Connect Jul 2014 by Communications Workers' Union

SUMMER 2014 VOL: 16

NO. 2

IRELAND NEEDS A PAY RISE was the CLEAR message from the CWU, at the 7th Biennial Conference in Killarney

Editorial

Dear Colleague,

Contents Editorial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2-3

Postal Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4-7

Tapestry commemorating the 1913 Lockout . . . . . . . . .

Telecoms Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8-17

esccu Credit Union . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Organising Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-21 An Post Credit Union . . . . . . . . . . . . . . . . . . . . . . . . . . .

Halligan Home Insurance for CWU members . . . . . . . .

Workers’ Memorial Day, 2014 . . . . . . . . . . . . . . . . . . . . 24-25 Lest We Forget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-28 7th Biennial Conference Photos . . . . . . . . . . . . . . . . . . 29-35 Congress

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-39

Equality Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Education Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-41 UNI Global Union . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-43 CWU and Suas 3-year partnership . . . . . . . . . . . . . . . . 44-45 CWU People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-53 FM Downes CWU Mortgage Service . . . . . . . . . . . . . . .

“A Stoney Road” - newly published book . . . . . . . . . . .

CWU Humanitarian Aid Bulgaria Convoy 2014 . . . . . . .

Book Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

CWU Membership Application Form . . . . . . . . . . . . . . . 55-56

Editor: Steve Fitzpatrick Sub-Editor: Imelda Wall Issued by: Communications Workers’ Union, 575 North Circular Road, Dublin 1. Telephone: 8663000 and Fax: 8663099 E-mail: info@cwu.ie Incorporating the PTWU Journal, THE RELAY and THE COMMUNICATIONS WORKER The opinions expressed by contributors are not necessarily those of the CWU. Photographs: John Chaney Printed by Mahons Printing Works, Dublin.

The Communications Workers’ Union recently concluded a very successful Biennial Conference, which had the theme “Ireland Needs a Pay Rise”. Delegates from all over Ireland, working in various sectors from the Communications Industry, underlined how necessary it is for people after so many years of pain to get a much-needed boost to their income. It was encouraging to hear from a number of delegates about the progress which has been made in their pay, a progress that continues to this day. It was also gratifying to see so many new and young delegates attend their first Conference and to participate in the various debates. I would also like to take this opportunity to congratulate Pascal Connolly, Sligo District Branch, on his election as President of the Communications Workers’ Union and Martina O’Connell, Cork Outdoor Branch, as Vice President. Indeed, Martina’s election offers the prospect of her being elected at our next conference as the first female president of the Communications Workers’ Union. I would also like to take this opportunity to congratulate Declan Flanagan (FG) and Seamus Morris (SF) on their elections as Councillors in the recent Local Elections. Those elections were undoubtedly a disaster for the government and in particular, for the Labour Party. Labour as a party now faces the same dire faith of many other smaller parties who have gone into coalition governments at difficult economic times. Indeed, the Labour Party’s history in coalition should at the very least have been a warning on what could come. From CWU’s perspective, it has been extremely important to us that a Labour Minister held the portfolio of Communications over the past number of years. In An Post, the transposition of the European Directive on the Liberalisation of the Postal Markets into Irish law was the key issue thus far. While we did not get everything we wanted through that process, the key elements that we required were built into the Irish legislation by the Minister. It is extremely doubtful that we would have achieved that result from a

trade union movement to consider its role in Ireland given the new political situation. Given the geographical and political spread of our members we continue to operate on a policy that our politics are our member’s wishes with a natural Trade Union preference in Steve Fitzpatrick, the majority of cases General Secretary, CWU for left of centre policies. The good news is that over 40% of the population in recent elections have voted for left of centre parties as people turn away from the parties of austerity. Unfortunately, there is no focus to that opposition and therefore, in a political context, it is difficult for the trade union movement to align itself solely to one group. While traditionally a number of unions have been affiliated to the Labour Party, there has always been a pragmatic approach to politics from trade unions. Unions have generally taken the view that they have an obligation to deal with the government in power in order to do as much as they can on behalf of their own members and it is unlikely that this pragmatism will change. Notwithstanding that, there is a real opportunity for trade unions to shape the agenda and the policies of all of those parties and Independents on the left and indeed, of the main parties through our own members who are involved there politically. Already the development by the trade union movement of the Nevin Economic Research Institute has provided us with economic ammunition, which has helped us debunk many of the myths that were being pushed by the right wing supported by its media. Through the Irish Congress of Trade Unions Commission, we must learn the lessons of NERI and expand that organisation and develop new collaborations, which will allow us to develop policies in all key areas of the economy. Those policies must be sound economically and sound socially, and we must be able to stand over and agitate for them. If we can achieve this, we can then seek the adoption of those policies through the political spectrum, as many parties will not have the resources to do the same type of research. Indeed, it has now become the norm for the smaller parties and Sinn Fein to use parts of the ICTU economic policy when arguing their own policies. This type of approach can ultimately help us achieve the policy outcomes which in the long term will best benefit our members, families and communities.

government, which only included the one party, Fine Gael. Similarly, the regulatory issues in eircom, Vodafone and An Post, have been dealt with in a more sensible manner under that ministry. There are of course other key issues for trade unionists during the present government’s terms, and a reconstitution of the Joint Labour Councils and the Registered Employment Agreements are of vital importance to tens of thousands of workers in the country. Of equal importance is the delivery of the proposed collective bargaining legislation, which if enacted as mooted, will at long last allow us to recruit and organise members in areas where employers have been extremely hostile. Of course, the poor performance of Labour in government on key economic issues, and the perceived arrogance and ineptness of some of its TDs in cabinet allied to the burdens placed on ordinary working people, are what Labour and this government will be remembered for. Its inability to be seen as a party separate from government has once again cost it dear, but within the party almost one hundred local councillors, many of them very young, have paid the price for the failure of the Labour Party leadership to learn the lessons of the past. The outcome in electoral terms has been the major shift away from government parties, with the majority of those votes going to Independents, Sinn Fein, and incredibly the architects of the financial crisis, Fianna Fáil. If those results were to be repeated in the general election, and obviously that cannot be guaranteed, the country will be faced with some very stark choices. Will the two centre right parties, Fine Gael and Fianna Fáil, put away their civil war politics in order to run the country as it has been run since the foundation of the state on behalf of a small elite, or will one of the major parties take the plunge and form a coalition with Sinn Fein? Will it be possible for a left of centre government to be formed with Sinn Fein allied to the myriad of small left wing parties and Independents? One of the advantages of being in the Dáil as an Independent or as a member of a small party is that you never have to make any decisions in relation to policy or legislation and therefore, you can oppose everything with no consequences. Of course, in government you are obliged to make decisions on policy and legislation and given the nature of politics, the likelihood is that in doing so you will make a lot of people unhappy. Conversely, you are unlikely to make anybody unhappy if you agree with them all time. It will be interesting to see what happens in the event of a hung parliament. If so, it seems likely that once again the stark choice of either entering government to protect your constituency or remaining in opposition to protect your party will have to be faced up to again. Against this background, it is necessary for the 3

Postal Update

Published in The Telegraph 21 May 2014

Royal Mail to start Sunday deliveries

The trial is due to begin within the M25 later this summer. Royal Mail is to start delivering parcels and opening delivery offices on Sundays as part of a new trial prompted by the rise in online shopping. The privatised postal group said parcels will be delivered on Sundays later in the summer to addresses within the M25 motorway, including London. Around 100 delivery offices across the UK with the highest parcels volumes will be open on Sunday afternoons as part of the initiative. Royal Mail’s delivery offices are currently open six days a week. The firm’s express parcels business, Parcelforce Worldwide, will also launch a Sunday delivery service in June for online shoppers through participating e-retailers. Parcelforce Worldwide will make the service available to contract customers across the UK. Shoppers who choose the Sunday service through registered retailers will receive a text message between 30 and 90

Photo: © Alamy

The privatised Royal Mail will open some offices and deliver parcels on Sundays to provide more options for online shoppers

minutes before delivery. Royal Mail said the moves were being planned under the Agenda for Growth agreement with the Communication Workers Union (CWU). Chief executive Moya Greene said: “Through these new Sunday services we are exploring ways to improve our flexibility and provide more options for people to receive items they have ordered online. “The support of the Communication Workers Union has enabled us to respond quickly to a changing market, underlining the importance of the ground-breaking Agenda for Growth agreement.” CWU deputy general secretary Dave Ward said: “Royal Mail’s announcement about expanding delivery and collection services to seven days a week is an exciting innovation which we welcome. “We have worked closely with Royal Mail to develop how best we can go forward to grow the

company together and improve the services for customers. “We appreciate that in order to stay competitive in a broadly unregulated sector Royal Mail has to expand its services to its customers. We believe that offering Sunday delivery and collection services is the right response from the company. “With ever-increasing numbers of people opting to shop online, Sunday services are necessary to deal with the growing demand in parcel delivery. “Earlier this year we delivered a groundbreaking deal for Royal Mail workers and we are committed to continuing to set the benchmark for terms and conditions across the postal industry. “The union is negotiating with Royal Mail nationally to ensure that postal workers who are affected by these changes receive good terms and conditions and where appropriate, that work is performed on a voluntary basis.”

Postal Update

Stamp Price Review Underway

Financial Challenges Facing An Post There are a number of very serious financial challenges facing An Post at this time: • • •

ComReg announced a review of the price of the stamp in April. It is proposed that the way the price of the stamp is set in future will change quite significantly. Instead of An Post applying for an increase on an ad-hoc basis the new process will provide for set increases over a five year period based on the Consumer Price Index (CPI). This new model is known as the Price Cap Control and will apply to the Universal Postal Services. The CWU has long argued the case that the current pricing structure is inadequate to properly fund the Universal Service Obligation (USO). It has been noted by the CWU in the past that the USO losses, at approximately €61m per annum for the last two years, pose a real and present danger to the continued viability of the universal service provider. In circumstances where volumes are declining and per unit costs are rising, a review of the pricing model for the Postal Sector is long overdue. The CWU welcomes ComReg’s view that a price cap decision, when made, should bring the Universal Postal Services to profitability. It is noted that ComReg’s view is that:

The significant decline in mail volumes The weakened cash position of An Post The low price of the stamp in Ireland

The CWU has consistently argued that these three issues have combined to represent a very real threat to the long term viability of An Post, the national postal operator. There is no doubt that e-substitution represents the greatest threat to An Post’s business. The CWU agrees with ComReg’s view that the proposed price-cap mechanism forms “part” of the solution. However, the Union is equally of the view that An Post has not rested on its laurels in terms of addressing the very challenging conditions that exist in the postal market at present. Furthermore, it is understood that price increases alone might not fully compensate for such a significant increase in “per unit” costs, as that might have the effect of driving more business towards e-substitution. An Post, and indeed the CWU, have long been aware that an efficient postal operation is critical to the continued long- term viability of the Company. Faced with the dramatic decline in mail volumes, the Company and the Union set about ensuring that the Company could adapt to its dramatically changed circumstances and, as a result, the CWU and its members have played a critical role in the restructuring and cost reductions that have taken place within An Post. The CWU has argued in its submission that it is important to recognised the contribution of staff in the company and specifically the fact that the pay rates have been frozen so long. In considering the efficiency of An Post. it is important that the regulator make provision for future pay rises. It is disappointing that the CWU submission was the only trade union submission received by Comreg particularly when the issue is one that will dictate the very future of An Post The next steps in the process will be that the regulator review the submissions that have been made and a decision on the proposed details of the new pricing model will be made. As it is currently proposed, the new model provides for an increase of approximately 15c over five years.

“If An Post does meet the efficiency market, then, based on current data, it should make a profit of c. €46m from the provision of the Universal Postal Service over the five-year period of the proposed pricecap, thereby underpinning and strengthening the provision by An Post of the Universal Postal Service.” It is noted by the CWU, that this position is dependent on a number of variables. In particular, the continuing decline of mail volumes and the efficiency target that is built into the price-cap model. The CWU agrees with the design of the price cap control, as outlined in the consultation document in broad terms, but the Union has some concerns around the efficiency target as well as the level of margin and the absence of any apparent provision for pay rises for the employees of An Post throughout the five-year period. 5

Tapestry commemorating the 1913 Lockout

The Tapestry, which was designed by artists Cathy Henderson and Robert Ballagh, was produced by volunteers from a wide range of community groups, trade union activists, the arts and crafts sector, schools, and the inmates of Limerick Prison. The emphasis was on participation in reclaiming and understanding the past, rather than accepting traditional orthodoxies.

The Tapestry commemorating the 1913 Lockout was on display at the INEC Killarney, during Biennial Conference, 2014, and for a further week thereafter. Over two years in preparation, it was inspired by other similar projects, such as the Preston Pans and the (new) Great Scottish tapestries. It was launched in Liberty Hall by President Michael D. Higgins on 18th September, 2013.

Postal Update Study Leave

Bicycles

Previously in An Post, in order to qualify for Study & Exam Leave, employees had to be engaged in:

The Union has, for some time, been concerned with the manner in which the Company manages the bicycle fleet. Of particular concern was the apparent lack of ongoing and preventative maintenance. This matter has been the subject of discussion at the JCC Health and Safety Committee.

• •

•

A Third-Level course approved by the Company’s Educational Support Scheme; A Second-Level course approved by the Dept of Education; or Other specified courses of study approved and funded by the Company.

The Company has now confirmed the following: •

As there are very limited opportunities for employees to avail of the educational support scheme in the current financial climate, this means that effectivelypaid study leave is no longer available. As a result, the Union sought a review of paid study and exam leave at the Joint Conciliation Council.

•

The following has now been agreed:

•

• •

•

The existing circular will not be amended, as the company may in the future reconsider the refund of fees. The Company remains committed to facilitating Study Leave for employees carrying out appropriate Third-Level Study Programmes. Each application for paid study or exam leave will be treated on its merits. Where an application is rejected by the Local Manager, it may be appealed to the HR Department.

Each bicycle has been allocated an individual fleet number. The fleet of bicycles is now managed as part of the National Fleet by Mails Operations – Transport Division. The procurement process for the appointment of contractors to maintain the fleet is underway and is expected to conclude in August this year. Bicycle log books and daily check lists are at an advanced stage of development and will be finalised prior to the conclusion of the maintenance contract procurement process.

Notwithstanding the above, members are ultimately responsible for ensuring their own safety. Therefore, under no circumstances should a member take a defective bicycle out on delivery. Any concerns should be reported to the DSM, who will organise a replacement bicycle. Staff cannot be penalised for making a decision in good faith on a health and safety issue. Where no reserve bicycle is available, it remains the Company’s responsibility to ensure that suitable alternative arrangements are put in place, to ensure the mail is delivered.

Both the Union and the Company will keep this matter under review.

William Norton House Dublin’s Newest Conference & Event Venue visit www.cwu.ie for more information

Telecoms Update

eircom Business Field Engineering 1.

Introduction

The business case for this model shows a minimum 37% cost improvement on FY12/13 actuals.

This document sets out the Company proposals to provide business continuity for eircom Business customers as a result of the departure of employees in the Field Engineering area on the Company’s Incentivised Exit scheme. An interim agreement was reached before Christmas in respect to Field Engineering to enable business continuity, and it is now required to put a long term agreement in place for Field Engineering.

These contractors will cover the South West, Mid-West, Midlands and parts of Leinster outside of Dublin (specifically including Waterford, Cork, Kerry, South Limerick, Clare, Galway, Mayo, Roscommon, Cavan, Monaghan, Louth, Westmeath, Laois, Offaly and Carlow). Contractors will provide a range of Installation, Change Request and Incident Management services to the SME and Corporate and Government customer base and will work on MDS, Lake, Siemens and the lower end Avaya range of systems. Contractors will not be required to provide 24/7 cover.

Field Engineering post the exit scheme

Following the restructuring of the Field organisation there were 32 FTE Field Engineering staff in eircom business. As a result of the IE scheme, the position is as follows: • • •

10 employees departed on December 31st 2013 5 employees will depart on June 30th 2014 3 employees will depart on December 31st 2014

Work will be dispatched to contractor on the following basis: •

This will leave 14 FTE Field Engineering staff remaining. The locations of the exiting and remaining staff and their skills sets are shown in Appendix 1.

3. Status of employees who transferred to Networks post the exit scheme Of the 20 Field Engineering employees who transferred to Networks under the Agreement for Restructuring of Field Engineering, July 2013, 15 have exited the business under the IE scheme.

Contractor model

•

Field Engineering proposal

As shown at Appendix 1 the impact of the scheme has been a reduction in headcount across all locations and skillsets. We propose to undertake up-skilling of staff to maximise our skill base in the Corporate and Government areas with about five staff remaining focused on SME customers and to maintain the current location of staff. With the IE exits there will be a progressively increasing capacity shortfall as shown in Appendix 2. The Company has explored internal solutions involving the Networks organisation. However they have responded that they do not have the capacity or the skills to take on this work. As a result and in order to secure the business in the long term the Company proposes to engage an external resource contractor that has existing expertise in the industry (including PABX expertise). We estimate the long term requirement at existing levels of sales to be approximately 1200 tickets (8 to 10 internal equivalents).

For Installations, the service request is entered on Navision and is sent to Workforce Management who assigns a ticket to it. The ticket is dispatched in the first instance to the Field Engineering Team Leader who will allocate it based on pre-defined criteria (customer, system type, geography) to internal staff or to the external contractor’s dispatcher. A Remedy portal is being developed for the external contractor to facilitate this. For Incidents and Change Management, the Service request is entered on Remedy. This is sent in the first instance to MSC Tier 1 for resolution. If field visit is required, it is forwarded to Workforce Management who based on pre-defined criteria (customer, system type, geography) will dispatch to internal staff or to the Dispatcher in the external contractor.

Appendix 1 - Names & locations of remaining Field Engineers CUSTOMER/PABX SEGMENT SME Region

Reduction Remaining Reduction Remaining

Leinster

South West

Mid West

North West

Total 8

Corp & Gov

Telecoms Update REMAINING FIELD ENGINEERS Paul O’Neill

Leinster

Wicklow

Michael Keenaghan

Leinster

Kildare

Kathleen O’Leary

Leinster

Dublin

Peter Crowther

Leinster

Dublin

Donal Carraher

Leinster

Dublin

John McGowan

Leinster

Dublin

Gerry Nolan

Leinster

Dublin

James O’Dowd

North West

Sligo

Terence Gallagher

North West

Donegal

Charlie Lavelle

North West

Mayo

Patrick Carey

Mid West

Limerick

Mick Keenan

Mid West

Limerick

Mick O’Dwyer

Mid West

Limerick

Tom McCarthy

South West

Limerick

Appendix 2: Capacity Shortfall 14 Q3 14 Q4 15 Q1 15 Q2 15 Q3 Ticket Requirement*

1875

eircom Capacity**

1289

996

703

Remaining Requirement

586

879

1172

Review of IT’s Easy Operations 1. Introduction

3. Resourcing

In October 2013 the Company informed the CWU that the Company were reviewing r the provision of IT Desktop support in eircom.

Prior to December 2013 there were 16 FTE’s deployed IT’s Easy Helpdesk operations. As a result of the exit scheme nine FTE deployed on IT’s Easy operations exited the Company (five in December 2013 and four in December 2014) The release of these employees was predicated on their operational capability being replaced by a managed service.

2. Context of the review The service has undergone significant change in recent years to improve service levels and reduce costs e.g. increased use of self-service. Despite the progress in improving the service, ITS easy is facing significant challenges. There are a number of issues giving rise to the need for the review, including:

4. Review of IT’s easy activities Following a review of IT’s Easy activities the following responsibility matrix was developed.

• The commoditisation of this service in the market place • Increasing technical complexity of systems and maintaining appropriate skill-sets • Requirement for resourcing flexibility to meet work peaks • The demographics of the team will give rise to resource replacements issues in the coming years

5. RFP The Company issued a RFP based on the responsibly matrix and there was strong interest from the market. Following a short list selection process Tech Mahindra was selected as the preferred supplier.

6. Employee Impact There are no employee impacts in terms of the remaining employees in the IT’s Easy centre and the associated IT Field support.

The Company committed to update the CWU when the review was completed and present proposals (if any). MANAGED SERVICE

IN HOUSE SUPPORT

Level 1 IT Support

Password resets – various systems

Facilities helpdesk

Account administration – various applications

Software installation

Auditing access and procedures

E Mail

Application support

TIS and other bespoke applications

Remote desktop support

Remote access

Blackberry support 9

Telecoms Update

Field Operations Organisational Structure Post the huge amount of exits in December 2013, and taking into account the future exits planned for July and Dec 2014 the union and the company entered into detailed discussions to reorganise the field operations. The following is the result of these discussions. District branches will enter into local detailed discussions in order to place individuals into their relevant geographic teams, taking into account the five functional units.

Collective agreement on the reorganisation of the Networks organisation

the one management structure. Core Service Delivery field force will move to become a part of the Network Design unit under the control of the Director of Core Network Design. This will unite the programme planning, design and delivery elements of this workflow under the one management structure.

1. Context

5. Access operations

This document is a collective agreement between eircom’s Networks Business Unit and the Communications’ Workers Union (The Parties) which sets outs implementation of the reorganisation of the Networks organisation. This agreement builds on the existing overarching collective agreement “Networks flexibility and change measures” which was signed by the parties on 13 November 2013.

The remain Access operations organisation will restructured based on the following organisational design principles •

•

2. Scope The scope of this agreement relates to grades comprehended by the Joint Conciliation Council (JCC).

The organisational design will be based, having cognisance of the blended resource pool that is deployed, on a Functional Divide. Work Management and Control will follow a decentralised principle where each function will be self-servicing with clear end to end responsibility and accountability for a distinct capability.

Within access operations the principal functional units will be structured around the key capabilities.

3. Employment Impact

• • • • •

There will be no employee impact as at the end of the assignment process all employees will be assigned to meaningful positions. Employees who have contracted to leave the company during the course of 2014/15 will not be considered for assignment to management positions in the future organisation. These employees will be assigned to meaningful roles commensurate with their skills, experience and contracted last day of service. Any managers unsuccessful in the Design Capability FLM competition will be assigned a meaningful role without impact on existing terms and conditions.

Access Plan & Design Capability Fixed Access Build Capability Access Repair Capability Access Delivery Capability A centralised shared service will prevail to meet Business Support, Communications, MIS and transformational programme leadership for Field Operations.

6. Access Networks high level changes The application of the design principles and functional capability will result in the following high level changes:

4. Core Field Operations There are very limited emerging synergies between Access Field Operations and Core Field Operations. The governance linkage between access repair/delivery activity and core repair/delivery activity will be ceased. The core field forces will move in their entirety to align with the planning, design and service management elements of their work flows. Core Service Assurance field force will move to become a part of the Service Management Centre under the control of the Head of Service management. This will unite the centre and field elements of this capability under

• • • • • • 10

Governance alignment of the operational support centres with E2E process Standardisation of management layers in Access Plan and Design Reduction in the number of Build teams from 41 to 24 Reduction in the number of Repair teams from 58 to 44 Reduction in the number of Plan Design Teams from 9 to 5 Establishment of the Repair Centre at Rathedmond

Telecoms Update • • • •

Establishment of the Access Delivery capability Creation of the delivery contractor management unit Establishment of the Delivery centres at Churchfield and Tralee. Alignment of Field Operations Process development function within the delivery capability

•

7. Access Plan and Design Capability

•

The new Access Plan and Design Capability organisation delivers the following:

•

• • • • •

Conclusion of operational consolidation of plan, design and bureau; Deployment of standard Front Line Manager role; Integration of Core Optic Network Design within Access Design; Single Programme management unit; and A Major Projects unit for national infrastructure and major utility interface.

8. Fixed Access Build Capacity The new Fixed Access Build Capability will be a single national organisation. The organisation will deliver all the network infrastructure build requirements, be they copper, access fibre, core fibre or NGA.

The initial organisation structure (Access Plan & Design Capability) is set out in Figure 1 (please see below).

The organisation will consist of the following:

7.1 Resourcing implementation

•

The resourcing of the organisation will be implemented as follows:

• • •

•

Programme manager position and network analyst positions will be filled by way of assignment of employees serving in level 3 programme management positions in Access Design; SOM positions will be filled in the first instance by assignment of employees currently serving in SOM positions in field operations, thereafter by standard recruitment competition; FLM positions will be filled by way of competition confined in the first instance to employees serving as Plan/Design team managers in Access Design. Thereafter available positions will be referred to standard recruitment process; and

Figure 1

Project Manager positions will be filled initially by assignment of employees currently serving in the Access Design programme unit and thereafter by normal recruitment process. The major project unit manager will be filled by assignment as part of the SOM assignment process for the full Field operations Organisation. All plan, design and OND design team members will be assigned to plan design teams on a geographical basis. Employees presently serving as Plan Design team managers who are unsuccessful in the FLM management competition will be assigned as members of a plan design team retaining their grading on a personal basis.

24 build teams (13 FAB ; 7 NGA ; 2 UV; and 2 Pole test); 4 Field SOM areas; A Work Control Centre at 1 HSQ; and A Contractor Manager to oversee management, forecasting and review of activities.

The initial organisation structure (Access Build) is set out in Figure 2 (please see next page).

8.1 Resourcing Information The resourcing of the organisation will be implemented as follows: •

SOM positions will be filled in the first instance by assignment of employees currently serving in SOM positions in Field operations, thereafter by standard recruitment competition.

Access Plan & Design Capability Head of Access Plan 6 Design

Plan Design Manager 50MI

Pland Design FLM1 _________

Pland Design FLM2 _________

Pland Design FLM3 _________

Pland Design FLM4 _________

Programme Manager Lev 3-1

Pland Design FLM5 _________

PM 1 PM 2 _____ PM 8

Major Project Unit SOM2

Site Liaison PQ0 Designer

Network Analyses SME-1

Network Analyses SME-2

DPPS/CSP5

Telecoms Update Figure 2

Access Build Head of Fixed Access Build

Area Build Manager SOM 1 NGA

Area Build Manager SOM 2 South

Area Build Manager SOM 3 North

Area Build Manager SOM 4 East

FLM NGA 1 _________

FLM FAB 1FLM FAB 4 FLM Pole Test 1 FLM UV 1

FLM FAB 5FLM FAB 8 FLM Pole Test 2 FLM UV 2

FLM FAB 9 _________

FLM NGA 1

Access Build WMC SOM 5

FLM WWC 1

FLM WWC 2

Build Contractor Manager SOM 6 SAP Administrator

FLM FAB 13

Programme Delivery Controller

•

• • • • • • •

•

the Access Delivery Capability to ensure efficient and effective use of all resources at all times.

FLM positions will be filled in the first instance by assignment of employees currently serving in FLM positions in Field operations, thereafter by standard recruitment competition. Field Technician positions in the build capability will be filled by way of direct assignment of employees currently serving in the fixed access build unit. Employees in UV team will be assigned to the newly consolidated UV teams on a geographical basis; Employees in the Pole test teams will be assigned to the new geographical defined pole test teams; Employees serving in NGA tams will be assigned to the newly consolidated 7 NGA teams; 13 employees will be assigned to meet operational business needs within the repair capability; All remaining employees will be assigned to 13 newly consolidated FAB teams; PQO capability will be maintained in all FAB teams; and Employees serving as controllers and centre operatives in the WCC/PCC at HSQ will be assigned to the Build Capability Works control Centre. The programme delivery controller role will be filled in the first instance by assignment of a suitable controller from the WCC and thereafter will be referred to standard recruitment procedure The SAP administrator role will be filled in the first instance from the population of available suitable employees in Field Operations and thereafter will be referred to standard recruitment procedure

The new FAST organisation will consist of the following: • • • •

44 repair teams - (33 work stacks ; 5 NRT ; 1 NGA service ; 3 repair cabling; and 2 pressurisation teams); 7 Field SOM areas; A Repair work management centre in Rathedmond; and The assignment of a specific Service Level, Cable Co-ordination and Resource Planning controller in repair.

9.1 Resourcing implementation The resourcing of the organisation will be implemented as follows: •

•

9. Access Repair Capability The Access Repair Capability will be a single national FAST organisation. The new organisation will meet all the service repair requirements for products delivered over the copper access network. The skill sets maintained by this capability will position it to take on work from

•

• 12

Telecoms Update • •

• •

•

10 Delivery Capability

to the new geographical defined cabling teams; 24 Employees serving in Pressurisation teams will be assigned to the newly geographically defined teams; 589 positions available in the Workstack teams will be filed by direct assignment from the 624 employees in FAST teams based on business need and location; 12 employees will retain their assignment to the NGA service support team; 22 employees will be assigned as a supernumerary resource to one of the Workstack teams to support service levels through the remaining releases; The recently qualified field technicians will be assigned to 3 new teams reporting to the NRT/NFT SOM; and Employees serving as controllers and centre operatives in the WMC at Rathedmond will be assigned to the Repair Capability Works control centre.

The Access Delivery Capability will be a single national organisation. The new organisation will be predominantly a works control and management centre governing all work flow and assignment emanating from the customer order process across all markets and product sets. The organisation will be responsible for the required service levels from the contracted resource. As It will not have an internal field resource it will have the responsibility of providing the delivery demand work stream to the repair capability to ensure resources are efficiently and effectively utilised at all times. The organisation will consist of the following: • •

9.2 Fast Access Repair organisation

•

The new organisation will consist of the following: • • • • • • • • •

A Delivery work and provisioning Centre based at Churchfield; A Field Support centre based at Wesleyville in Tralee; and The establishment of Delivery QA unit.

The initial organisation structure is depicted in figure 4 (please see next page)

5 Regional SOM areas; 33 Workstacks; 113 Primary areas; 1 National NRT SOM unit; 5 NRT teams; 1 Dublin Based NGA service support; 1 National Repair Support SOM unit; 3 cabling teams; and 2 pressurisation teams.

10.1 Resourcing implementation The resourcing of the organisation will be implemented as follows: •

The initial Workstacks are depicted in Figure 3 below.

•

Figure 3 •

•

• 13

SOM positions will be filled in the first instance by assignment of employees currently serving in SOM positions in Field Operations, thereafter by standard recruitment competition; FLM positions will be filled in the first instance by assignment of employees currently serving in FLM positions in Field Operations, thereafter by standard recruitment competition; Employees serving as controllers and centre operatives in the work management centre in Churchfield will be assigned to the Delivery Work Provisioning and control centre; Employees serving as controllers and centre operatives in the Field Support Centre in Tralee will be assigned to the Delivery field Support Centre; Field Technician roles as quality auditors in the Delivery Quality Assurance unit will be available to the field technician population serving in Field Operations. Where more than one expression of interest is received in a specific geographic position, selection will be by way of assignment based on business needs, suitability and location; The service level and resource controller roles will be filled in the first instance by assignment of a suitable controller from the delivery WMC and thereafter will be referred to standard recruitment procedure; The SAP administrator role will be filled in the first

Telecoms Update Access Delivery Capacity

Figure 4

Head of Fixed Access Delivery

Delivery Centre Manager SOM 1

•

Delivery Contractor Manager SOM 2

Delivery WMC FLM1

Field Support FLM1

Service Level Controller

Resource Controller

Quality Audif FLM 1 QA 1 - QA 6

Process SME 1-5

and crews will be assessed and appropriate complimentary re-balances applied. Resultant vacancies that emanate from this restructuring will in the first instance be filled from within impacted population and thereafter be available to the wider organisation under standard recruitment procedures. There will be a specific review of the Quality Unit after 12 months of implementation. It is the position of the CWU that this review will encompass the grading of the auditors.

instance from the population of available suitable employees in Field Operations and thereafter will be referred to standard recruitment procedure; and The existing Process organisation will move in its entirety with no assignment impact to the new Delivery capability.

11 Transformation and Support Field operations will operate a suitably scaled centralised support unit to meet Business Support, Communications and Management Information and reporting needs. The unit will provide transformation leadership on a project basis as required. Technical training will for now remain as part of this unit. That may change as part of a future revision of overall training delivery strategy

13 Implementation The parties have agreed to the full implementation of this agreement ASAP in July 2014. The following actions need to be completed:

The new organisation structured is depicted in Figure 5 (please see below).

• •

11.1 Resourcing implementation

• • • • •

As the management structure relates solely to reporting lines and as there are no re-assignments or changes of function, there is no people impact.

12 Review

Briefing to impacted employees on process Conclusion of Management assignments and competitions Consultation on outcome of Technician assignment Communication of assignment outcomes Preparation of System update data files Application of system updates MIS updates

The shared objective is to have the support in place to apply the new organisation for P1 (July 2014) of the next financial year.

As operational staff contracted to leave the company over the course of 2014/15 depart, the capability of their teams Figure 5

SAP Administrator

Process Development Manager

Transformation and Support Head of Transformation and Support

Internal Communications S ME

Business Support S ME

Management Information S ME 1

Management Information S ME 2

Technical Training Manager Technical Trainer 1 --------------Technical Trainer 6

Telecoms Update

Networks Performance Management System Field Technician Performance Management System As previously advised and published in the Conference 2014 report, Field Technicians would participate in a Performance Management System. The details of this scheme have been finalised with the company and circulated to all Field Technicians. The terms of the scheme are being exceptionally applied on a quarterly basis pro rata for the 2013-2014 financial year.

1. Introduction

Goals and Targets

This document sets out details of the Performance Management System (PMS) and Process for Field Technicians. Further information will also be available in the Manager & Employee Guides.

In so far as is possible the Company will set goals and targets at an individual level. Where this is not possible e.g. Net Promoter Score (NPS), goals will be set at team level. In addition the goals and targets are also based, in so far as possible, on objective measures. The goals and objectives, together with the current weightings for each are set out below:

2. Performance Management System (PMS) Performance Management is both a system and a process to support the Company Strategy pillars of Protect & Modernise. The primary objective of implementing the Networks Performance Management System (PMS) & Process is to raise individual and collective performances so as to achieve the Network business objective of “best in class” performance. This will be done by introducing a formal and active system of individual performance management for Field Technicians which details: • • •

•

• •

the minimum performance standards required the individual’s personal performance against these standards any coaching or development required for improved performance

The PMS process will be an annual process which follows the business cycle – setting of goals and targets /KPI at the start of the year; ongoing and formal quarterly reviews against these goals and targets; coaching and support to improve performance and a formal annual review. This is illustrated below:

Individual contribution (55%) – measured through Individual Output Index (IOI) v target IOI. IOI is the average production output for a flat, 39 hour week, and is calculated by aggregating the weighted units of work completed in 1 week, divided by the worked plus support hours (overtime) for the same week, and multiplied by 39. Customer (20%) – measured through individual scores - e.g. appointments met v target; NPS Quality (20%) – measured through individual scores - e.g. success of clears; Behavioural (5%) – an assessment of employee performance in areas of Living the Company Values; Safety Compliance; Housekeeping, Safe and Fuel Efficient Driving (SAFED) etc.

A sample Scorecard with targets Q4 FY 13/14 is attached as Appendix 1.

Evaluation Overall performance against goals will be measured on a three point scale:

Figure 1. Annual Performance Management System & Process

3. Exceeds Targets – where an employee scores at or above 106% of the overall weighted target. 2. Meets Targets – where an employee scores in the range 90% to 105% of the overall weighted target. 1. Does Not Meet – where an employee scores below 90% of the overall weighted target. (Scores will be rounded to the nearest whole number) Progress will be formally measured at quarterly and annual reviews. An employee may request that their performance data be reviewed by his/her SOM, whose decision on the matter will be final. 15

Telecoms Update 3. Performance Management Review Cycle & Process

•

An electronic record of the meeting will be kept on the Scorecard which will be stored centrally (initially on SharePoint) and a copy will be given to the employee.

There are a number of stages to the annual process which will involve at least 4 formal meetings as well ongoing dialogue around performance: •

•

Reconfirm targets for remainder of the year

Q4 and Year-End Formal Review: This is a formal review of progress against the Goals and Targets between the employee and the front line manager. The meeting will commence with a review of the Q4 performance and thereafter there will be a review of the full year’s performance against the goals and targets.

Goal and target setting for individuals and teams with a 1:1 meeting between the employee and their front line manager Quarterly 1:1 formal review meeting between the employee and their front line manager for Q1, Q2, Q3 Q4 and year end 1:1 formal review meeting between the employee and their front line manager (Goal setting for following year may be integrated with the Q4 & End of Year Review meeting) Ongoing monthly 1:1 quality dialogue on individual scorecard results

At this meeting there will be: •

•

Goal and Target Setting: A formal 1:1 meeting between employee and their front line manager will be held at the start of the year. This is a planning meeting at which the manager outlines and discusses

•

a formal review of the individual and overall performance ratings against targets in each of the goal areas for Q4 and for the full year an opportunity to provide positive feedback and recognition where performance was good and where targets were achieved or exceeded Identify where targets were not achieved, assess why and provide support and where necessary agree an improvement plan to be carried forward to the following year

the overall and quarterly targets that are being set in each of the Goal areas what support the employee may need in order to enable them to achieve these targets.

The year-end formal review then feeds into the start of the next year’s process. An electronic record of the meeting will be kept on the Scorecard which will be stored centrally (initially on SharePoint) and a copy will be given to the employee.

The goal and target setting meeting will be held at the start of the financial year. An electronic record of the meeting will be kept on the Scorecard which will be stored centrally (initially on SharePoint) and a copy will be given to the employee. Where an employee changes role during the year, a revised scorecard will be developed for the balance of that year. The revision will take into account the particular change circumstances.

Ongoing monthly face-to-face discussions: There will be ongoing monthly 1:1 dialogue between the manager and employee at which the manager will share up-to-date information on scores against key targets. These discussions will focus in particular on coaching and supporting individuals on their performance as well as sharing examples of good practice in other areas.

• •

Quarterly Formal Reviews: This is a formal review of progress against the Goals and Targets between an employee and their front line manager will be held on a quarterly basis for Q1, Q2, Q3..

4. Coaching for Improved Performance (CIP) The Company currently operates a Coaching for Improved Performance (CIP) process. It is proposed that the existing Company’s CIP process will be extended to include Field Technicians. This process is designed to support individuals to reach the required performance standards. Prior to initiation of the CIP process, an assessment will be made by the line manager (in conjunction with HR) as to whether the performance matter is appropriate to be dealt with under the CIP process. A key factor in determining this will be whether the performance issue is amenable to a coaching type solution e.g. additional mentoring and/or technical training.

At this meeting there will be: •

•

a formal review of the individual and overall performance ratings against goals and targets in each area an opportunity to provide positive feedback and recognition where performance was good and where targets were achieved or exceeded Identify where targets were not achieved, assess why and provide support and where necessary agree an improvement plan 16

Telecoms Update In the cases where it is decided that the CIP process is used the following steps apply: •

•

month period, at which time the standard of performance should have improved to the required standard i.e. “meets”. However if the employee’s performance has not improved to the required standard the manager may at their discretion extend the CIP process period where deemed appropriate.

Employees who are not reaching their targets will be informally coached by their manager in terms of what/ how they can address the performance gap on an ongoing basis. If there has been no improvement or if at a formal review an employee has scored “did not meet” targets, the CIP process may be initiated. This will involve documenting the required standard; the actions needed to attain that standard, how and when progress will be measured. In certain exceptional circumstances i.e. if there has been a formal change in an individuals of role, responsibilities or objectives during a review period, which have prevented the individual meeting the original targets, it may not be appropriate to initiate the CIP process. This decision would require approval of the manager and the next level of management and must be recorded in the “comments” section of the Scorecard. Typically the CIP Process is carried out over a 3

Where it is not considered appropriate or where it does not prove possible to deal with inadequate performance using the CIP process the matter will be dealt with under the formal Discipline Code and in such circumstances the CIP process may be suspended.

5. Training & Communication The Company will communicate and provide training to all managers and employees who are in scope.

6. Review The Company will review the operation of the PMS on an ongoing basis and may make changes in their operation from time to time.

Appendix 1. Performance Management Scorecard for Field Technicians Q4 13/14

Politicians from Ireland, the US and UK express support for Columbian Peace Process In an historic action, 245 politicians from the United States, United Kingdom and Ireland have expressed their collective support for the Colombian peace process in a letter to both sides in the current negotiations (the government of Colombia and the FARC). Turnout was low at less than 41% of those registered to vote. Santos has been negotiating with FARC guerrillas in Cuba to end Colombia’s long-running civil conflict, which has claimed more than 215,000 lives. Zuluaga, following in the footsteps of his key backer, former hardline President Álvaro Uribe, doesn’t believe in the talks, favouring a military solution instead.

The politicians from the US Congress, UK Parliament, Irish Parliament and Northern Ireland Assembly, many of whom supported the peace process in Northern Ireland and some of whom were directly involved, congratulated the two sides for having engaged in talks. In the letter, the signatories, from sixteen political parties, encourage the negotiating parties “to consider the possibility of a ceasefire and take the necessary measures to minimise the human cost of the conflict”, emphasising that for them “the only route to bring an effective and long-lasting peace to Colombia is through dialogue and compromise”. The letter expresses the hope that measures to guarantee the safety of civil society activists (particularly trade unionists) will be taken. The letter was coordinated by Justice for Colombia (UK) with the support of the Washington Office on Latin America and a cross-party group of politicians.

Colombia is one of the most dangerous places in the world to be a trade unionist. Every year numerous union leaders, union activists and union members are assassinated, with over 2,500 murdered in the past 20 years; more than in the rest of the world combined. The majority of killings are carried out by right-wing paramilitary death squads that have documented links to the Colombian security forces. Some years ago information came to light showing how the Colombian secret police were drawing up ‘death lists’ of trade union members to be shot. The Colombian government does very little to bring the perpetrators of the anti-union violence to justice. In fact, in over 98% of the cases in which a trade unionist is killed in Colombia, nobody is brought to justice.

Preliminary results in Presidential elections cast shadow over Colombian Peace Process Oscar Zuluaga, a far-right candidate who opposes peace talks with FARC rebels, has won the first round of Colombia’s presidential election with more than 29% of the vote. He will face current President Juan Manuel Santos in a run-off election on June 15th, as neither candidate was able to secure a majority in the first round.

Conference welcomes young activists

Conference Private Sector Session tackles Media Bias

Young activists really came to the fore at this year’s BDC. Addressing Conference for the first time can be very daunting but young members from companies such as Vodafone, Meteor, FirstSource and the ESCCU all spoke with confidence in front of a packed hall in the Killarney INEC. Emily Olohan, Jeff Rockett and Catríona McCarthy all spoke to the motion proposed by the Sean Connolly District Branch, calling on Conference to pursue a Sunday Premium payment with eircom and Brompton, for members who work in Meteor/eMobile stores. Emma Lusk from the E-services and Communications Credit Union updated delegates on their achievement in securing a recognition agreement with the employer and successfully negotiating a pay rise. We look forward to seeing all that these young activists will achieve in the future.

Delegates at this year’s Private Sector Session were given the opportunity to explore the position of media in Irish society and the way in which various outlets report on workers’ issues. Attendees were asked where they get their news and in what format. There was a broad spread of titles amongst the participants including the main broadsheet newspapers, some regional news outlets and of course, TV and the Radio. There were very few delegates whose primary source of news came from the tabloid press.

Dave Sheehy, Dublin Clerks Branch

Kelly McGrath, Rigney Dolphin Waterford at the private sector session The group were then asked to think back to notable trade union related stories in the past year and to examine the way in which the stories were presented. After discussion, the delegates agreed that there was a real antiunion bias in the majority of the stories they read. When discussing the format that participants used, there was a definite majority who were increasingly sourcing their news online. In particular, there seemed to be a move toward using apps on smart phones. The group were then asked to offer their feedback on a prototype app that is currently being developed for the CWU. There were some very constructive suggestions during this session and all of this will be considered before the final app is published.

Emily Olohan, Vodafone and Jeff Rockett, Meteor

Emma Lusk, ESCCU

Catríona McCarthy, FirstSource 20

Fionnuala Ní Bhrógáin, Organiser

Ruairí Creaney, Organiser and Simone Enright, O2

Organisers visit Retail Stores

•

Vodafone retail stores in Waterford and Cork were visited by the CWU’s new organisers last month in a bid to recruit new members and gather workers’ issues.

•

The organisers were welcomed by managers and sales staff across the six stores.

the union; Relay the findings of the ‘Customer Abuse in Retail’ survey, outlining the proposed policies and procedures the company need to address; Update members on current negotiations on a pay increase for retail staff; Establish points of contact in each store to ensure better communication between the union and our members.

The visits proved to be very successful with a number of new members joining the union. Through engaging with workers, organisers were made aware of some key issues and concerns affecting members. Mick Farrell, Branch Secretary for Vodafone will engage with management and aims to have these issues resolved.

The purpose of the visit was to: • Listen to the concerns and issues of members; • Invite new members to join the CWU; • Inform non-members of the financial benefits of joining

Meet the new members of the Organising Team Laura McKenna

Ruairí Creaney

Ruairí Creaney is a former organiser with the public service union UNISON and the current secretary of the ICTU Youth Committee in the north of Ireland. During his time at UNISON, Ruairí organised health care workers employed in the NHS and private nursing homes. He is a native of Lurgan, County Armagh, and first became involved in the trade union movement through his local trades council. He works closely with ICTU’s antisectarian unit, Trademark, who help tackle sectarianism in the workplace and provide political education to union activists across Ireland. He is also passionate about promoting youth activism, which he believes to be a key challenge facing the union movement in the coming years. Ruairí has a background in journalism and is a regular contributor to the British daily socialist newspaper, the Morning Star.

Laura McKenna worked in the Dublin Airport bars for ten years, where she was a SIPTU shop steward. She was also chairperson of the union’s Hotels and Catering Sector Committee and is a founding member of the Young Workers Network. She is currently involved in a number of campaigns to promote workers’ rights across Ireland and recently helped to organise solidarity action in Dublin city centre, to show support for striking American fast-food workers. Originally from Finglas, Laura has been active in the trade union movement for five years. Before joining the CWU’s organising team, Laura spent six months volunteering at SIPTU, helping to lead the union’s restaurant campaign. She was instrumental in recruiting low-paid workers into the union and identifying activists in the service industry, encouraging them to become involved in wider social campaigns. 21

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Workers’ Memorial Day, 2014 An International day of remembrance for those killed, injured or made unwell by their work David Begg, ICTU General Secretary, unveils the Memorial Day Plaque at CWU Headquarters. International Workers’ Memorial Day takes place annually around the world on April 28th. According to the International Labour Organisation, each year more than two million women and men die as a result of workrelated accidents and diseases around the world. The Health and Safety Committee of the Irish Congress of Trade Unions is continuing to seek formal recognition of the 28th April as the official commemoration day in Ireland. As part of that strategy, the ICTU has launched a number of initiatives aimed at highlighting the day over the past number of years. An Post has agreed to formally recognise the day and the CWU is hopeful that other companies will follow its lead. A ceremony took place in CWU Headquarters on Monday, 28th April 2014, to mark Workers’ Memorial Day, where a plaque dedicated to the memory of those killed, injured or made ill as a result of their work, was

Terry Delany, Deputy General Secretary, CWU, welcomes the attendees.

David Begg, ICTU General Secretary, addresses attendees at the event.

unveiled by ICTU General Secretary, David Begg. The event also saw the participation of Martin O’Halloran, CEO of the Health & Safety Authority; Labour MEP for Dublin, Emer Costello; Eamon Devoy, Chair of the Congress Health & Safety Committee; Terry Delany, Deputy General Secretary of the CWU; and Sylvester Cronin, the Workers’ member for Ireland on the board of EU-OSHA, the European Agency for Safety & Health at Work. The theme this year was ‘protecting workers around the world, through strong regulation enforcement and union rights’. Labour MEP for Dublin, Emer Costello said: “It is not acceptable that almost 5,000 workers across Europe, including 47 in Ireland, died in workplace accidents last year. Good health and safety rules are absolutely essential in the workplace.” Chemicals are present in all workplaces and they need to be properly managed. As well as the potential for damage to human health, employers should also remember that chemicals can have an adverse effect on the environment if they are used, stored or disposed of incorrectly. Eamon Devoy, Chair of the Congress Health & Safety 24

or been injured at work.” Terry Delany, Deputy General Secretary, welcomed the attendees on behalf of CWU and said: “The Union was honoured to have the plaque erected in the Garden of the new Union Headquarters. The plaque will be forever a reminder of the hundreds of workers killed and injured at work and the unveiling of the plaque coincides with the first anniversary of the tragedy at Rana Plaza, Bangladesh, where 1,129 people were killed and hundreds injured. Those deaths and injuries were directly attributable to the failure of employers and government to put in place proper health and safety standards. The trade union movement worldwide must redouble its efforts to ensure there is no repeat of the Rana Plaza tragedy and that workers throughout the world can work in safe environments.”

Committee, spoke of the need for “strong regulation, enforcement and union rights” regarding health and safety in the workplace. Mr Devoy warned that the HSA’s budget grant may be cut by a further €1 million this year, which would be a “recipe for disaster” in terms of the impact on health and safety in workplaces. Speaking at the event, ICTU General Secretary David Begg said: “As we gather to mark Workers’ Memorial Day 2014, we should remember that the health and safety of working people is not a luxury that can be dispensed with as budgetary constraints dictate… Doing our utmost to prevent death and injury in the workplace must be a given, not an afterthought. And that requires proper resources combined with a rigorous inspection regime and strict enforcement. That is the only fitting tribute we could pay to the memory of those who have lost their lives

Pictured left, from l to r: Pat Kenny (Health & Safety, CWU), Frank Vaugh (Congress), Natalie Fox (Congress) and Bobby Carty (Impact).

Pictured right, from l to r: Martin O’Halloran (CEO, HSA), Paul Reid, Emer Costelloe, Dave Begg, Terry Delany and Shay Cody.

Pictured left, from l to r: Dave Begg, Terry Delany, Emer Costelloe, Eamon Devoy, and Martin O’Halloran. 25

LEST WE FORGET the entire conflict was airbrushed from Irish history. Thankfully, as a result of the efforts of many people, starting with former president, Mary Robinson, and Paddy Harte, former Fine Gael TD, the situation has changed, and there is now a better understanding of the sacrifices made by those who participated in the war and the circumstances which brought about their involvement. One of the methods used to encourage people to join up was workplace recruitment, whereby large numbers of workers from different industries would join up together. The Post Office was no different in that regard and the following articles were published in The Irish Times during the course of the war. The Irish Times also published an article in 1920, which is too lengthy to reproduce, giving details of the significant amount of contributions made by Postal Staff towards the erection of the Irish National War Memorial, which was erected at Island Bridge in Dublin. A number of employments, such as Irish Rail, Guinness Brewery and the Bank of Ireland, to name but a few, erected plaques in memory of employees who died in the war. We are not aware of the existence of any plaques to commemorate Irish Postal Workers who died. If members have any information with regard to this matter, they might please let us know at Union Headquarters.

aving commemorated the Centenary of the 1913 Lockout, we move to the Centenary of the outbreak of the First World War in August 1914, which had a devastating effect on the Irish working class. Over 200,000 Irish people joined the British Army and official estimates put the number of Irish dead at 49,000; virtually every town and village in Ireland had someone who died in the war. All died in a brutal four-year period, mown down in their prime on mainly French and Belgian battlefields.

The reasons for joining up were many and varied. A significant number of the people concerned were Irish nationalists and believed that at the end of the conflict, Ireland would be rewarded through the implementation of Home Rule. Others joined to escape the grinding poverty which existed in all parts of Ireland at that time, particularly in Dublin, which had the worst slums in Europe. There were high levels of unemployment and many of those who joined did so, as they were unable to find employment as a result of their participation in the 1913 Lockout. Overall, 25,000 Dubliners served during the war, 2,500 of whom were members of the Irish Transport and General Workers’ Union. 19% of them were killed. Those who were fortunate to “survive” the war were treated with disdain by successive Irish governments, and

Irish Postman in Soldier’s Clothes. Another recruit for the Army. The Irish Times Saturday, September 19, 1914

ow an Irish postman named Michael Keogh came to be clad in a soldier’s uniform was explained yesterday to the Liverpool county magistrates, before whom Keogh was charged with wearing His Majesty’s uniform without authority.

It appeared that on the 11th inst. the accused entered the barracks at Seaforth, and told the sergeant in charge that he was not a soldier, although he was wearing a military uniform. He proceeded to explain that he was a civilian postman at Charleville, Ireland, got into the company of some artillerymen, who took him to Kildare Barracks and rigged him out in the military

suit he was wearing. He afterwards, went to Dublin, and came across to Liverpool on a boat with another man, who took him into a public house and there left him. It was added that Keogh was willing to enlist, and that the commanding officer was willing to accept him if he was discharged by the Court. Under these circumstances Keogh was discharged.

The Irish Times Thursday, December 21, 1916

es The Irish Tim 15, 1915 ch ar M Monday,

New A rmy; the lonmel and

C Army

ing the otwithstand Clonmel men hundreds of the ready joined who have al nues ti uiting con Colours, recr , and el m ly in Clon pretty brisk en m g n u and yo old soldiers en, ts, tradesm an st si shop as g every are enlistin and others week. ve Volunteers ha The Clonmel r, be m nu e a large supplied quit ed. in jo e or m k some and this wee en be ice staff has The Post Off of r be m nu e depleted by th ys who telegraph bo postmen and have joined. man , for years fore Mr. Canning or ot m ’Gorman’s in charge of O rtant ived an impo ce re s works, ha nical in the mecha appointment ps. the Flying Cor department of ing rv se y her alread He has a brot rs. with the Colou

Shortage of Labour O

ver 200 employees of all classes at the Dublin G.P.O. are on active service, and this year the Postal authorities have been unable to get within about 200 of the number of extra hands usually taken on for the Christmas sorting work. But it is anticipated that the shortage of men will be about balanced by the anticipated falling off in the volume of work as compared with previous years, whilst the men taken on to fill the places of those gone to the front have long since completed their

training, and are thoroughly efficient public servants. It will be impossible this year to obtain any detailed return of letters passing through the Dublin G.P.O. as compared with former years, all records of former Christmas traffic having been destroyed during the rebellion. But comparisons will be available as regards the Parcels Office work which should throw some light on the volume of traffic as compared with other years. Frequent relief collections from the posting receptacles in the city and suburbs will be made, and in this connection it may be mentioned that the work of the Department would be very much facilitated if the public would post Christmas cards

and parcels as early as possible. A large number of additional men will be employed, as usual, but as already stated, it is feared the number available will be much less than that required. It is, therefore, all the more necessary to post early if delivery by Christmas Day is desired. Extra mails for and from the provinces and crosschannel centres have been arranged for during the pressure period. It may be of interest to the public to know that during the last fortnight of November no less than 850 receptacles were dispatched from Dublin containing parcels for prisoners of war, and 1,200 receptacles for the British Expeditionary Forces.

Christmas at the GPO: Urgent Need for Early Posting The Irish Times Thursday, December 21, 1916

t is scarcely necessary to recall the fact that no public service in Dublin was more seriously affected by the tragic events of Easter week than the General Post Office. And now that the bustle of Christmas is with us again there is no service upon whose energies a greater strain is placed by the ever exacting public. During this particular season the postman is one of the most popular of public officials- and he richly merits his popularity in that he is honest, cheery, and hardworking. Yet in connection with the

acknowledged popularity of the postman one could not help recalling yesterday, whilst gazing upon the gaunt and roofless ruins of the G.P.O. in Sackville Street, the familiar lines“Tis all very well to dissemble your love, But why did you kick me downstairs?” For assuredly the postmen and all the other officials of the G.P.O. were very unceremoniously ejected from their spacious headquarters on Easter Monday. Yesterday they were busy and cheerful in their temporary premises in various parts of Dublin. The great volume of Christmas letter work, both sorting and general delivery, was being carried out at the Rotunda Rink;

the parcels work was divided between the premises in Marlborough Street and other premises in Amiens Street. To cope with the additional parcels work a garage adjoining the Marlborough Street premises had been temporarily acquired, as also had a workshop adjoining the premises in Amiens Street. The Telegraph Department is installed on the upper floor of the Amiens Street premises. The spacious building in Sackville Street, formerly the Sackville Hall, now serves the purposes of a public office, and in the upper floors of the building the Secretary and his staff are accommodated. Though the public office was very busy yesterday, its

accommodation was found ample to cope with popular requirements. The effect of the Easter week calamity upon the Postal Service may be all the better appreciated from the fact that all the departments mentioned, with the exception of the Parcels Office, were housed together in the demolished head office up to the 24th April last. Inquiries as to the extent of the inconvenience resulting from the dispersal of the departments to so many different habitations elicited the assurance that it was not so great as might be imagined, as telephonic communication between one office and another had reduced the inconvenience to a minimum.

es The Irish Tim 15, 1915 ch ar Monday, M

The Irish Tim es Monday, Nov ember

New A rmy; the lonmel and

New A rmy;

C Army

8, 1915

R.I.C Recruits fr om Clare

ing the otwithstand lonmel men fC hundreds o joined the y d ea lr a e v who ha g continues in it u Colours, recr in Clonmel, and ly pretty brisk nd young men a rs en, old soldie nts, tradesm ery ta is ss ev shop a g are enlistin and others week. ave Volunteers h r, The Clonmel be m u n e e a larg ined. supplied quit jo e or m e k som and this wee been ice staff has The Post Off of r e numbe depleted by th legraph boys who te d postmen an man have joined. for years fore Mr. Canning, man’s motor ’Gor in charge of O ived an important ce re ical works, has in the mechan ps. appointment or C the Flying rving department of er already se h He has a brot rs. with the Colou

(from our corr espondent in Ennis) uring the w ee Cox, Daly, D k Constables onovan, and Hanrahan, of district, and the Corofin Constables Dowling an d Killeen, o f the Tulla distric t, the Irish Gu volunteered for a the county. rds, and have left

The Ennis Pos t Off ice has n sent the follow ow ing members of its staff to the fr ont: Messrs. Harn ett and Hayes the Telegraph , of ic Staff; Cann on and Moore, of the Postal Staff; Davoren and Hanrahan , of the Postm en Staff. Two po stmen from Ennistymon, one from Lis deen, and one from Mullough hav e volunteered, and been acce pted.

The Irish Times – Tuesday, March 23, 1915 The Irish Times – Tuesday, March 14, 1916

NEW ARMY; PATRIOTIC TYRONE POSTMEN

Presentation to a D.C.M. His colleagues of all ranks met in the Dublin Post Office on Friday evening last to present Mr. J.F. Connell, D.C.M., with a luminous wristlet watch in token of their admiration of his valour in the field by which he has won the D.C.M. Mr Connell (who is a postman attached to the Dublin Office) was with a party of Royal Field Artillery, in charge of ammunition, when they were shelled by the Germans. His horses were killed, but he gallantly stopped at his post until he got fresh horses and saved the ammunition. The meeting took place in the Postmen’s Office, Mr. H.J. Tipping, Controller of the Dublin Postal District, made the presentation on behalf of the staff, and, in doing so, complimented Mr. Connell on his pluck, and wished that he might be spared to return to his duties after a victorious war. Mr. Sweeney, Inspector-in-Charge of the Postmen Force, and Mr. Dixon, Assistant Inspector, also spoke.

Enthusiastic scenes were witnessed at Omagh Railway Station yesterday morning, when eleven postmen and Post Office officials left to join the Post Office Rifles. The contingent, which consisted of six men from Omagh, four from Dromore, and one from Castlederg, left by the 12.30 train for Dublin, and received a great send-off from a large crowd of townspeople and their fellow employees of the Post Office.

The Irish Times – Friday, June 4, 1915

NEW ARMY: FEMALE POSTMEN FOR NEW ROSS Four women have been appointed auxiliary postmen in New Ross, to fill the places of the postmen who have gone to the war.

7th Biennial Conference, 2014 Killarney Convention Centre

Steve Fitzpatrick, General Secretary, CWU.

David Begg, General Secretary, ICTU, makes a point at Conference

New President, Pascal Connolly John Baldwin, CWU UK, addresses Conference

Steve addresses Conference

Deputy General Secretary, Terry Delany

Damien Touhy addresses Conference

SallyAnne Kinahan, ICTU, addresses Conference

National Officer, SeĂĄn McDonagh

First time delegate, Frank Cassidy (Dn No1)

Emma Lusk and General Secretary, Steve Fitzpatrick

Pat Kenny delivers the Health and Safety Report to Conference 29

Martina Oâ&#x20AC;&#x2122;Connell elected Vice President at CWU BDC

Fintan King, Dn. No 2 addresses Conference

David Begg receives a presentation from Terry Delany

Anthony McCrare casts his vote!

Breda Bradley and Tara Ravenhill

Sean Clarke and James O’Sullivan, Killarney Postal

Tom Murtagh and John Lyons, Birr/Roscrea Postal

John Baldwin CWU UK with newly elected Vice-President, Martina O’Connell

Colin Whitston agers’ Seminar addresses Man

Thomas Deegan, Kilkenny Postal

Larry Ojelade and Paul Daly, Dn Clerical Admin

Castlerea Postal Delegates

Kevin Molloy, Nth Wexford/Sth Wicklow

James Quail & Seamus Sweeney

PJ Farrell, Kilkenny Postal

Martena Cregg & Peter Connolly

Waterford Postal Delegates

Lorcan Wynn, Dn No2

John Clarke, NEC

Pat Kenny addresses Conference

Billy Hayes, General Secretary CWU UK

Brian Scott addresses Managersâ&#x20AC;&#x2122; Session

Laura McKenna

An Post Credit Union

Joe Maher & Jerome Barrett discuss the Conference

Tony Harmon

Dave Morris

Rory & Ivor collect for CWU HA trip

Siva Kadimisetty and Bindu Kalloor, Dn.CA

Colin Moore

Anthony Horan struggles to Conference! 31

Geraldine Isherwood & Eleanor Oâ&#x20AC;&#x2122;Shaughnessy

Ivor fundraising from Libby

New Regional CoOrdinators, John Tansey & John Boner celebrate!

Carl O’Rourke and Andy Flynn

Tommy Devlin addresses Conference

UPS Delegates, Ivan & Willie

Drogheda District Delegates

Eric & James, DPAB

Damian & “the Galway Girls”!

CWU Retirees enjoying Conference

Pat, Tony, Sarah, Ciara and Lorraine singing “Auld Lang Syne”

Standing Orders Committee, 2014

Martena Cregg, Ballinasloe

Martina & Cork Outdoor Delegates

Dublin No. 1 Branch

lebrate

Brian & Ned ce

Rocky & Frank organise!

Brendan

McDonald

Pictured from l to r: Martin Regan, Mick Walsh & Mick Oâ&#x20AC;&#x2122;Toole, Galway District

New President, Pascal, and his Sligo District Branch Delegates 33

Tony & Paul, Drivers’ Branch

Frank Donohoe

Tweeting live at Conference

Herb Hribar, CEO eircom

Paul Dowd John Dunleavy, Dn No 2

Jarlath checks out the 1913 “Lockout” Tapestry on display

Pictured left: Vodafone Delegates

A big thanks to John Boner & the local Arrangements Committee for a great Conference! 34

Presentations made to recent Retired CWU Activists by Cormac O’Dalaigh, President

Bob Weldon

Breda McGuinness

John Moran

Ger Falvey

Regina Abernethy

Brendan Moorhouse

Paddy Costello

Ralph Gordon

“Auld Lang Syne” sung by all Conference Delegates! 35

Government agrees to reform the Industrial Relations (Amendment) Act 2001 to deliver on Programme for Government commitment •

The Minister for Jobs, Enterprise, and Innovation, Richard Bruton TD today (Tuesday, 13th May) secured Cabinet approval to reform the Industrial Relations (Amendment) Act 2001, to legislate for an improved and modernised industrial relations framework that will provide more clarity for employers and more effectiveness for workers. This reform continues Minister Bruton’s wider modernisation agenda in the enterprise area, which has seen a significant overhaul of policy, agencies and legislation over the last three years. When enacted, this legislation will mark the fulfilment of an important commitment in the Programme for Government. It will provide a clear and balanced mechanism by which the fairness of the employment conditions of workers in their totality can be assessed, where collective bargaining does not take place. It will provide clarity and certainty for employers in managing their workplaces over the years ahead. The Minister acknowledged the contributions of key actors from both sides of industry to-date who, he said, have come to these discussions with well-articulated positions of what they would like to see in terms of an outcome. The Minister will continue to consult with stakeholders in drafting the Heads of Bill. The proposals are derived from a lengthy consultation process involving extensive engagement with stakeholders, with a view to arriving at broadly acceptable proposals that will operate effectively in practice.

• • •

•

Minister Bruton said: “In developing these proposals, I have been keen to respect the positions of both sides of industry. They will retain our voluntary system of industrial relations, but also ensure that workers have confidence that, where there is no collective bargaining, they have an effective system that ensures they can air problems about remuneration, terms and conditions and have these determined based on those in similar companies and not be victimised for doing so”. The Minister concluded by saying that he is confident that the legislation when enacted will be framed in such a way as to fit our constitutional, social and economic traditions, our international obligations, and to ensure continued success in attracting investment into our economy and support Irish companies to grow. Minister of State for Research and Innovation, Seán Sherlock TD, said: “In agreeing this reform of our industrial relations legislation this Government has delivered on its commitment to people at work once again. I am confident that this legislation will not only restore the rights contained in the original 2001/2004 Industrial Relations Acts, but will be an improvement on that legislation and will ensure that all workers who do not have a collective voice in their company will have a transparent, fair and effective means of having their terms and conditions assessed. I want to pay tribute to all those who participated in a spirit of cooperation in reaching this point in the process, from both the employer and the union side”.

The main provisions include: • •

• •

new provisions to ensure cases dealt with are ones where the numbers of workers are not insignificant provisions to ensure remuneration, terms and conditions are looked at in their totality provisions to limit the frequency of reassessment of the same issues an explicit prohibition on the use by employers of inducements (financial or otherwise) designed specifically to have staff forego collective representation by a trade union enhanced protection for workers who may feel that they are being victimised for exercising their rights in this regard by way of interim relief in the case of dismissal

a definition of what constitutes “collective bargaining” provisions to help the Labour Court identify if internal bargaining bodies are genuinely independent of their employer bringing clarity to the requirements to be met by a Trade Union advancing a claim under the Act setting out policies and principles for the Labour Court to follow when assessing those workers’ terms and conditions, including the sustainability of the employers business in the long-term 36

Programme for Government, Ryanair and ILO

existence without first establishing that collective bargaining is in place and that internal machinery (if any) for resolving the perceived problem has been exhausted. In looking at how the case had been progressed, the Supreme Court found that the Labour Court had erred in law in its construction of the relevant provisions of the 2001 Act and the hearing of the case had been procedurally flawed. As there was no definition of collective bargaining in the Act, as part of the decision, the Supreme Court found that the Labour Court was in error in utilising the “industrial relations” concept of collective bargaining and that instead, an ordinary, dictionary definition should apply. To address this lacuna the following definition will apply for the purposes of the Industrial Relations Act 2001 (as amended). For the purposes of this Act, collective bargaining comprises voluntary engagements or negotiations between any employer or employers’ organisation on the one hand and a trade union of workers or excepted body on the other, with the object of reaching agreement regarding working conditions or terms of employment or non-employment of workers.

The proposals for legislation are in fulfilment of the Programme for Government Commitment to “reform the current law on employees’ right to engage in collective bargaining (the Industrial Relations (Amendment) Act 2001), so as to ensure compliance by the State with recent judgments of the European Court of Human Rights”. In addition, the ILO, in 2012 issued its report in response to a complaint referred to it by ICTU and IMPACT arising from the 2007 Ryanair Supreme Court judgment. As part of the Government’s response to the ILO Report, it indicated that these matters would be addressed in the context of the Programme for Government commitment.

ICTU response to proposed amendments The proposals respect Ireland’s voluntary IR system but ensure that where an employer chooses not to engage in collective bargaining either with a trade union or an internal ‘excepted body’ the 2001 Act will be remediated to ensure there is an effective means for a union, on behalf of members in that employment, to have disputed remuneration, terms and conditions assessed against relevant comparators and determined by the Labour Court if necessary. It will also ensure that if an employer chooses to collectively bargain with an internal ‘excepted body’, as opposed to a union, that body must pass tests as regards its independence. Provisions are included to ensure the Act is used appropriately. There are provisions to ensure cases dealt with are ones where the numbers of workers are not insignificant; provisions to ensure elements of remuneration, terms and conditions are not challenged without regard for the totality of remuneration, terms and conditions; provisions to manage the frequency of reassessment of the same issues. Additional protection by way of interim relief is proposed where a union member, identified in the course of use of the process under the Act, is to be dismissed. A number of further related matters are to be dealt with such as clarifying inducement to forego collective bargaining rights is prohibited in accordance with the ECHR Wilson case. Some time frames will be extended under the Code of Practice on Voluntary Dispute Resolution to enhance the opportunity to resolve the matters at issue voluntarily.

Excepted Body

Definition of Collective Bargaining

Under industrial relations legislation it is not lawful for a body to bargain collectively unless it has a negotiation licence (e.g. a trade union of employers or employees). The Trade Union Act 1941, in introducing “excepted bodies”, provided for a situation where both employer and employees in an individual firm wanted to negotiate terms and conditions in a situation where the employer or employees would not be acting illegally for not having a negotiation licence under that Act. It is not proposed to amend the definition of excepted body other than, for the purposes of the 2001 Act (as amended) to reflect the concept of voluntary negotiations or engagements as contained in the collective bargaining definition above. However, the legislation will address the status of the “excepted body” insofar as ensuring that it is genuinely free of employer influence in terms of negotiating and agreeing on wages or other conditions of employment. The following legislative provision will address this: In determining if the body is an excepted body within the meaning of the 2001/2004 Acts the (Labour) Court shall have regard to the extent to which the body is independent and not under the domination and control of the employer or trade union of employers with which it engages or negotiates, in terms of its establishment, functioning and administration. In this regard, the Court shall take into account;

In the Ryanair case, the Supreme Court found that the Labour Court cannot conclude that a trade dispute is in

a. b.

Notes on Specific Provisions

The manner of election of employees, The frequency of elections of employees,

c. d.

Any financing or resourcing of the body beyond de minimus logistical support, and The length of time the body has been in existence and any prior collective bargaining between the employer and the body.

Proof that Collective Bargaining with an Excepted Body is Taking Place In the course of the consultations there was all party agreement that bringing further clarity to the above process could help avoid lengthy and potentially acrimonious hearings at the Labour Court. The following provision will assist in this regard:

Remove Right of Access for Excepted Bodies

Where an employer asserts to the Labour Court that it is the practice of the employer to engage in collective bargaining with an excepted body in respect of the grade, group or category of workers concerned, it is a matter for the employer to satisfy the Labour Court that this is the case.

Given that excepted bodies, by their nature, are involved in collective bargaining as defined above, they will no longer have a right of access under the Act. This in effect means that it will be a matter for a trade union alone to initiate the processes under the legislation.

Establishing Trade Dispute and Access to Labour Court While restoring and improving the operation of the Acts, it is recognised that the processes under this legislation are not appropriate to disputes involving very small numbers of workers. For this reason the legislation will ensure that the Court shall decline to conduct an investigation of a trade dispute under the Act where it is satisfied that, in the context of the dispute, the number of workers party to the trade dispute is insignificant. To avoid a situation arising where, in the context of the totality of terms and conditions having been recently assessed by the Labour Court it is proposed that, other than in exceptional circumstances, the Labour Court shall not admit an application by a group, grade, or category of worker to which the trade disputes applies where the Court has made a recommendation or determination in relation to the same group, grade or category of worker in respect of the same employer in the previous 18 months.

Labour Court: Policies and Principles in Context of Establishing Terms and Conditions Related decisions of the High and Supreme Courts indicated that further guidance to the Court was needed by way of primary legislation in terms of what the Court should take into account when loo\king at terms and conditions of the workers party to the trade dispute. Accordingly, the legislation will specify that:

When examining the terms and conditions of any employer the Labour Court will take into account: •

•

Initiating Process For the purpose of initiating a process of establishing the position when referring the matter to the Labour Court, the following process will apply:

the totality of remuneration and of terms and conditions of employment, and comparators (both internal and external), where available, which will comprise both unionised and nonunionised employers.

In addition, in making any recommendation or determination under this Act, the Labour Court shall have regard to the sustainability of the employer’s business in the long-term.

A statement made under the Statutory Declarations Act 1938 by the General Secretary or equivalent of the trade(s) unions concerned, setting out the number of its members and period of membership in the group, grade or category to which the trade dispute refers and who are party to the trade dispute, shall be admissible in evidence without further proof.

Inducements Having regard to recent judgments of the European Court of Human Rights, the legislation will remove any doubt as to Ireland’s full compliance with the Wilson judgment as regards inducement of workers to relinquish trade union representation. Accordingly, the Code of Practice on Victimisation (Declaration) Order 2004 (S.I. No. 139 of 2004) will be amended to explicitly prohibit such inducements.

This brings clarity to the process and obviates the need for protracted procedures early in the process and removes the need for workers to be identified at an early stage. 38

comparator for the provisions of the 2001/2004 Acts. Where such relief is granted the case itself will be dealt with by the Adjudicator arm of the Workplace Relations Commission that is to be established in the near future.

Victimisation of Workers in Context of 2001 Act (as amended) The legislation will enhance protection for victimisation of individuals who are victimised as a result of invoking through the trade union, or acting as witness, comparator for the provisions of the 2001/2004 acts will be incorporated in the legislative changes proposed.

Victimisation” in Context of Ongoing Employment Relationship In many cases “victimisation” does not result in employment termination; it may witness reduced access to particular work, training opportunities, shift work, overtime etc. Remediating the ongoing and/or proven victimisation where the employment relationship has not been terminated will be dealt with in the context of enhanced and more robust enforcement of the current sections 9, 10 and 13 of the IR Act 2004.

Employment Termination This protection will be provided by way of allowing interim relief to be applied for in the Circuit Court in circumstances where a dismissal is being challenged on the grounds of unfairness arising from an individual believing that he/she is being victimised as a result of invoking through the trade union, or acting as witness,

Equality Update

See Change – Green Ribbon Campaign See Change, the National Stigma Reduction Partnership have rolled out the month-long national Green Ribbon Campaign to get people talking openly about mental health problems in May 2014. In order to facilitate the campaign, the CWU distributed the Green Ribbon to delegates who attended the Biennial conference in Killarney and the campaign was highlighted as part of the conference update. According to See Change, their “aim is to make the month of May every year synonymous with challenging the stigma of mental health”.

For more information please contact: See Change, National Stigma Reduction Partnership, 38 Blessington St, Dublin 7 Tel: 01 8601620

Email: info@seechange.ie

Equality Training Course Equality training for Branch Representatives will be held again in union head office this September. This is a twoday course for Branch Committee Activists and is scheduled for September 16th & 17th. The Equality Representative is a support role to the Branch Secretary who can provide information on equality related matters and the course covers various equality and diversity related topics. Branch Secretaries can contact Union Head Office for further information on what the course entails. 39

Education Update

Branch Secretary Stage 1 Course – May 2014

Pictured Back Row l-r: Lorcan Traynor Navan Section, Tom Prendergast Portlaoise Postal, Michael Walshe Galway District, John Delaney Thurles Postal, Tony Harnett Kilmallock Postal, Tom Murtagh Birr/Roscrea Postal, Michael Croghan Southern Managers and Liam O’Laighin Dublin C&A. Pictured Front Row l-r: Donal Curran, Limerick No 1, Matt Finnegan Cavan Postal, Carmel Higgins Galway Postal, Caroline Maunsell Athlone Tels, Eugene Doyle Bray Postal, Eddie Glenny Limerick District.

Chairperson Course – May 2014

Pictured Back Row l-r: Martin Regan eircom Galway, PJ Farrell Kilkenny Postal, James Crowley Limerick District, Catriona McCarthy Cork Tels, Geraldine Isherwood Cork Mails Centre, Tara Ravenhill Athlone Postal, Anthony V Doyle eircom Galway, John Keating Clonmel Section, Dermot Hayes Cork District and Seamus McLaughlin Lifford/Inishowen Postal. Pictured Front Row l-r: John Finn Limerick No 1, Vincent Kilroy Portlaoise Naas Managers, Marie Kelly Naas Postal, Anne Doyle Athlone Tels, Liam O’Grady Letterkenny Postal, Garry Kenny Cork Drivers, James Morris Nenagh Postal, Anthony Thompson Cork Outdoor & Lorcan Wynn Dublin No 2. 40

Education Update

Committee Training – Dublin Postal Delivery Branch

Charlie Burton, Ciarán Doyle, Kevin Whelan, John Hanratty, John Seagrave, Noel Byrne, Martin Brennan, Derek Long, Christy Keenan, Anthony Larkin, Brian Kane, Robert Brennan, Anthony Cornally, Paul Hardy, Frank McGrath, Richard Slattery, James Maher, Noel Adamson, Michael Lonergan, Frank Donohoe, Eoin McNally, Gerry Sexton, Diarmuid O’Connell and Brian Roche.

Once again we had a hugh attendance from the DPDB committee at their training course which was held in union head office on Saturday, May 24th. It shows real commitment on the part of the branch members, when so many are willing to give up their Saturday. In attendance were: Stephen Williams, Kenny Harte, Jason Dunne, Paul Moore, Garry Dunne, Declan Corbett, Gerry Kelly, David Hanly, Leo Bissett, Joe Lawless,

Training course attendees from the DPDB

Committee Training – Dublin C&A The Union was very pleased to welcome the Dublin C&A branch for committee training on March 13th & 14th of this year. In attendance were: Paul Daly, Siva Kadismimetty, Liam O’Laighin, Larry Ojelade, Neil Murphy and Philip Stewart. We wish the committee every success going forward. 41

One year on: taking action to prevent the next potential Rana Plaza tragedy

Published: 23 April 2014

A year on from the Rana Plaza tragedy, the Bangladesh Accord on Fire and Building Safety negotiated by UNI Global Union and IndustriALL Global Union continues to make big steps forward. More than 160 global brands have committed to the Accord, a program of unprecedented scale, independence, rigor and transparency. The agreement now covers 1600 factories employing 2 million workers.

Tragic scene of devastation from Rana Plaza UNI Global Union’s General Secretary, Philip Jennings said “This disruption to production is unfortunate but there is no choice when we have another potential Rana Plaza on our hands. We have taken on the daunting task of putting right thirty years of neglect in five years.” Jennings added, “The first anniversary of the Rana Plaza tragedy in Bangladesh, 24 April 2013, is a moment to pause and remind ourselves of that terrible day when more than 1,100 garment workers lost their lives making the lowpriced clothes that consumers have come to expect. Rana Plaza shone a spotlight into the dark recesses of the Bangladesh garment industry where mainly young women work for a pittance, sometimes in lifethreatening conditions. UNI and IndustriALL urge all stakeholders along the supplychain to commit to change and save lives.” The Accord is an unprecedented, legallybinding agreement between brands and global unions which aims to make the Bangladeshi garment sector safe and sustainable across a five year term. It came about as a result of more than 1,800 preventable deaths from fires and factory collapses in the last seven years. Rana Plaza was the tragic tipping point. Notwithstanding the success of UNI’s Campaign to improve working conditions, multinational clothing brands are failing to meet the US$ 40 million target to pay fair compensation to the victims. Brand contributions to the Rana Plaza Donors Trust Fund remain wholly inadequate. Only around US$ 15 million has been paid into the fund, established to give financial and medical support to the victims and their families consistent with

Phillip Jennings, General Secretary of UNI Global Union The inspection program is in full operation. There is a strong team of more than more than 100 technical experts and engineers in Bangladesh who are conducting 45 inspections per week, with the aim to inspect 1500 factories by October. More than 280 factories have been inspected for fire and electrical issues and 240 for structural safety. Every inspection has revealed critical issues which must be repaired as a condition of doing business with signatory brands in the future. These issues include, for example, the absence of fire doors to separate the work area from the fire exit. Brands are responsible to ensure that sufficient financial resources are available for the renovations and improvements. In some cases, the engineers have found that a building is at risk of imminent collapse, requiring temporary suspension of operations and evacuation of the workers while the parties involved develop a solution. Under the Accord, the covered factories must pay these workers for up to six months while repairs are underway. Currently all workers from the factories which have had to be temporarily closed are receiving payments. 42

disasters, but we should not forget those for whom it comes too late. As we mark the first anniversary of the collapse of Rana Plaza it is imperative that all brands who rely on Bangladeshi labour pay up. Brands including Benetton, Matalan and Auchan who so far have failed to make any contribution to the Donor Trust Fund, and brands including Kik, Walmart and Mango whose current donations are far too low, must increase them to ensure all those who have suffered receive the financial help they require.”

guidelines set by the International Labour Organization (ILO). IndustriALL Global Union’s General Secretary, Jyrki Raina said, “We urge all the brands that have been working in Bangladesh to contribute to the fund with a considerable sum. They share a collective responsibility for this profoundly unsustainable production model and its hazards.” Ineke Zeldenrust, of Clean Clothes Campaign added, “The Accord is an important step in preventing future

For information or to arrange an interview contact: richard.elliott@uniglobalunion.org +41 79 794 9709 See also the UNI Bangladesh Accord website for more material: www.unibangladeshaccord.org

Communications Workers Union announces a 3-year partnership with education charity, Suas, to develop and deliver their Literacy Support Programme Nationwide

Addressing the Literacy Challenge in Ireland

Suas Literacy Support Programme Suas Literacy Support Programme operates in 5 cities across Ireland (Dublin, Cork, Galway, Limerick and Waterford) and works at the ‘coal face’ providing direct learning-support for 8 to 14 year olds’s attending DEIS schools to improve their standard of literacy. The programme recruits and trains volunteers as literacy mentors to deliver evidence based literacy support projects (Paired Reading and AcceleRead AcceleWrite) to selected schoolchildren on a one-toone basis. Projects’ duration is between 5 weeks and 8 weeks with volunteers attending once, twice or 4 times a week depending on the technique been used. The Suas Literacy Support Programme has 3 very important quantitative aims:

According to research, children who do not learn to read, write and communicate effectively at primary level are more likely to leave school early, be unemployed or in low-skilled jobs, have poorer emotional and physical health and are more likely to end up in poverty and in our prisons. Research also demonstrates a clear association between educational disadvantage and literacy achievement. Put simply; one in ten children in Irish primary schools have serious literacy difficulties. This figure rises to one in three in disadvantaged communities. Feedback from teachers regarding the high literacy failure of pupils from disadvantaged communities is that reading is not part of the culture at home. Other contributing factors include: a link between low levels of literacy and low self esteem; and poor language levels. Cutbacks in education spending over the last few years have decreased resources available to counter this social challenge – the Suas Literacy Support Programme exists to help combat this worrying reality.

1. To improve reading fluency 2. To improve comprehension of what has been read 3. To improve confidence in reading The qualitative benefits of the programme for participants, mentors and indeed the wider community as a whole are far reaching in terms of positively shaping the future of all who are

aﬀect the project, however as each week went by I found myself more at ease with the kids and as we became familiar with each other the sessions were more relaxed and enjoyable.”

connected with the programme, such as: • •

•

• •

Increased literacy skills and educational attainment for participants Improvement of participants self-esteem and enhanced perception of the importance of learning Engagement of mentors in civic duties, gaining a new perspective and enhanced abilities in teamwork and communication through service learning experiences Schools and community organisations actively participating in delivering programmes Increased awareness in Ireland of the importance of literacy.

“Just found this a very valuable experience as much for myself as for the children and amazing how such a small amount of time can matter so much to the children involved.” “I really loved working with kids and this is something I didn’t know I would get so much out of. Every Tuesday I looked forward to going in and reading with the girls and really miss it now that it’s over.”

Schoolchildren’s Testimonials

Suas Literacy Support Programme NEEDS YOUR HELP!

“Never liked reading before, but now I’ve gotten into reading. I enjoyed the books I read. I liked the way a story can be told on paper.”

In SEPTEMBER 2014, the programme will be delivering 50 projects in Dublin, Cork, Limerick, Waterford and Galway. We need Volunteers to become Literacy Support Mentors to deliver these projects. Training, guidance, support and supervision will be provided. If you’re interested in becoming a Literacy Support Mentor, please follow the link below:

“I liked the book because it was interesting, fun, exciting and enjoyable. It was so much fun reading. I liked the people because they were nice.” “Got more reading time. I’m getting interested and better at reading. I liked that you are not reading on your own.” “I liked when they helped me with words I did not know. I am better at reading. I liked when I had two people.”

http://www.suas.ie/volunteer-ireland

“Things that I did not like about the sessions: The ﬁrst day because I was shy the last day because it was over.”

and complete the ‘Keep me Informed’ section.

For Further Information, contact: Adelaide Nic Chárthaigh, Literacy Support Programme Manager, Suas Educational Development, 10 – 12 Hogan Place, Dublin 2. Tel: +353 1 662 1410 Email: adelaide@suas.ie Registered Charity No: CHY 14931

Testimonials from Volunteers/ Literacy Mentors, 2013-2014 “Great experience! Really enjoyed my time down at the school and getting to know the kids, as well as hopefully help improve their reading skills and conﬁdence with reading. I think my communication skills have improved as a result, by having to relate to the kids and keep their interest in the book and the programme etc.” “Previous to this I had very little experience with kids that age. At ﬁrst I was a little worried it might

CWU People

Paddy Costello Retires

Paddy receives his Union Scroll from Cormac and Davy, and thanks the staff of Finglas Delivery Office, for many great years.

Paddy pictured at his retirement function, held by the Branch in Union HQ on 14th December, 2013, with some of his colleagues from the DPDB.

Pictured from l to r: Diarmuid Oâ&#x20AC;&#x2122;Connell, Cormac O Dalaigh, Gerry Sexton, Frank Donohoe, Paddy Costello, Eamon McNally, Noel Adamson and Dave Moran â&#x20AC;&#x201C; all past and present officers of the DPDB. 46

CWU People

ond â&#x20AC;&#x201C; Paddy and Paddy Redm next! be telling people who could

Imelda and Lorraine, CWU Head Office, congratulate Paddy on his retirement.

Paddy Redmond, Christy Branigan and Seamus Connolly, help Paddy with the Sing-a-long on the night.

Paddyâ&#x20AC;&#x2122;s family and friends enjoying his retirement function in Union HQ. 47

Francis M Downes t/a FM Downes & Co is regulated by the Central Bank of Ireland

CWU People

Sam visits the Summit

Michael O Muircheartaigh & Martin Flynn Kevin O’Brien, Declan Browne, Michey Linden, Stephen McDonnell, Barry Cahill and Mark McHugh. The highlight of the climb occurred when 83-year-old Michael O Muircheartaigh made it to the summit and carried the Sam Maguire Cup, with Alan Kerins, through a guard of honour for the final part of the journey. A total of 120 climbers took part and were delighted to get a beautiful day which resulted in over €100,000 being raised for the charity Alan Kerins Projects.

CWU member, Martin Flynn, of Limerick District Branch, Ennis Section, recently climbed Ireland’s highest mountain, Carrauntouhill, for charity. The former Clare & Munster player was accompanied by a player from every county, to bring an All-Ireland Medal and the Sam Maguire Cup to the summit, for a charity run by former Galway player, Alan Kerins. Martin, who won a Munster Senior Football as a corner forward in 1992 and an All-Ireland B in 1991, was accompanied by such greats as Peter Canavan, Seamus Moynihan, Graham Canty, Ja Fallor, Gerry Mc Entee,

Congratulations to all!

Pictured left: Martin at the top of the summit with the Sam Maguire Cup.

From l to r: Peter Canavan, Tyrone, Martin McHugh, Donegal & Martin Flynn, Clare. 49

Seamus Moynihan, Kerry & Martin Flynn, Clare, at the summit.

CWU People

CWU members elected at recent local elections

Cllr Declan Flanagan (FG) was elected to Dublin City Council. Declan is member of the CWU Vodafone Branch Committee,

Cllr Seamus Morris (SF) was elected to Tipperary County Council. Seamus is Chairman of Nenagh Postal Branch (3)

CWU Supports Lupus Group Ireland

The Communications Workers’ Union (CWU) recently made a donation to Lupus Group Ireland (LGI). The organisation is staffed entirely by volunteers who provide support and advice to people who suffer from Lupus. The contribution from the union will be put towards important research into this disease which is increasingly common even though little is known about it.

Pictured l to r: Monica Hempenstall, CWU, Cormac O’Dáligh, CWU, Ian McArdle, CWU, Elaine Doheny, LGI, and Damien Tuohy, CWU. 50

CWU People

Donation made to locked-out Paris Bakery Staff

Frank Donohoe and Cormac Ó’Dálaigh make a donation, on behalf of the Dublin Postal Delivery Branch, to the Paris Bakery staff who are locked out of work.

Tommy Soffe Retires The Ennis Postal Branch would like to congratulate Tommy Soffe on his retirement after 45 years. Tommy served on the Kilrush Branch Committee as Treasurer before they amalgamated with the Ennis Postal Branch, where he served as Branch Treasurer for the past 20 years. We would like to wish both Tommy and Kathleen all the best for the future.

Tommy being presented with his Union scroll and pin by Miriam O’Brien, Chairperson Ennis Postal Branch.

Freddie Smith Retires Willie Mooney presents Freddie Smith with his Union scroll, on his recent retirement from the Dublin Postal Clerks Branch, where he worked on the retail Counters.

CWU People

Central Regional Managers Branch Retirement Presentation in Chaplin

Pictured l to r: Terry Moorhouse (Br Sec) Kevin Maher. Brendan Moorehouse. Paddy McMahon (Treasurer), Willie McDonald. Frank McGrath David Scully and John Clark (Chairperson)

Pictured l to r: Retirees from the Branch: Kevin Maher, Brendan Moorehouse Willie McDonald, Frank McGrath and David Scully.

Pictured l to r: Terry Moorhouse (Branch Secretary) presents his brother, Brendan, with his Union Scroll, while Branch Chairman, John Clark, joins in to congratulate Brendan. 52

CWU People A newly published book by an eircom man. It gives an honest, heartfelt, insightful account of growing up barefoot in the stoney grey soil of Monaghan, through to working in the industrial centres of England, and to a ďŹ nal return to Ireland, family in tow and joining eircom. The narrative is always engaging made up as it is of 49 individual stories.

READ IT, YOUâ&#x20AC;&#x2122;LL ENJOY!

Books reviewed by Adrienne Power

NEWS FROM THE FRONT – GOREY AND THE GREAT WAR By Brian and Mary Kenny age, as the minimum age to join up was 18. He was killed 31st May, 1915, in the Battle of Jutland aged only 17. John Kenny, a local Postman, volunteered, joined the Irish Guards, and was killed in France in 1915. We feel the devastating effect such a war can have on a small place: the distance from home and the horrifying conditions in the battlefields of the trench warfare, as portrayed vividly within these accounts. You can just imagine families anxiously waiting for post to arrive from loved ones and checking the dreaded casualty lists for the names of the men killed, missing or wounded. There is a five-page casualty list at the back of the book, that emphasizes how many died from the Gorey area itself. It is a timely recollection, with the advent of the Centenary of the Great War coming up in August this year.

This is an important and poignant book explaining about the effect of World War 1 on the town of Gorey in Wexford. It is a compilation of newspaper articles from 1914 to 1918, put together by Brian Kenny (a Postman in Gorey) and his wife, Mary, as well as from local letters and other archive research. It is a valuable resource for anyone who wants to know a true account of what life was like at that time. There are also some wonderfully reproduced photos to go with the accounts. The book highlights the terrible effect on families and changes brought about by the war. There was the “innovation” (as the newspapers called it) of women taking up roles in the Post Office and Bank for the first time. Then there were nurses, such as Ella McCarthy, who did active service in the Dardanelles. It is frightening to think how very young they were going off to fight, like John Henry Grattan Esmonde. He was aged only 15 and lied about his

The book is available price €10 from The Book Café, Main Street, Gorey.

A book that highlights the lasting mark left on Gorey by World War 1! Whichever way you decide to go -

njoy eading!!

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