enshrining of the EU Directive into UK Regulations
is the Deputy Prime Minister who has ultimate responsibility in the
area. I have written to CWU supported MPs requesting that they add
their signatures and support to EDM 381 and local Branches and
Officials who contacted local MPs previously may wish to do similar.
All the support we can get in continuing our campaign will obviously
strengthen our arguments.
21.06.2005
EDM 381
Low Level Letter Boxes
That this House supports the campaign by the Communication Workers
Union calling for Government action on the problem of low level
letter boxes; notes that there are around 3,000 back injuries to
postmen and women each year in Royal Mail and that delivering to low
level letter boxes at the base of a house front door forces postal
staff to stoop to ground level whilst carrying a satchel of mail
weighing up to 16kg (35lbs) and causes a serious risk of back strain;
considers that the Government should implement the specifications set
out in current European Standard (EN 13724) covering private letter
boxes, which for ergonomic and safety reasons specifies the height,
positioning and design of letter boxes in order that the safe
delivery of mail can be made without the risk of injury; and further
notes that the standard sets down that the centreline of the letter
box aperture should be at a height between 700 mm (2ft 3.5inches) and
1700 mm
(5ft 7inches).
Hamilton, David
An Early Day Motion, or EDM, is a motion put down ("tabled")
by Members of Parliament calling for a debate on a particular
subject. In practice, there is rarely time to debate EDMs nowadays
and their true modern-day purpose is to enable MPs to draw attention
to an issue and to canvass support for their views by inviting other
Members to add their signatures in support of the motion. Members may
also table amendments to existing EDMs. EDMs, amendments to them, and
the names of signatories to both, are circulated in the Vote Bundle,
the daily working papers of the House of Commons. EDMs can often
attract a great deal of publicity, and many people regard them as a
gauge of opinion.
Any enquiries should be addressed to Dave Joyce, National Health,
Safety & Environment Officer quoting ref. C32.
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419
A Report of the Health and Safety Fringe Meeting CWU Annual
Conference 2005
A very successful and well-attended fringe meeting was held at CWU
Annual Conference on Sunday 12th June 2005. The meeting was attended
by over 100 delegates from the CWU Annual Conference and the Guest
Speaker was Hugh Robertson the Senior Policy Officer for Health and
Safety at the TUC.
National Health, Safety and Environment Officer Dave Joyce opened the
meeting on behalf of the Health and Safety Department and introduced
Hugh in his role as TUC Health and Safety Officer. Hugh is also on
the Industrial Injuries Advisory Committee and is a Health and Safety
Commissioner. Hugh started by congratulating to the CWU for being a
Union that takes its Health and Safety seriously. He said this was
proven by the fact that so many delegates turned up for the Health
and Safety fringe meeting. Hugh said that Safety Reps really make a
difference in the workplace for a number of reasons.
50% less accidents occur in workplaces where the Union is involved.
Where there are Safety Reps in the workplace there are less injuries
at work, the workplaces are more healthy and workers are more
confident about reporting Health and Safety issues to a Union Rep.
Hugh said there are 10,000 Safety Reps trained each year by the TUC
and by the Union. They know more about Health and Safety than the
Managers and the most serious risks that have been discovered at work
have been discovered by Union Safety Reps. He cited instances of this
as being Asbestos, Acoustic Shock where the CWU is at the forefront
and also nanotechnology. Other areas that have come to the fore
because of the work of the Union Safety Reps are manual handling and
driving.
Hugh said that the TUC have recently produced a booklet called the
Union Affect which documented the success of the role of the Union
Safety Reps. He also said that Health and Safety was one of the main
reasons why people join and also stay in Unions and many members
think it more important of an issue than even pay. Hugh went on to
say that the Health and Safety Work Act is now over 25 years old. The
workplace has changed and the law needs some changes made. Hugh said
that the USRs are able to call in Enforcement Agencies; they have a
legal right also to raise any issues with Employers, although
currently there is no legal right for Employers to respond. Hugh said
that a new law needs to place into it a requirement via the Employer
to respond to issues taken up by Safety Representatives. He said
there needs to be a whole cultural change on Health and Safety.
Employers need to take enforcement seriously. Every year he said 250
workers are killed at work in the UK. Everyone is avoidable and the
HSE say that most accidents come out of management failures but Hugh
pointed out that the 250 deaths each year at work are only the tip of
the iceberg, they do not include such things as accident road
accidents whilst people are at work and deaths from illnesses such as
asbestosis which have been contracted by workers whilst they are at
work. He says that an estimate really of the amount of people who die
because of work is more likely 10,000. 25,000 people each year have
to give up work because of injuries or ill health sustained at work
and over a million are injured or suffer ill health because of
accidents or ill health. He contrasted this with the fact that only
1,300 convictions have taken place on Health and Safety matters since
the inception of the Health and Safety at Work Act. An average fine
is £10,000 and the number of people jailed because of Health and
Safety issues is only 5. Hugh said that with regards to HSE
Inspectors there are not enough and the numbers are falling every
year. He said there needs to be more Inspectors and greater fines. He
also went on to say that the TUC supports a new Corporate Killing
Bill but it needs to be tougher. Hugh said that the TUC were not
looking for Managers to be made scapegoats but that criminal
liability should apply to the corporate body of Companies and there
needs to be proper legal binding duties on Directors of Companies and
new law on Corporate Killing, more inspectors, more powers for Safety
Reps and he said that the list does not just come from the TUC but it
came from the deliberation of the recent parliamentary Select
Committee on the role of the Health and Safety Commissioner
Executive.
Hugh said that employers have been getting away with murder and we
need to stop this.
Questions from Delegates to Hugh were on the issues of:
o Corporate Killing
o Enforcement of Heath and Safety
o Government position on the powers of Safety Reps
o The Health and Safety Executive
o Workers Safety Advisors
o Maximum Working Temperature.
At the end of the successful meeting National Health, Safety and
Environment Officer Dave Joyce summed up by thanking Hugh and
endorsing the remarks that had been made by Hugh in the meeting.
All enquires regarding the above should be addressed to Dave Joyce,
National Health, Safety & Environment Officer quoting ref: A1.
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TELECOMS
420
Accenture HR Services - Rentokil Contract for Resourcing Services
Accenture signed a $1.3million contract with Rentokil to deliver
Resourcing Services. Rentokil is part of Rentokil Initial plc, which
is one of the world's largest business service providers in hygiene,
safety, security, facilities management and parcel delivery, with
more than 93,000 employees operating across more than 40 countries.
This is a 4-year deal, with Accenture HR Services delivering a single
service provision in Resourcing. This is a significant first step
with this large global company.
This service, which is a full Resourcing service is being delivered
from the HR service delivery centre in Milton Keynes, providing
dedicated recruitment support to pest control business line managers
in the UK. Using the "Recruitmax" recruitment solution
system, the service includes: sourcing candidates through a detailed
selection process and on-line testing to offer production and
reference checking. It is hoped to grow this activity. There has been
no TUPE activity but has led to 10 extra posts which has meant a
reduction in the levels of VR required as previously announced.
Brian Healy
Assistant Secretary
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421
Accenture HR Services - Royal & Sun Alliance Contract for
Absence Management Services
Accenture has signed an approximately $10 million - $13 million
contract with Royal & Sun Alliance (RSA) to provide Absence
Management services to its UK employees. RSA is one of the world's
leading multinational insurance groups; it employs 27,000 people in
130 countries. This 5-year contract, with an option to extend to 7
years, will provide absence management services to Royal & Sun
Alliance's 11,000 UK based employees. The service will focus on
frequent and long-term sickness absence management, rehabilitation
for employees returning to work with restrictions due to ill health,
occupational health referrals, pre-employment assessments and the
introduction of a Total Health Management programme.
The full Absence Management service will go live in October 2005 and
will be delivered from the HR Service delivery centre in Yarnfield
Park, providing dedicated support, and includes a self-service
reporting facility via SAP for RSA managers in the areas of absence,
holiday and overtime reporting. This has resulted in an increase of 5
posts, which has meant a reduction in the levels of VR required as
previously announced.
Brian Healy
Assistant Secretary
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422
BT Wholesale - IT People
One of the key elements of the One IT strategy as announced in Branch
Officials Bulletin No. 4/2005, paragraph 228, is the identification
of people whose work naturally fits into one of the 29 key IT
programmes.
One of the other aspects of this was to do with moving all BT IT
people into One IT. The exact wording was:
o "We will implement a One BT IT Organisation - with clear
reporting lines and aligned incentives for all IT resources"
o "All LoB IT resources will be consolidated in a common
resource pool except for the LoB CIO teams and a limited number of
non-project IT resources"
o "LoBs will not hire their own IT staff, negotiate their own IT
sourcing contracts or decide their own IT structure".
The Wholesale Executive Board have now signed off a plan to commence
the identification of IT people in Wholesale. Once identified and
agreed with the lead from each area, these people will move into One
IT. The definition of "IT people" is anyone who works on
the "Core IT Activities" in the attached slide. The
rationale is that cost savings can be made by BT (this formed part of
the One IT business case) if the people (and their work) are
consolidated in one place.
Brian Healy
Assistant Secretary
Attachment
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423
Accenture HR Services - Equal Pay Audit Update
The purpose of this briefing is to provide a status update regarding
the Equal Pay Audit which we have been working on with Accenture HR
Services management.
Following the Equal Opportunities Commission guidelines in conducting
the Equal Pay Audit and they have concentrated analysis on comparing
basic salaries for men and women in Senior Associate levels and below
who are doing work which is the same or broadly similar (e.g. in same
Generic Job). The objective was to research all pay gaps of 5% or
more and where it could not be identified as a "Material
Factor" (a legal term which is a justifiable reason for the pay
gap that was not associated with the gender of the employees) we will
need to address the pay gap.
To provide some context around what was involved in the analysis of
the stages that we have followed:
o Identifying a total of 226 generic jobs within the company
o From the 226 jobs a total of 47 generic jobs had a male and female comparator
o From the 47 jobs a total of 36 had a 5% pay gap or more, this
concurred with 181 employees
o Analysing indepth the 181 employees, we have identified
"Material Factors" which justified the pay gaps for 172 of
those employees.
The material factors were as follows:
o Implementation of the Career Model - With the implementation of the
reward model the mapping of the old BT grades into the new career
levels for HRS (Associate 1, Associate 2 etc.) resulted in a total of
8 levels having to map across to 5 new career levels i.e. mapping all
B1 and B2 employees over to Associate 2 and all C1, C2, C3 & D1
levels into Associate 1. Because of this there were a number of
employees who were in the same generic role and career level however
they were previously mapped to a different BT level resulting in a
difference in salary. These differences will disappear by further
annual pay discussions.
o TUPE Transfers - A number of employees who were employed by a
previous employer were rewarded increases by their previous employer
based upon different sets of criteria i.e. length of service, level
etc. When those employees were TUPE'd across to HRS they were bound
under TUPE regulations to retain their terms and conditions resulting
in a number of employees being TUPE'd across on different salaries,
therefore being placed into the same generic job as other employees
resulting in a difference in salary between employees in the same
role. There is case law to support this justification. Once again
these differences will disappear by the operation of the Career Model
in the annual pay discussions.
o Length of Service - Due to the nature of the company organisation
it has a large number of employees with continuous service from their
previous employer therefore because of this there is a huge
difference in the experience, skills and knowledge that is associated
with those employees in comparison to direct hires resulting in a
difference in salary.
o Skills & Qualifications - Within some of the generic roles
there is a need to have a number of years service or specific
qualifications to carry out the role. Where employees are not fully
qualified or do not have the same level of experience for the role
there is a difference in salary as a result of this.
o Location - Employees who are located in different geographies but
still carrying out the same role do not necessarily warrant the same
salaries due to elements such as local variations in the market rates
(London Weighting) for starting pay and also flexibility in
recognising previous skills and experience.
The current status is 9 employees where there is no clear material
factor to explain the pay gap and therefore there is a need to
undertake some further analysis on these employees. The HR Business
Partners will be working with each of the service line leads in the
following areas to try and understand the reasons behind these pay
gaps for these final 9 employees.
o Learning
o Resourcing Services
o Performance Management Services
o IT
If the pay gaps cannot be justified, the company has a legal
obligation to close the gaps over a reasonable period of time and
where possible, both the Unions and the company will look to address
these during the FY05 salary review process.
Brian Healy
Assistant Secretary
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424
Capacity Planning and delivery: Re-organisation Update
Branches would wish to note the recent update to that published to
Branches in Branch Officials Bulletin No. 25/2005, paragraph 391.
Attached is the latest management structure and an associated
briefing sent out by the Head of CPD.
Brian Healy
Assistant Secretary
Attachment
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425
Capacity Planning and Delivery: Routing Solution Lunch Breaks
Following notification of activity at a local level over changes to
lunch breaks, information was sought from management nationally and
attached for the information of Branches is their covering letter
explaining the rationale.
Brian Healy
Assistant Secretary
Attachment
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426
Network Engineering Journey - Update Report
The Wholesale Executive team have met with management to discuss
areas of concern regarding the developments on NEJ.
The Union sought clarity on savings in terms of posts. Management
stated that NEJ will lead to revised processes in planning and
e-records with a considerable impact on FTE numbers in these
organisations. E-records and planning activity will form part of a
single work origination process as the work originator will draw the
changes to the network directly on the system, avoiding separate
drawings by the work originator as part of the job pack production,
and by the e-records person for the formal records. There will be a
reduction in planning activity as a result of more accurate records
(over a period of time), reduced error, rework and interaction with
build agents, automated generation of solutions and electronic job packs.
The actual FTE savings will grow over time dependent on the delivery
of particular items of software, the conversion of the existing
records into an electronic format, and the training and
familiarisation of the work originators. BT Wholesale state they will
only be in a position to be certain about the potential savings
arising from NEJ implementation when they have experience of the
systems later this calendar year and will consult the CWU on the
level of savings once the proposals are available.
The Executive sought the company's view on whether the implementation
of NEJ will lead to location centralisation and if so what were their
initial thoughts about the likely outcome.
In response management believe that there will be little or no large
scale movement of people, exploiting the technology by working
virtually.
The Executive team asked what will the planning activity look like
after NEJ implementation. Will there be one function or more than one
function, and if so, are there likely to be banding issues for
existing/new roles.
Management agreed that planning activity will change, particularly in
terms of the processes which the implementation of NEJ will allow but
it is too early to give a firm answer or even view as they have yet
to work with the technology which will be more in line with the
actual version that people would use. The pilots in Newcastle and
Birmingham will help them to understand the process improvements and
synergies to a much greater extent.
If the roles change they will consult separately on this with CWU and
will also cover the selection process.
Information was requested on what the training plan will look like
for any new/changed roles and will there be a skills/training matrix.
Management stated that the training strategy is not yet scoped due to
lack of data in key areas. The new work originator role, once
defined, will have a training matrix which will be made clearer
during the work originator role consultations.
The Executive sought early information on what the impact and future
would be for e-records, furthermore the Executive required access for
e-Records people into the new process and environment.
Management stated that all e-Records people will be given the
opportunity to develop the skills required to enable them to compete
on an equal footing with the planning community for the new work
originator role. It is expected that these appointments will be made
a short duration after the completion of data transformation in a
given locality. In the pilot sites this process is already planned
and a number of e-Records people have moved across into planning to
develop and share their skills. The remaining e-Records people are
being trained on Network Engineer so that they are able to develop
their skills. When the pilot is completed management will then be
better placed to understand and review what will be required to
implement the new work originator role. All e-Records people have the
recommended minimum training requirements for PIPeR (BT's version of
ECDL part 2) as part of this year's development plan. They also
stated that additionally circa 30 e-Records people are presently on a
development opportunity in planning, across the UK, to begin to
develop their skills.
In terms of the actual numbers that move into planning this will be
determined by the nature of what the new planning activity turns out
to be. Their current strategy suggests that this could be as high as
50%; the remaining 50% would then be retained to undertake data
assurance activity for a period of time (say 12 months). It must be
stressed at this point without the knowledge and understanding from
the pilots the figures quoted should only be taken as a guide.
Management believe those that remain as BAU e-Records would be most
effectively managed from a single or a number of centralised
locations. In practical terms this will depend on the take up of work
originators from e-Records. Management accept it is incumbent upon
them to publish their intentions, so that people understand and have
a choice. They have agreed that as they progress through the year,
they will better understand the new work originator role and what
work will remain, they will publish the intended locations for
e-Records post NEJ.
On the subject of backlog in records, Management's current strategy
for dealing with the backlog is based on a mixture of automated
backlog recovery, manual improvement and ongoing self-heal.
o The backlog is partly dealt with by the "data generation"
part of the PIPeR data transformation process, which uses logical
equipment and customer information from systems without backlog (such
as CSS and INS) to infer missing physical plant and locations.
o At the end of the data transformation process, there is a stage
called "data improvement" where backlog records are
compared with the transformed data and edits made to the new data
where appropriate. The strategy for this is that e-Records staff will
undertake this part of the process.
o "Self-heal" is undertaken by the BT planners as an
ongoing business-as-usual activity as part of each planning job, the
purpose of which is to improve records in the new system if they are
seen to be incorrect, thus gradually improving data quality over
time, and picking up remaining anomalies from the stages above.
The Union raised the impact on CARO and the response from management
is that at present there is no real impact on the Routing Solutions
process as it is much more closely aligned with the BMS element than
any other part of TCP. However, as data quality improves over time
the process flow should be smoother and subsequently the fulfilment
process to customers should be less dependent on manual intervention
and manipulation.
Management will move the further development and extension of NEJ to
the Birmingham and Newcastle patches. It will provide clear and
regular communications to people affected by NEJ. For consultation
purposes and so that there is a consistency of message, management
have agreed for local Union representatives to receive a separate and
full presentation.
Brian Healy
Assistant Secretary
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427
Accenture HR Services - BT Learning Contract
Discussions have taken place against the expectation of Accenture HR
Services signing a contract with BT on the provision of a learning
design and delivery contract. Reference should also be given to the
report to Branches in Branch Officials Bulletin No. 25/2005,
paragraph 385.
The company has presented and formally notified the Union of the
detail required for it to discharge its legal obligation with regard
to the reasons and timing of the transfer, the measures taken by
Accenture HR Services and Accenture Learning and in addition the
legal, economic and social implications of the transfer.
In summary the reasons are as previously reported; the alignment of
the learning services activity into Accenture Learning so that there
is one business process outsourcing business unit within Accenture
providing Learning Services. Subject to contractual discussions the
planned transfer with regard to the legal, economic and social
implications of the transfer, the estimate is that 180 Accenture HR
Services employees will transfer. A further 70 Learning Services
employees engaged on other customer learning contracts and associated
support staff may also transfer to Accenture Services limited.
Management of the Modern Apprentice and Learning Management Systems
are separate contracts, the latter however may TUPE back to BT as it
is believed that BT want a new LMS. The formal notification is
attached for information purposes. It is possible that the numbers
overall will change as reported in BOB No. 25/2005, paragraph 385 due
to the special arrangements on applying for jobs with BT.
Much of the detail of the associated terms and conditions to transfer
were agreed on the transfer of the CAC unit to Learning Services. It
was critical at that time to agree the documentation to apply at that
time given any future transfers out of Accenture HR Services.
Also attached is the working draft of those terms and conditions.
Although TUPE does not cover Pensions, as with the negotiations for
the CDC, Accenture Learning have agreed to keep the same contribution
rates. The associated Pensions slide presentation and documentation
is attached.
On the subject of career/band alignment and assimilation, the intent
is to align into that of the main Accenture Services structure. The
detail of this is also attached.
As these discussions progress, there will be further reports to Branches.
Brian Healy
Assistant Secretary
Attachment
1 Attachment
2 Attachment
3
Attachment 4 Attachment
5
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POSTAL
428
Postal Outdoor Department - Annual Conference Decisions
Attached to this document are the policy decisions of Annual
Conference which will be dealt with by the Postal Outdoor Department.
Any enquiries to Bob Gibson's Department, reference 780.12
Att:
PE13
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429
Parcelforce Worldwide Disability Monitoring Exercise
The department have been advised that Parcelforce Worldwide will be
inviting all employees to fill in a form to let the business know
whether they consider themselves to have a disability or not.
Completion of this form is optional, as also is giving consent to
share the results with the local manager. It would appear that this
form would enable the business to fulfil its obligations under the
Disability legislation, so as to enable them to consult with
employees on how best the business may help them should it be
necessary.
Attached is a letter and explanation that will be sent out with the
Disability monitoring form.
Any Branch enquiries should be addressed to Terry Pullinger,
Assistant Secretary, quoting reference 018.
Att:
PE14