Connect Jul 2014

SUMMER 2014 VOL: 16 NO. 2

IRELAND NEEDS A PAY RISEwas the CLEAR message fromthe CWU, at the 7th Biennial

Conference in Killarney

2

Dear Colleague,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

Editorial

Editor: Steve FitzpatrickSub-Editor: Imelda WallIssued by: Communications Workers’ Union,575 North Circular Road, Dublin 1.Telephone: 8663000 and Fax: 8663099E-mail: [email protected] PTWU Journal, THE RELAY andTHE COMMUNICATIONS WORKERThe opinions expressed by contributors are not necessar-ily those of the CWU.Photographs: John ChaneyPrinted by Mahons Printing Works, Dublin.

Contents

Editorial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

Postal Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7

Tapestry commemorating the 1913 Lockout . . . . . . . . . 6

Telecoms Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-17

esccu Credit Union . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Organising Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-21

An Post Credit Union . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Halligan Home Insurance for CWU members . . . . . . . . 23

Workers’ Memorial Day, 2014 . . . . . . . . . . . . . . . . . . . . 24-25

Lest We Forget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-28

7th Biennial Conference Photos . . . . . . . . . . . . . . . . . . 29-35

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

Equality Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

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 . . . . . . . . . . . . . . . 48

“A Stoney Road” - newly published book . . . . . . . . . . . 53

CWU Humanitarian Aid Bulgaria Convoy 2014 . . . . . . . 53

Book Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

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

3

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

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

the majority of cases

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.

Steve Fitzpatrick,General Secretary, CWU

4

Postal Update

Royal Mailto startSundaydeliveries The privatised Royal Mailwill open some offices anddeliver parcels on Sundaysto provide more options foronline shoppers

The trial is due to begin withinthe M25 later this summer.

Royal Mail is to startdelivering parcels and openingdelivery offices on Sundays aspart of a new trial prompted bythe rise in online shopping.

The privatised postal groupsaid parcels will be delivered onSundays later in the summer toaddresses within the M25motorway, including London.Around 100 delivery officesacross the UK with the highestparcels volumes will be open onSunday afternoons as part of theinitiative. Royal Mail’s deliveryoffices are currently open sixdays a week.

The firm’s express parcelsbusiness, Parcelforce Worldwide,will also launch a Sundaydelivery service in June foronline shoppers throughparticipating e-retailers.Parcelforce Worldwide will makethe service available to contractcustomers across the UK.Shoppers who choose the Sundayservice through registeredretailers will receive a textmessage between 30 and 90

minutes before delivery. Royal Mail said the moves

were being planned under theAgenda for Growth agreementwith the CommunicationWorkers Union (CWU). Chiefexecutive Moya Greene said:“Through these new Sundayservices we are exploring ways toimprove our flexibility andprovide more options for peopleto receive items they haveordered online.

“The support of theCommunication Workers Unionhas enabled us to respondquickly to a changing market,underlining the importance ofthe ground-breaking Agenda forGrowth agreement.”

CWU deputy general secretaryDave Ward said: “Royal Mail’sannouncement about expandingdelivery and collection services toseven days a week is an excitinginnovation which we welcome.

“We have worked closely withRoyal Mail to develop how bestwe can go forward to grow the

company together and improvethe services for customers.

“We appreciate that in order tostay competitive in a broadlyunregulated sector Royal Mailhas to expand its services to itscustomers. We believe thatoffering Sunday delivery andcollection services is the rightresponse from the company.

“With ever-increasing numbersof people opting to shop online,Sunday services are necessary todeal with the growing demand inparcel delivery.

“Earlier this year we delivereda groundbreaking deal for RoyalMail workers and we arecommitted to continuing to setthe benchmark for terms andconditions across the postalindustry.

“The union is negotiating withRoyal Mail nationally to ensurethat postal workers who areaffected by these changes receivegood terms and conditions andwhere appropriate, that work isperformed on a voluntary basis.”

Published in The Telegraph 21 May 2014

Ph

oto:

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5

Postal Update

Stamp Price Review Underway

ComReg announced a review of the price of the stampin April. It is proposed that the way the price of the stampis set in future will change quite significantly. Instead ofAn Post applying for an increase on an ad-hoc basis thenew process will provide for set increases over a five yearperiod based on the Consumer Price Index (CPI). Thisnew model is known as the Price Cap Control and willapply to the Universal Postal Services.

The CWU has long argued the case that the currentpricing structure is inadequate toproperly fund the UniversalService Obligation(USO). It has beennoted by the CWUin the past that theUSO losses, atapproximately €61mper annum for the lasttwo years, pose a realand present danger to thecontinued viability of theuniversal service provider.In circumstances wherevolumes are declining andper unit costs are rising, a review of thepricing model for the Postal Sector is long overdue.

The CWU welcomes ComReg’s view that a price capdecision, when made, should bring the Universal PostalServices to profitability. It is noted that ComReg’s viewis that:

“If An Post does meet the efficiency market, then,based on current data, it should make a profit ofc. €46m from the provision of the Universal PostalService over the five-year period of the proposed price-cap, thereby underpinning and strengthening theprovision by An Post of the Universal Postal Service.”

It is noted by the CWU, that this position is dependenton a number of variables. In particular, the continuingdecline of mail volumes and the efficiency target that isbuilt into the price-cap model.

The CWU agrees with the design of the price capcontrol, as outlined in the consultation document in broadterms, but the Union has some concerns around theefficiency target as well as the level of margin and theabsence of any apparent provision for pay rises for theemployees of An Post throughout the five-year period.

Financial Challenges Facing An Post

There are a number of very serious financialchallenges facing An Post at this time:

• 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 threeissues have combined to represent a very real threat tothe long term viability of An Post, the national postaloperator. There is no doubt that e-substitution representsthe greatest threat to An Post’s business.

The CWU agrees with ComReg’s view that theproposed price-cap mechanism forms “part” of thesolution. However, the Union is equally of the view thatAn Post has not rested on its laurels in terms of addressingthe very challenging conditions that exist in the postal

market at present. Furthermore, it is understoodthat price increases alone mightnot fully compensate for such a

significant increase in “per unit”costs, as that might have the

effect of driving morebusiness towards

e-substitution.An Post, and indeed

the CWU, have longbeen aware that an

efficient postal operationis 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 ensuringthat the Company could adapt to its dramatically changedcircumstances and, as a result, the CWU and its membershave played a critical role in the restructuring and costreductions that have taken place within An Post.

The CWU has argued in its submission that it isimportant to recognised the contribution of staff in thecompany and specifically the fact that the pay rates havebeen frozen so long. In considering the efficiency of AnPost. it is important that the regulator make provision forfuture pay rises. It is disappointing that the CWUsubmission was the only trade union submission receivedby Comreg particularly when the issue is one that willdictate the very future of An Post

The next steps in the process will be that the regulatorreview the submissions that have been made and adecision on the proposed details of the new pricing modelwill be made. As it is currently proposed, the new modelprovides for an increase of approximately 15c over fiveyears.

6

The Tapestry commemorating the 1913 Lockout wason display at the INEC Killarney, during BiennialConference, 2014, and for a further week thereafter. Overtwo years in preparation, it was inspired by other similarprojects, such as the Preston Pans and the (new) GreatScottish tapestries. It was launched in Liberty Hall byPresident Michael D. Higgins on 18th September, 2013.

The Tapestry, which was designed by artists CathyHenderson and Robert Ballagh, was produced byvolunteers from a wide range of community groups, tradeunion activists, the arts and crafts sector, schools, and theinmates of Limerick Prison. The emphasis was onparticipation in reclaiming and understanding the past,rather than accepting traditional orthodoxies.

Tapestry commemorating the 1913 Lockout

7

Study LeavePreviously in An Post, in order to qualify for Study

& Exam Leave, employees had to be engaged in:

• A Third-Level course approved by the Company’sEducational Support Scheme;

• A Second-Level course approved by the Dept ofEducation;or

• Other specified courses of study approved andfunded by the Company.

As there are very limited opportunities for employeesto avail of the educational support scheme in thecurrent financial climate, this means that effectively-paid study leave is no longer available. As a result, theUnion sought a review of paid study and exam leaveat the Joint Conciliation Council.

The following has now been agreed:

• The existing circular will not be amended, as thecompany may in the future reconsider the refundof fees.

• The Company remains committed to facilitatingStudy Leave for employees carrying outappropriate Third-Level Study Programmes.

• Each application for paid study or exam leave willbe treated on its merits.

• Where an application is rejected by the LocalManager, it may be appealed to the HRDepartment.

Both the Union and the Company will keep thismatter under review.

BicyclesThe Union has, for some time, been concerned with

the manner in which the Company manages the bicyclefleet. Of particular concern was the apparent lack ofongoing and preventative maintenance. This matter hasbeen the subject of discussion at the JCC Health andSafety Committee.

The Company has now confirmed the following:

• Each bicycle has been allocated an individual fleetnumber.

• The fleet of bicycles is now managed as part of theNational Fleet by Mails Operations – TransportDivision.

• The procurement process for the appointment ofcontractors to maintain the fleet is underway and isexpected to conclude in August this year.

• Bicycle log books and daily check lists are at anadvanced stage of development and will be finalisedprior to the conclusion of the maintenance contractprocurement process.

Notwithstanding the above, members are ultimatelyresponsible for ensuring their own safety. Therefore,under no circumstances should a member take a defectivebicycle out on delivery. Any concerns should be reportedto the DSM, who will organise a replacement bicycle.Staff cannot be penalised for making a decision in goodfaith on a health and safety issue. Where no reservebicycle is available, it remains the Company’sresponsibility to ensure that suitable alternativearrangements are put in place, to ensure the mail isdelivered.

Postal Update

William Norton HouseDublin’s Newest Conference & Event Venue

visit www.cwu.ie for more information

8

Telecoms Update

1. IntroductionThis document sets out the Company proposals toprovide business continuity for eircom Businesscustomers as a result of the departure of employees in theField Engineering area on the Company’s IncentivisedExit scheme. An interim agreement was reached beforeChristmas in respect to Field Engineering to enablebusiness continuity, and it is now required to put a longterm agreement in place for Field Engineering.

2. Field Engineering post the exit schemeFollowing the restructuring of the Field organisationthere were 32 FTE Field Engineering staff in eircombusiness.

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

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

3. Status of employees who transferred toNetworks post the exit schemeOf the 20 Field Engineering employees who transferredto Networks under the Agreement for Restructuring ofField Engineering, July 2013, 15 have exited the businessunder the IE scheme.

4. Field Engineering proposalAs shown at Appendix 1 the impact of the scheme hasbeen a reduction in headcount across all locations andskillsets. We propose to undertake up-skilling of staff tomaximise our skill base in the Corporate and Governmentareas with about five staff remaining focused on SMEcustomers and to maintain the current location of staff.With the IE exits there will be a progressively increasingcapacity shortfall as shown in Appendix 2.

The Company has explored internal solutionsinvolving the Networks organisation. However they haveresponded that they do not have the capacity or the skillsto take on this work.

As a result and in order to secure the business in thelong term the Company proposes to engage an externalresource contractor that has existing expertise in theindustry (including PABX expertise). We estimate thelong term requirement at existing levels of sales to beapproximately 1200 tickets (8 to 10 internal equivalents).

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

5. Contractor modelThese contractors will cover the South West, Mid-West,Midlands and parts of Leinster outside of Dublin(specifically including Waterford, Cork, Kerry, SouthLimerick, Clare, Galway, Mayo, Roscommon, Cavan,Monaghan, Louth, Westmeath, Laois, Offaly andCarlow).

Contractors will provide a range of Installation,Change Request and Incident Management services tothe SME and Corporate and Government customer baseand will work on MDS, Lake, Siemens and the lower endAvaya range of systems. Contractors will not be requiredto provide 24/7 cover.

Work will be dispatched to contractor on thefollowing basis:

• For Installations, the service request is entered onNavision and is sent to Workforce Managementwho assigns a ticket to it. The ticket is dispatchedin the first instance to the Field Engineering TeamLeader who will allocate it based on pre-definedcriteria (customer, system type, geography) tointernal staff or to the external contractor’sdispatcher. A Remedy portal is being developed forthe external contractor to facilitate this.

• For Incidents and Change Management, the Servicerequest is entered on Remedy. This is sent in the firstinstance to MSC Tier 1 for resolution. If field visitis required, it is forwarded to WorkforceManagement who based on pre-defined criteria(customer, system type, geography) will dispatch tointernal staff or to the Dispatcher in the externalcontractor.

Appendix 1 - Names & locations of remainingField Engineers

eircom Business Field Engineering

CUSTOMER/PABX SEGMENT

SME Corp & Gov

Region Reduction Remaining Reduction Remaining

Leinster 5 4 5 3

South West 2 0 1 1

Mid West 2 1 2 2

North West 1 0 0 3

Total 10 5 8 9

9

Telecoms Update

REMAINING FIELD ENGINEERSPaul 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

TicketRequirement*

1875 1875 1875 1875 1875

eircomCapacity**

1289 1289 996 996 703

RemainingRequirement

586 586 879 879 1172

1. IntroductionIn October 2013 the Company informed the CWU thatthe Company were reviewing r the provision of IT Desk-top support in eircom.

2. Context of the reviewThe 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 inimproving the service, ITS easy is facing significantchallenges. There are a number of issues giving rise tothe need for the review, including:

• The commoditisation of this service in the marketplace

• Increasing technical complexity of systems andmaintaining appropriate skill-sets

• Requirement for resourcing flexibility to meet workpeaks

• The demographics of the team will give rise toresource replacements issues in the coming years

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

3. ResourcingPrior to December 2013 there were 16 FTE’s deployedIT’s Easy Helpdesk operations. As a result of the exitscheme nine FTE deployed on IT’s Easy operationsexited the Company (five in December 2013 and four inDecember 2014)

The release of these employees was predicated on theiroperational capability being replaced by a managedservice.

4. Review of IT’s easy activitiesFollowing a review of IT’s Easy activities the followingresponsibility matrix was developed.

5. RFPThe Company issued a RFP based on the responsiblymatrix and there was strong interest from the market.Following a short list selection process Tech Mahindrawas selected as the preferred supplier.

6. Employee ImpactThere are no employee impacts in terms of the remainingemployees in the IT’s Easy centre and the associated ITField support.

MANAGED SERVICE IN HOUSE SUPPORT

Level 1 IT Support Password resets – various systems Facilities helpdesk

Account administration – variousapplications

Software installation Auditing access and procedures

E Mail Application support TIS and other bespoke applications

Remote desktop support Remote access Blackberry support

Review of IT’s Easy Operations

10

Telecoms Update

Collective agreement on thereorganisation of the Networksorganisation

1. ContextThis document is a collective agreement betweeneircom’s Networks Business Unit and theCommunications’ Workers Union (The Parties) whichsets outs implementation of the reorganisation of theNetworks organisation.

This agreement builds on the existing overarchingcollective agreement “Networks flexibility and changemeasures” which was signed by the parties on 13November 2013.

2. ScopeThe scope of this agreement relates to grades

comprehended by the Joint Conciliation Council (JCC).

3. Employment ImpactThere will be no employee impact as at the end of theassignment process all employees will be assigned tomeaningful positions. Employees who have contractedto leave the company during the course of 2014/15 willnot be considered for assignment to managementpositions in the future organisation. These employees willbe assigned to meaningful roles commensurate with theirskills, experience and contracted last day of service. Anymanagers unsuccessful in the Design Capability FLMcompetition will be assigned a meaningful role withoutimpact on existing terms and conditions.

4. Core Field OperationsThere are very limited emerging synergies betweenAccess Field Operations and Core Field Operations. Thegovernance linkage between access repair/deliveryactivity and core repair/delivery activity will be ceased.The core field forces will move in their entirety to alignwith the planning, design and service managementelements of their work flows.

Core Service Assurance field force will move tobecome a part of the Service Management Centre underthe control of the Head of Service management. This willunite the centre and field elements of this capability under

the one management structure.Core Service Delivery field force will move to become

a part of the Network Design unit under the control ofthe Director of Core Network Design. This will unite theprogramme planning, design and delivery elements ofthis workflow under the one management structure.

5. Access operationsThe remain Access operations organisation willrestructured based on the following organisational designprinciples

• The organisational design will be based, havingcognisance of the blended resource pool that isdeployed, on a Functional Divide.

• Work Management and Control will follow adecentralised principle where each function will beself-servicing with clear end to end responsibility andaccountability for a distinct capability.

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

• 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 andtransformational programme leadership for FieldOperations.

6. Access Networks high levelchangesThe application of the design principles and functionalcapability will result in the following high level changes:

• Governance alignment of the operational supportcentres with E2E process

• Standardisation of management layers in AccessPlan and Design

• Reduction in the number of Build teams from 41 to24

• Reduction in the number of Repair teams from 58 to44

• Reduction in the number of Plan Design Teams from9 to 5

• Establishment of the Repair Centre at Rathedmond

Field Operations Organisational StructurePost the huge amount of exits in December 2013, and taking into account the future exits planned forJuly and Dec 2014 the union and the company entered into detailed discussions to reorganise the fieldoperations. The following is the result of these discussions. District branches will enter into localdetailed discussions in order to place individuals into their relevant geographic teams, taking intoaccount the five functional units.

11

• 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 DesignCapabilityThe new Access Plan and Design Capabilityorganisation 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.

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

7.1 Resourcing implementationThe resourcing of the organisation will be implementedas follows:

• Programme manager position and network analystpositions will be filled by way of assignment ofemployees serving in level 3 programmemanagement positions in Access Design;

• SOM positions will be filled in the first instance byassignment of employees currently serving in SOMpositions in field operations, thereafter by standardrecruitment competition;

• FLM positions will be filled by way of competitionconfined in the first instance to employees serving asPlan/Design team managers in Access Design.Thereafter available positions will be referred tostandard recruitment process; and

• Project Manager positions will be filled initially byassignment of employees currently serving in theAccess Design programme unit and thereafter bynormal recruitment process.

• The major project unit manager will be filled byassignment as part of the SOM assignment processfor the full Field operations Organisation.

• All plan, design and OND design team members willbe assigned to plan design teams on a geographicalbasis.

• Employees presently serving as Plan Design teammanagers who are unsuccessful in the FLMmanagement competition will be assigned asmembers of a plan design team retaining theirgrading on a personal basis.

8. Fixed Access Build CapacityThe new Fixed Access Build Capability will be a singlenational organisation. The organisation will deliver allthe network infrastructure build requirements, be theycopper, access fibre, core fibre or NGA.

The organisation will consist of the following:

• 24 build teams (13 FAB ; 7 NGA ; 2 UV; and 2 Poletest);

• 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 setout in Figure 2 (please see next page).

8.1 Resourcing InformationThe resourcing of the organisation will beimplemented as follows:

• SOM positions will be filled in the first instance byassignment of employees currently serving in SOMpositions in Field operations, thereafter by standardrecruitment competition.

Access Plan & Design Capability

Head of Access Plan 6 Design

Plan Design Manager50MI

Network AnalysesSME-1

Network AnalysesSME-2

DPPS/CSP5

Pland DesignFLM1

_________

Pland DesignFLM2

_________

Pland DesignFLM3

_________

Pland DesignFLM4

_________

Pland DesignFLM5

_________

Programme ManagerLev 3-1

PM 1PM 2

_____

PM 8

Major Project UnitSOM2

Site Liaison PQ0Designer

Figure 1

Telecoms Update

12

• FLM positions will be filled in the first instance byassignment of employees currently serving in FLMpositions in Field operations, thereafter by standardrecruitment competition.

• Field Technician positions in the build capability willbe filled by way of direct assignment of employeescurrently serving in the fixed access build unit.

• Employees in UV team will be assigned to the newlyconsolidated UV teams on a geographical basis;

• Employees in the Pole test teams will be assigned tothe new geographical defined pole test teams;

• Employees serving in NGA tams will be assigned tothe newly consolidated 7 NGA teams;

• 13 employees will be assigned to meet operationalbusiness needs within the repair capability;

• All remaining employees will be assigned to 13newly consolidated FAB teams;

• PQO capability will be maintained in all FAB teams;and

• Employees serving as controllers and centreoperatives in the WCC/PCC at HSQ will be assignedto the Build Capability Works control Centre.

• The programme delivery controller role will be filledin the first instance by assignment of a suitablecontroller from the WCC and thereafter will bereferred to standard recruitment procedure

• The SAP administrator role will be filled in the firstinstance from the population of available suitableemployees in Field Operations and thereafter will bereferred to standard recruitment procedure

9. Access Repair CapabilityThe Access Repair Capability will be a single national

FAST organisation. The new organisation will meet allthe service repair requirements for products deliveredover the copper access network. The skill sets maintainedby this capability will position it to take on work from

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

The new FAST organisation will consist of thefollowing:

• 44 repair teams - (33 work stacks ; 5 NRT ; 1 NGAservice ; 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 inrepair.

9.1 Resourcing implementationThe resourcing of the organisation will beimplemented as follows:

• SOM positions will be filled in the first instance byassignment of employees currently serving in SOMpositions in Field Operations, thereafter by standardrecruitment competition;

• FLM positions will be filled in the first instance byassignment of employees currently serving in FLMpositions in Field Operations, thereafter by standardrecruitment competition;

• The service level and cable coordinator controllerroles will be filled in the first instance by assignmentof a suitable controller from the WMC and thereafterwill be referred to standard recruitment procedure;and

• Field Technician positions in the repair capability willbe filled by way of direct assignment of employeescurrently serving in the FAST unit as follows:

• 37 Employees in NRT teams will be assigned to thenewly consolidated 2 NRT teams on a geographicalbasis;

• 56 Employees in the cabling teams will be assigned

Access Build

Head of Fixed Access Build

Access Build WMCSOM 5

Programme Delivery Controller

Build ContractorManagerSOM 6

Area Build ManagerSOM 1NGA

FLM NGA 1_________

FLM NGA 1

Area Build ManagerSOM 4

East

FLM FAB 9_________

FLM FAB 13

FLM WWC 1 FLM WWC 2 SAPAdministrator

Area Build ManagerSOM 2South

FLM FAB 1-FLM FAB 4FLM Pole

Test 1FLM UV 1

Area Build ManagerSOM 3North

FLM FAB 5-FLM FAB 8FLM Pole

Test 2FLM UV 2

Figure 2

Telecoms Update

13

Telecoms Update

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 employeesin FAST teams based on business need and location;

• 12 employees will retain their assignment to theNGA service support team;

• 22 employees will be assigned as a supernumeraryresource to one of the Workstack teams to supportservice levels through the remaining releases;

• The recently qualified field technicians will beassigned to 3 new teams reporting to the NRT/NFTSOM; and

• Employees serving as controllers and centreoperatives in the WMC at Rathedmond will beassigned to the Repair Capability Works controlcentre.

9.2 Fast Access Repair organisationThe new organisation will consist of the following:

• 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.

The initial Workstacks are depicted in Figure 3 below.

10 Delivery CapabilityThe Access Delivery Capability will be a single nationalorganisation. The new organisation will bepredominantly a works control and management centregoverning all work flow and assignment emanating fromthe customer order process across all markets and productsets.

The organisation will be responsible for the requiredservice levels from the contracted resource. As It will nothave an internal field resource it will have theresponsibility of providing the delivery demand workstream to the repair capability to ensure resources areefficiently and effectively utilised at all times.

The organisation will consist of the following:

• A Delivery work and provisioning Centre based atChurchfield;

• A Field Support centre based at Wesleyville in Tralee;and

• The establishment of Delivery QA unit.

The initial organisation structure is depicted in figure4 (please see next page)

10.1 Resourcing implementationThe resourcing of the organisation will beimplemented as follows:

• SOM positions will be filled in the first instance byassignment of employees currently serving in SOMpositions in Field Operations, thereafter by standardrecruitment competition;

• FLM positions will be filled in the first instance byassignment of employees currently serving in FLMpositions in Field Operations, thereafter by standardrecruitment competition;

• Employees serving as controllers and centreoperatives in the work management centre inChurchfield will be assigned to the Delivery WorkProvisioning and control centre;

• Employees serving as controllers and centreoperatives in the Field Support Centre in Tralee willbe assigned to the Delivery field Support Centre;

• Field Technician roles as quality auditors in theDelivery Quality Assurance unit will be available tothe field technician population serving in FieldOperations. Where more than one expression ofinterest is received in a specific geographic position,selection will be by way of assignment based onbusiness needs, suitability and location;

• The service level and resource controller roles willbe filled in the first instance by assignment of asuitable controller from the delivery WMC andthereafter will be referred to standard recruitmentprocedure;

• The SAP administrator role will be filled in the first

Figure 3

14

Telecoms Update

instance from the population of available suitableemployees in Field Operations and thereafter will bereferred to standard recruitment procedure; and

• The existing Process organisation will move in itsentirety with no assignment impact to the newDelivery capability.

11 Transformation and SupportField operations will operate a suitably scaled

centralised support unit to meet Business Support,Communications and Management Information andreporting needs. The unit will provide transformationleadership on a project basis as required. Technicaltraining will for now remain as part of this unit. That maychange as part of a future revision of overall trainingdelivery strategy

The new organisation structured is depicted in Figure5 (please see below).

11.1 Resourcing implementationAs the management structure relates solely to reportinglines and as there are no re-assignments or changes offunction, there is no people impact.

12 ReviewAs operational staff contracted to leave the company overthe course of 2014/15 depart, the capability of their teams

and crews will be assessed and appropriatecomplimentary re-balances applied.

Resultant vacancies that emanate from thisrestructuring will in the first instance be filled fromwithin impacted population and thereafter be available tothe wider organisation under standard recruitmentprocedures.

There will be a specific review of the Quality Unitafter 12 months of implementation. It is the position ofthe CWU that this review will encompass the grading ofthe auditors.

13 ImplementationThe parties have agreed to the full implementation of thisagreement ASAP in July 2014.

The following actions need to be completed:

• 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 toapply the new organisation for P1 (July 2014) of the nextfinancial year.

Access Delivery Capacity

Head of Fixed Access Delivery

Delivery Centre ManagerSOM 1

Delivery WMCFLM1

Service LevelController

Field SupportFLM1

ResourceController

Quality AudifFLM 1

QA 1 - QA 6

SAPAdministrator

ProcessSME 1-5

Delivery Contractor ManagerSOM 2

Process DevelopmentManager

Figure 4

Transformation and Support

Head of Transformation and Support

Internal CommunicationsS ME

Business SupportS ME

Management InformationS ME 1

Management InformationS ME 2

Technical TrainingManager

Technical Trainer 1- - - - - - - -- - - - - - - -

Technical Trainer 6

Figure 5

15

Telecoms Update

1. IntroductionThis document sets out details of the PerformanceManagement System (PMS) and Process for FieldTechnicians. Further information will also be availablein the Manager & Employee Guides.

2. Performance ManagementSystem (PMS)Performance Management is both a system and a processto support the Company Strategy pillars of Protect &Modernise.

The primary objective of implementing the NetworksPerformance Management System (PMS) & Process isto raise individual and collective performances so as toachieve the Network business objective of “best in class”performance. This will be done by introducing a formaland active system of individual performancemanagement 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 whichfollows the business cycle – setting of goals and targets/KPI at the start of the year; ongoing and formal quarterlyreviews against these goals and targets; coaching andsupport to improve performance and a formal annualreview. This is illustrated below:

Figure 1.Annual Performance Management System & Process

Goals and Targets

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

• Individual contribution (55%) – measured throughIndividual Output Index (IOI) v target IOI. IOI is theaverage production output for a flat, 39 hour week,and is calculated by aggregating the weighted unitsof work completed in 1 week, divided by the workedplus support hours (overtime) for the same week, andmultiplied by 39.

• Customer (20%) – measured through individualscores - e.g. appointments met v target; NPS

• Quality (20%) – measured through individual scores- e.g. success of clears; Behavioural (5%) – anassessment of employee performance in areas ofLiving the Company Values; Safety Compliance;Housekeeping, Safe and Fuel Efficient Driving(SAFED) etc.

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

Evaluation

Overall performance against goals will be measuredon a three point scale:

3. Exceeds Targets – where an employee scores at orabove 106% of the overall weighted target.

2. Meets Targets – where an employee scores in therange 90% to 105% of the overall weighted target.

1. Does Not Meet – where an employee scores below90% of the overall weighted target. (Scores will berounded to the nearest whole number)

Progress will be formally measured at quarterly andannual reviews. An employee may request that theirperformance data be reviewed by his/her SOM, whosedecision on the matter will be final.

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

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Telecoms Update

3. Performance ManagementReview Cycle & Process

There are a number of stages to the annual processwhich will involve at least 4 formal meetings as wellongoing dialogue around performance:

• Goal and target setting for individuals and teams witha 1:1 meeting between the employee and their frontline manager

• Quarterly 1:1 formal review meeting between theemployee and their front line manager for Q1, Q2,Q3

• Q4 and year end 1:1 formal review meeting betweenthe employee and their front line manager (Goalsetting for following year may be integrated with theQ4 & End of Year Review meeting)

• Ongoing monthly 1:1 quality dialogue on individualscorecard results

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

• the overall and quarterly targets that are beingset in each of the Goal areas

• what support the employee may need in orderto enable them to achieve these targets.

The goal and target setting meeting will be held at thestart of the financial year. An electronic record of themeeting will be kept on the Scorecard which will bestored centrally (initially on SharePoint) and a copywill be given to the employee. Where an employeechanges role during the year, a revised scorecard willbe developed for the balance of that year. The revisionwill take into account the particular changecircumstances.

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

At this meeting there will be:

• a formal review of the individual and overallperformance ratings against goals and targets ineach area

• an opportunity to provide positive feedback andrecognition where performance was good andwhere targets were achieved or exceeded

• Identify where targets were not achieved, assesswhy and provide support and where necessaryagree an improvement plan

• Reconfirm targets for remainder of the year

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

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

At this meeting there will be:

• a formal review of the individual and overallperformance ratings against targets in each ofthe goal areas for Q4 and for the full year

• an opportunity to provide positive feedback andrecognition where performance was good andwhere targets were achieved or exceeded

• Identify where targets were not achieved, assesswhy and provide support and where necessaryagree an improvement plan to be carriedforward to the following year

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

Ongoing monthly face-to-face discussions:There will be ongoing monthly 1:1 dialogue betweenthe manager and employee at which the manager willshare up-to-date information on scores against keytargets. These discussions will focus in particular oncoaching and supporting individuals on theirperformance as well as sharing examples of goodpractice in other areas.

4. Coaching for ImprovedPerformance (CIP)The Company currently operates a Coaching forImproved Performance (CIP) process. It is proposed thatthe existing Company’s CIP process will be extended toinclude Field Technicians. This process is designed tosupport individuals to reach the required performancestandards.

Prior to initiation of the CIP process, an assessmentwill be made by the line manager (in conjunction withHR) as to whether the performance matter is appropriateto be dealt with under the CIP process. A key factor indetermining this will be whether the performance issueis amenable to a coaching type solution e.g. additionalmentoring and/or technical training.

17

Telecoms Update

In the cases where it is decided that the CIP processis used the following steps apply:

• Employees who are not reaching their targets will beinformally coached by their manager in terms ofwhat/ how they can address the performance gap onan ongoing basis.

• If there has been no improvement or if at a formalreview an employee has scored “did not meet”targets, the CIP process may be initiated. This willinvolve documenting the required standard; theactions needed to attain that standard, how and whenprogress will be measured. In certain exceptionalcircumstances i.e. if there has been a formal changein an individuals of role, responsibilities or objectivesduring a review period, which have prevented theindividual meeting the original targets, it may not beappropriate to initiate the CIP process. This decisionwould require approval of the manager and the nextlevel of management and must be recorded in the“comments” section of the Scorecard.

• Typically the CIP Process is carried out over a 3

month period, at which time the standard ofperformance should have improved to the requiredstandard i.e. “meets”. However if the employee’sperformance has not improved to the requiredstandard the manager may at their discretion extendthe CIP process period where deemed appropriate.

Where it is not considered appropriate or where it doesnot prove possible to deal with inadequate performanceusing the CIP process the matter will be dealt with underthe formal Discipline Code and in such circumstances theCIP process may be suspended.

5. Training & CommunicationThe Company will communicate and provide training toall managers and employees who are in scope.

6. ReviewThe Company will review the operation of the PMS onan ongoing basis and may make changes in theiroperation from time to time.

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

18

The politicians from the US Congress, UK Parliament,Irish Parliament and Northern Ireland Assembly, manyof whom supported the peace process in Northern Irelandand some of whom were directly involved, congratulatedthe two sides for having engaged in talks. In the letter,the signatories, from sixteen political parties,encourage the negotiating parties “to considerthe possibility of a ceasefire and take thenecessary measures to minimise the humancost of the conflict”, emphasising that forthem “the only route to bring an effectiveand long-lasting peace to Colombia isthrough dialogue and compromise”.The letter expresses the hope thatmeasures to guarantee the safety of civilsociety activists (particularly tradeunionists) will be taken.

The letter was coordinated by Justicefor Colombia (UK) with the support of theWashington Office on Latin America and across-party group of politicians.

Preliminary results in Presidential electionscast shadow over Colombian Peace Process

Oscar Zuluaga, a far-right candidate who opposespeace talks with FARC rebels, has won the first round ofColombia’s presidential election with more than 29% ofthe vote. He will face current President Juan ManuelSantos in a run-off election on June 15th, as neithercandidate was able to secure a majority in the first round.

Turnout was low at less than 41% of those registered tovote. Santos has been negotiating with FARC guerrillasin 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 hard-

line President Álvaro Uribe, doesn’t believe in thetalks, favouring a military solution instead.

Colombia is one of the mostdangerous places in theworld to be a trade unionist.Every year numerous unionleaders, union activists andunion members areassassinated, with over

2,500 murdered in the past20 years; more than in the

rest of the world combined.The majority of killings are carried out by

right-wing paramilitary death squads that havedocumented links to the Colombian security forces.Some years ago information came to light showing howthe Colombian secret police were drawing up ‘death lists’of trade union members to be shot. The Colombiangovernment does very little to bring the perpetrators ofthe anti-union violence to justice. In fact, in over 98% ofthe cases in which a trade unionist is killed in Colombia,nobody is brought to justice.

Politicians from Ireland,the US and UK expresssupport for ColumbianPeace ProcessIn an historic action, 245 politicians from the United States,United Kingdom and Ireland have expressed their collectivesupport for the Colombian peace process in a letter to bothsides in the current negotiations (the government ofColombia and the FARC).

20

Conferencewelcomes youngactivists

Young activists really came to the fore at this year’sBDC. Addressing Conference for the first time can bevery daunting but young members from companies suchas Vodafone, Meteor, FirstSource and the ESCCU allspoke with confidence in front of a packed hall in theKillarney INEC.

Emily Olohan, Jeff Rockett and Catríona McCarthy allspoke to the motion proposed by the Sean ConnollyDistrict Branch, calling on Conference to pursue aSunday Premium payment with eircom and Brompton,for members who work in Meteor/eMobile stores. EmmaLusk from the E-services and Communications CreditUnion updated delegates on their achievement insecuring a recognition agreement with the employer andsuccessfully negotiating a pay rise.

We look forward to seeing all that these young activistswill achieve in the future.

Conference PrivateSector Sessiontackles Media Bias

Delegates at this year’s Private Sector Session weregiven the opportunity to explore the position of media inIrish society and the way in which various outlets reporton workers’ issues. Attendees were asked where they gettheir news and in what format. There was a broad spreadof titles amongst the participants including the mainbroadsheet newspapers, some regional news outlets andof course, TV and the Radio. There were very fewdelegates whose primary source of news came from thetabloid press.

The group were then asked to think back to notabletrade union related stories in the past year and to examinethe way in which the stories were presented. Afterdiscussion, the delegates agreed that there was a real anti-union bias in the majority of the stories they read.

When discussing the format that participants used,there was a definite majority who were increasinglysourcing their news online. In particular, there seemed tobe a move toward using apps on smart phones. The groupwere then asked to offer their feedback on a prototypeapp that is currently being developed for the CWU. Therewere some very constructive suggestions during thissession and all of this will be considered before the finalapp is published.

Catríona McCarthy,FirstSource

Emma Lusk,ESCCU

Emily Olohan, Vodafone and Jeff Rockett, Meteor

Kelly McGrath,Rigney Dolphin

Waterfordat the private

sector session

Dave Sheehy,Dublin ClerksBranch

21

Laura McKenna worked in the Dublin Airport bars forten years, where she was a SIPTU shop steward. She was alsochairperson of the union’s Hotels and Catering SectorCommittee and is a founding member of the Young WorkersNetwork. She is currently involved in a number of campaignsto promote workers’ rights across Ireland and recently helpedto organise solidarity action in Dublin city centre, to showsupport for striking American fast-food workers.

Originally from Finglas, Laura has been active in thetrade union movement for five years. Before joining theCWU’s organising team, Laura spent six monthsvolunteering at SIPTU, helping to lead the union’srestaurant campaign. She was instrumental in recruitinglow-paid workers into the union and identifying activists inthe service industry, encouraging them to become involvedin wider social campaigns.

Ruairí Creaney is a former organiser with the publicservice union UNISON and the current secretary of theICTU Youth Committee in the north of Ireland. During histime at UNISON, Ruairí organised health care workersemployed in the NHS and private nursing homes.

He is a native of Lurgan, County Armagh, and firstbecame involved in the trade union movement through hislocal trades council. He works closely with ICTU’s anti-sectarian unit, Trademark, who help tackle sectarianism inthe workplace and provide political education to unionactivists across Ireland. He is also passionate aboutpromoting youth activism, which he believes to be a keychallenge facing the union movement in the coming years.

Ruairí has a background in journalism and is a regularcontributor to the British daily socialist newspaper, theMorning Star.

Ruairí Creaney, Organiser and Simone Enright, O2 Fionnuala Ní Bhrógáin, Organiser

Laura McKenna Ruairí Creaney

Meet the newmembers of theOrganising Team

Organisers visit Retail Stores

Vodafone retail stores in Waterford and Cork werevisited by the CWU’s new organisers last month in a bidto recruit new members and gather workers’ issues.

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

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

the union;• Relay the findings of the ‘Customer Abuse in Retail’

survey, outlining the proposed policies and proceduresthe company need to address;

• Update members on current negotiations on a payincrease for retail staff;

• Establish points of contact in each store to ensure bettercommunication between the union and our members.

The visits proved to be very successful with a number ofnew members joining the union.

Through engaging with workers, organisers were madeaware of some key issues and concerns affecting members.

Mick Farrell, Branch Secretary for Vodafone will engagewith management and aims to have these issues resolved.

22

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Workers’MemorialDay, 2014An International day ofremembrance for those killed,injured or made unwell bytheir work

David Begg, ICTU General Secretary,unveils the Memorial Day Plaque atCWU Headquarters.

International Workers’ Memorial Day takes placeannually around the world on April 28th. According tothe International Labour Organisation, each year morethan two million women and men die as a result of work-related accidents and diseases around the world. TheHealth and Safety Committee of the Irish Congress ofTrade Unions is continuing to seek formal recognition ofthe 28th April as the official commemoration day inIreland. As part of that strategy, the ICTU has launcheda number of initiatives aimed at highlighting the day overthe past number of years. An Post has agreed to formallyrecognise the day and the CWU is hopeful that othercompanies will follow its lead.

A ceremony took place in CWU Headquarters onMonday, 28th April 2014, to mark Workers’ MemorialDay, where a plaque dedicated to the memory of thosekilled, injured or made ill as a result of their work, was

unveiled by ICTU General Secretary, David Begg. Theevent also saw the participation of Martin O’Halloran,CEO of the Health & Safety Authority; Labour MEP forDublin, Emer Costello; Eamon Devoy, Chair of theCongress Health & Safety Committee; Terry Delany,Deputy General Secretary of the CWU; and SylvesterCronin, the Workers’ member for Ireland on the board ofEU-OSHA, the European Agency for Safety & Health atWork.

The theme this year was ‘protecting workers aroundthe world, through strong regulation enforcement andunion rights’. Labour MEP for Dublin, Emer Costellosaid: “It is not acceptable that almost 5,000 workersacross Europe, including 47 in Ireland, died in workplaceaccidents last year. Good health and safety rules areabsolutely essential in the workplace.” Chemicals arepresent in all workplaces and they need to be properlymanaged. As well as the potential for damage to humanhealth, employers should also remember that chemicalscan have an adverse effect on the environment if they areused, stored or disposed of incorrectly.

Eamon Devoy, Chair of the Congress Health & Safety

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

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

Committee, spoke of the need for “strong regulation,enforcement and union rights” regarding health andsafety in the workplace. Mr Devoy warned that the HSA’sbudget grant may be cut by a further €1 million this year,which would be a “recipe for disaster” in terms of theimpact on health and safety in workplaces.

Speaking at the event, ICTU General Secretary DavidBegg said: “As we gather to mark Workers’ MemorialDay 2014, we should remember that the health and safetyof working people is not a luxury that can be dispensedwith as budgetary constraints dictate… Doing our utmostto prevent death and injury in the workplace must be agiven, not an afterthought. And that requires properresources combined with a rigorous inspection regimeand strict enforcement. That is the only fitting tribute wecould pay to the memory of those who have lost their lives

or been injured at work.”Terry Delany, Deputy General Secretary, welcomed

the attendees on behalf of CWU and said: “The Unionwas honoured to have the plaque erected in the Gardenof the new Union Headquarters. The plaque will beforever a reminder of the hundreds of workers killed andinjured at work and the unveiling of the plaque coincideswith the first anniversary of the tragedy at Rana Plaza,Bangladesh, where 1,129 people were killed andhundreds injured. Those deaths and injuries were directlyattributable to the failure of employers and governmentto put in place proper health and safety standards. Thetrade union movement worldwide must redouble itsefforts to ensure there is no repeat of the Rana Plazatragedy and that workers throughout the world can workin safe environments.”

25

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

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

Pictured right, from l to r:Martin O’Halloran (CEO, HSA),

Paul Reid, Emer Costelloe,Dave Begg, Terry Delany

and Shay Cody.

26

Having commemorated the Centenary of the 1913Lockout, we move to the Centenary of theoutbreak 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 andofficial estimates put the number of Irish dead at 49,000;virtually every town and village in Ireland had someonewho died in the war. All died in a brutal four-year period,mown down in their prime on mainly French and Belgianbattlefields.

The reasons for joining up were many and varied. Asignificant number of the people concerned were Irishnationalists and believed that at the end of the conflict,Ireland would be rewarded through the implementationof Home Rule. Others joined to escape the grindingpoverty which existed in all parts of Ireland at that time,particularly in Dublin, which had the worst slums inEurope. There were high levels of unemployment andmany of those who joined did so, as they were unable tofind employment as a result of their participation in the1913 Lockout.

Overall, 25,000 Dubliners served during the war, 2,500of whom were members of the Irish Transport andGeneral Workers’ Union. 19% of them were killed.

Those who were fortunate to “survive” the war weretreated with disdain by successive Irish governments, and

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 PaddyHarte, former Fine Gael TD, the situation has changed,and there is now a better understanding of the sacrificesmade by those who participated in the war and thecircumstances which brought about their involvement.

One of the methods used to encourage people to joinup was workplace recruitment, whereby large numbersof workers from different industries would join uptogether. The Post Office was no different in that regardand the following articles were published in The IrishTimes during the course of the war. The Irish Times alsopublished an article in 1920, which is too lengthy toreproduce, giving details of the significant amount ofcontributions made by Postal Staff towards the erectionof the Irish National War Memorial, which was erectedat Island Bridge in Dublin.

A number of employments, such as Irish Rail,Guinness Brewery and the Bank of Ireland, to name buta few, erected plaques in memory of employees who diedin the war. We are not aware of the existence of anyplaques to commemorate Irish Postal Workers who died.If members have any information with regard to thismatter, they might please let us know at UnionHeadquarters.

LEST WE FORGET

The Irish TimesSaturday, September 19, 1914

How an Irishpostman named

Michael Keogh cameto be clad in asoldier’s uniformwas explainedyesterday to theLiverpool countymagistrates, beforewhom Keogh wascharged withwearing HisMajesty’s uniformwithout authority.

It appeared that onthe 11th inst. theaccused entered thebarracks at Seaforth,and told the sergeant incharge that he was nota soldier, although hewas wearing a militaryuniform. He proceededto explain that he was acivilian postman atCharleville, Ireland, gotinto the company ofsome artillerymen, whotook him to KildareBarracks and riggedhim out in the military

suit he was wearing.He afterwards, went toDublin, and cameacross to Liverpool on aboat with another man,who took him into apublic house and thereleft him. It was addedthat Keogh was willingto enlist, and that thecommanding officerwas willing to accepthim if he wasdischarged by theCourt. Under thesecircumstances Keoghwas discharged.

Irish Postman in Soldier’s Clothes.Another recruit for the Army.

The Irish Times

Monday, March 15, 1915

New Army; Clonmel and the

Army

Notwithstanding the

hundreds of Clonmel men

who have already joined the

Colours, recruiting continues

pretty briskly in Clonmel, and

old soldiers and young men

shop assistants, tradesmen,

and others are enlisting every

week.

The Clonmel Volunteers have

supplied quite a large number,

and this week some more joined.

The Post Office staff has been

depleted by the number of

postmen and telegraph boys who

have joined.

Mr. Canning, for years foreman

in charge of O’Gorman’s motor

works, has received an important

appointment in the mechanical

department of the Flying Corps.

He has a brother already serving

with the Colours.

27

The Irish TimesThursday, December21, 1916

Shortageof Labour

Over 200employees of all

classes at the DublinG.P.O. are on activeservice, and this yearthe Postal authoritieshave been unable toget within about 200of the number ofextra hands usuallytaken on for theChristmas sortingwork. But it isanticipated that theshortage of men willbe about balanced bythe anticipated fallingoff in the volume ofwork as comparedwith previous years,whilst the men takenon to fill the places ofthose gone to thefront have long sincecompleted their

training, and arethoroughly efficientpublic servants.

It will beimpossible this yearto obtain any detailedreturn of letterspassing through theDublin G.P.O. ascompared with formeryears, all records offormer Christmastraffic having beendestroyed during therebellion. Butcomparisons will beavailable as regardsthe Parcels Officework which shouldthrow some light onthe volume of trafficas compared withother years.Frequent reliefcollections from theposting receptacles inthe city and suburbswill be made, and inthis connection it maybe mentioned that thework of theDepartment would bevery much facilitatedif the public wouldpost Christmas cards

and parcels as earlyas possible. A largenumber of additionalmen will be employed,as usual, but asalready stated, it isfeared the numberavailable will bemuch less than thatrequired. It is,therefore, all themore necessary topost early if deliveryby Christmas Day isdesired. Extra mailsfor and from theprovinces and cross-channel centres havebeen arranged forduring the pressureperiod.

It may be ofinterest to the publicto know that duringthe last fortnight ofNovember no lessthan 850 receptacleswere dispatched fromDublin containingparcels for prisonersof war, and 1,200receptacles for theBritish ExpeditionaryForces.

The Irish TimesThursday, December 21,1916

It is scarcely necessaryto recall the fact that

no public service inDublin was moreseriously affected by thetragic events of Easterweek than the GeneralPost Office. And nowthat the bustle ofChristmas is with usagain there is no serviceupon whose energies agreater strain is placedby the ever exactingpublic.

During this particularseason the postman is oneof the most popular ofpublic officials- and herichly merits his popularityin that he is honest, cheery,and hardworking. Yet inconnection with the

acknowledged popularity ofthe postman one could nothelp recalling yesterday,whilst gazing upon thegaunt and roofless ruins ofthe G.P.O. in SackvilleStreet, the familiar lines-

“Tis all very well todissemble your love,

But why did you kick medownstairs?”

For assuredly thepostmen and all the otherofficials of the G.P.O. werevery unceremoniouslyejected from their spaciousheadquarters on EasterMonday. Yesterday theywere busy and cheerful intheir temporary premises invarious parts of Dublin.The great volume ofChristmas letter work, bothsorting and generaldelivery, was being carriedout at the Rotunda Rink;

the parcels work wasdivided between thepremises in MarlboroughStreet and other premisesin Amiens Street. To copewith the additional parcelswork a garage adjoining theMarlborough Streetpremises had beentemporarily acquired, asalso had a workshopadjoining the premises inAmiens Street. TheTelegraph Department isinstalled on the upper floorof the Amiens Streetpremises. The spaciousbuilding in Sackville Street,formerly the Sackville Hall,now serves the purposes ofa public office, and in theupper floors of the buildingthe Secretary and his staffare accommodated.

Though the public officewas very busy yesterday, its

accommodation was foundample to cope with popularrequirements. The effect ofthe Easter week calamityupon the Postal Servicemay be all the betterappreciated from the factthat all the departmentsmentioned, with theexception of the ParcelsOffice, were housedtogether in the demolishedhead office up to the 24thApril last. Inquiries as tothe extent of theinconvenience resultingfrom the dispersal of thedepartments to so manydifferent habitationselicited the assurance thatit was not so great as mightbe imagined, as telephoniccommunication betweenone office and another hadreduced the inconvenienceto a minimum.

Christmas at the GPO: Urgent Need for Early Posting

28

The Irish Times – Tuesday, March 14, 1916

Presentation to a D.C.M.His colleagues of all ranks met in the Dublin

Post Office on Friday evening last to presentMr. J.F. Connell, D.C.M., with a luminouswristlet watch in token of their admiration ofhis valour in the field by which he has won theD.C.M. Mr Connell (who is a postmanattached to the Dublin Office) was with a partyof Royal Field Artillery, in charge ofammunition, when they were shelled by theGermans. His horses were killed, but hegallantly stopped at his post until he got freshhorses and saved the ammunition.

The meeting took place in the Postmen’sOffice, Mr. H.J. Tipping, Controller of theDublin Postal District, made the presentationon behalf of the staff, and, in doing so,complimented Mr. Connell on his pluck, andwished that he might be spared to return to hisduties after a victorious war. Mr. Sweeney,Inspector-in-Charge of the Postmen Force, andMr. Dixon, Assistant Inspector, also spoke.

The Irish Times

Monday, March 15, 1915

New Army; Clonmel and the

Army

Notwithstanding the

hundreds of Clonmel men

who have already joined the

Colours, recruiting continues

pretty briskly in Clonmel, and

old soldiers and young men

shop assistants, tradesmen,

and others are enlisting every

week.

The Clonmel Volunteers have

supplied quite a large number,

and this week some more joined.

The Post Office staff has been

depleted by the number of

postmen and telegraph boys who

have joined.Mr. Canning, for years foreman

in charge of O’Gorman’s motor

works, has received an important

appointment in the mechanical

department of the Flying Corps.

He has a brother already serving

with the Colours.

The Irish TimesMonday, November 8, 1915New Army; R.I.C Recruits fromClare

(from our correspondent in Ennis)During the week ConstablesCox, Daly, Donovan, andHanrahan, of the Corofindistrict, and ConstablesDowling and Killeen, of theTulla district, volunteered forthe Irish Guards, and have leftthe county.The Ennis Post Office has nowsent the following members of itsstaff to the front:

Messrs. Harnett and Hayes, ofthe Telegraphic Staff; Cannon andMoore, of the Postal Staff; Davorenand Hanrahan, of the PostmenStaff. Two postmen fromEnnistymon, one from Lisdeen,and one from Mullough havevolunteered, and been accepted.

The Irish Times – Friday, June 4, 1915

NEW ARMY:FEMALE POSTMEN FORNEW ROSS

Four women have been appointed auxiliarypostmen in New Ross, to fill the places of thepostmen who have gone to the war.

The Irish Times – Tuesday, March 23, 1915

NEW ARMY; PATRIOTICTYRONE POSTMEN

Enthusiastic scenes were witnessed at OmaghRailway Station yesterday morning, when elevenpostmen and Post Office officials left to join thePost Office Rifles. The contingent, which consistedof six men from Omagh, four from Dromore, andone from Castlederg, left by the 12.30 train forDublin, and received a great send-off from a largecrowd of townspeople and their fellow employees ofthe Post Office.

29

Steve Fitzpatrick, General Secretary, CWU.

Steve addresses Conference

Deputy General Secretary,Terry Delany

Damien Touhyaddresses Conference

SallyAnne Kinahan, ICTU,addresses Conference

Emma Lusk and General Secretary,Steve Fitzpatrick

David Begg receives a presentationfrom Terry Delany

New President,Pascal Connolly

First time delegate,Frank Cassidy (Dn No1)

David Begg, General Secretary, ICTU, makesa point at Conference

John Baldwin, CWU UK,addresses Conference

Martina O’Connellelected Vice President at

CWU BDC

National Officer,Seán McDonagh

Pat Kenny delivers the Health and Safety Report to Conference

7th BiennialConference,

2014Killarney

Convention Centre

Fintan King, Dn. No 2addresses Conference

30

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 UKwith newly elected Vice-President,

Martina O’Connell

Thomas Deegan,Kilkenny Postal

Colin Whitston

addresses Managers’ Seminar Kevin Molloy, NthWexford/Sth Wicklow

PJ Farrell,Kilkenny Postal

Lorcan Wynn,Dn No2

Larry Ojelade and Paul Daly,Dn Clerical Admin

Castlerea Postal Delegates Waterford Postal Delegates John Clarke, NEC

James Quail &Seamus Sweeney

Martena Cregg & Peter Connolly

31

Pat Kennyaddresses Conference

Laura McKenna An Post Credit Union

Billy Hayes, GeneralSecretary CWU UK

Brian Scott addresses Managers’ Session

Tony Harmon Dave Morris Colin Moore Geraldine Isherwood & Eleanor O’Shaughnessy

Rory & Ivor collect for CWU HA trip Anthony Horanstruggles to Conference!

Ivor fundraising fromLibby

New Regional Co-Ordinators, John Tansey& John Boner celebrate!

Siva Kadimisetty and Bindu Kalloor,Dn.CA

Joe Maher & Jerome Barrett discuss the Conference

32

Tommy Devlin addresses Conference UPS Delegates, Ivan & WillieCarl O’Rourke and Andy Flynn

Drogheda District Delegates

Damian & “the Galway Girls”!

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

CWU Retirees enjoying Conference

Eric & James, DPAB

33

Martena Cregg, Ballinasloe

Martina & Cork Outdoor Delegates

Standing Orders Committee, 2014

Dublin No. 1 Branch

New President, Pascal, and hisSligo District Branch Delegates

Rocky & Frank organise!

Brian & Ned celebrate

Brendan McDonald

Pictured from l to r:Martin Regan,Mick Walsh &Mick O’Toole,Galway District

34

Tony & Paul, Drivers’ Branch Tweeting live at Conference Herb Hribar, CEO eircom

Paul Dowd John Dunleavy, Dn No 2 Jarlath checks out the 1913 “Lockout”Tapestry on display

Frank Donohoe

A big thanks toJohn Boner& the local

ArrangementsCommitteefor a great

Conference!

Pictured left:Vodafone Delegates

35

“Auld Lang Syne” sung by all Conference Delegates!

Brendan Moorhouse Paddy Costello Ralph Gordon

John Moran Ger Falvey Regina Abernethy

Bob Weldon Breda McGuinness

Presentationsmade to recent

Retired CWUActivists by

Cormac O’Dalaigh,President

36

The Minister for Jobs, Enterprise, and Innovation,Richard Bruton TD today (Tuesday, 13th May) securedCabinet approval to reform the Industrial Relations(Amendment) Act 2001, to legislate for an improved andmodernised industrial relations framework that willprovide more clarity for employers and moreeffectiveness for workers.

This reform continues Minister Bruton’s widermodernisation agenda in the enterprise area, which hasseen a significant overhaul of policy, agencies andlegislation over the last three years.

When enacted, this legislation will mark the fulfilmentof an important commitment in the Programme forGovernment. It will provide a clear and balancedmechanism by which the fairness of the employmentconditions of workers in their totality can be assessed,where collective bargaining does not take place. It willprovide clarity and certainty for employers in managingtheir workplaces over the years ahead.

The Minister acknowledged the contributions of keyactors from both sides of industry to-date who, he said,have come to these discussions with well-articulatedpositions of what they would like to see in terms of anoutcome. The Minister will continue to consult withstakeholders in drafting the Heads of Bill.

The proposals are derived from a lengthy consultationprocess involving extensive engagement withstakeholders, with a view to arriving at broadlyacceptable proposals that will operate effectively inpractice.

The main provisions include:

• a definition of what constitutes “collectivebargaining”

• provisions to help the Labour Court identify ifinternal bargaining bodies are genuinely independentof their employer

• bringing clarity to the requirements to be met by aTrade Union advancing a claim under the Act

• setting out policies and principles for the LabourCourt to follow when assessing those workers’ termsand conditions, including the sustainability of theemployers business in the long-term

• new provisions to ensure cases dealt with are oneswhere the numbers of workers are not insignificant

• provisions to ensure remuneration, terms andconditions are looked at in their totality

• provisions to limit the frequency of reassessment ofthe same issues

• an explicit prohibition on the use by employers ofinducements (financial or otherwise) designedspecifically to have staff forego collectiverepresentation by a trade union

• enhanced protection for workers who may feel thatthey are being victimised for exercising their rightsin this regard by way of interim relief in the case ofdismissal

Minister Bruton said: “In developing these proposals,I have been keen to respect the positions of both sides ofindustry. They will retain our voluntary system ofindustrial relations, but also ensure that workers haveconfidence that, where there is no collective bargaining,they have an effective system that ensures they can airproblems about remuneration, terms and conditions andhave these determined based on those in similarcompanies and not be victimised for doing so”.

The Minister concluded by saying that he is confidentthat the legislation when enacted will be framed in sucha way as to fit our constitutional, social and economictraditions, our international obligations, and to ensurecontinued success in attracting investment into oureconomy and support Irish companies to grow.

Minister of State for Research and Innovation, SeánSherlock TD, said: “In agreeing this reform of ourindustrial relations legislation this Government hasdelivered on its commitment to people at work onceagain. I am confident that this legislation will not onlyrestore the rights contained in the original 2001/2004Industrial Relations Acts, but will be an improvement onthat legislation and will ensure that all workers who donot have a collective voice in their company will have atransparent, fair and effective means of having theirterms and conditions assessed. I want to pay tribute toall those who participated in a spirit of cooperation inreaching this point in the process, from both the employerand the union side”.

Government agrees toreform the Industrial

Relations (Amendment)Act 2001 to deliver on

Programme for Government commitment

37

Programme for Government,Ryanair and ILO

The proposals for legislation are in fulfilment of theProgramme for Government Commitment to “reform thecurrent law on employees’ right to engage in collectivebargaining (the Industrial Relations (Amendment) Act2001), so as to ensure compliance by the State with recentjudgments of the European Court of Human Rights”. Inaddition, the ILO, in 2012 issued its report in response toa complaint referred to it by ICTU and IMPACT arisingfrom the 2007 Ryanair Supreme Court judgment. As partof the Government’s response to the ILO Report, itindicated that these matters would be addressed in thecontext of the Programme for Government commitment.

ICTU response to proposedamendments

The proposals respect Ireland’s voluntary IR systembut ensure that where an employer chooses not to engagein collective bargaining either with a trade union or aninternal ‘excepted body’ the 2001 Act will be remediatedto ensure there is an effective means for a union, onbehalf of members in that employment, to have disputedremuneration, terms and conditions assessed againstrelevant comparators and determined by the LabourCourt if necessary.

It will also ensure that if an employer chooses tocollectively bargain with an internal ‘excepted body’, asopposed to a union, that body must pass tests as regardsits independence.

Provisions are included to ensure the Act is usedappropriately. There are provisions to ensure cases dealtwith are ones where the numbers of workers are notinsignificant; provisions to ensure elements ofremuneration, terms and conditions are not challengedwithout regard for the totality of remuneration, terms andconditions; provisions to manage the frequency ofreassessment of the same issues.

Additional protection by way of interim relief isproposed where a union member, identified in the courseof use of the process under the Act, is to be dismissed. Anumber of further related matters are to be dealt with suchas clarifying inducement to forego collective bargainingrights is prohibited in accordance with the ECHR Wilsoncase. Some time frames will be extended under the Codeof Practice on Voluntary Dispute Resolution to enhancethe opportunity to resolve the matters at issue voluntarily.

Notes on Specific ProvisionsDefinition of Collective Bargaining

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

existence without first establishing that collectivebargaining 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, theSupreme Court found that the Labour Court had erred inlaw in its construction of the relevant provisions of the2001 Act and the hearing of the case had beenprocedurally flawed.

As there was no definition of collective bargaining inthe Act, as part of the decision, the Supreme Court foundthat the Labour Court was in error in utilising the“industrial relations” concept of collective bargaining andthat instead, an ordinary, dictionary definition shouldapply. To address this lacuna the following definition willapply for the purposes of the Industrial Relations Act2001 (as amended).

For the purposes of this Act, collective bargainingcomprises voluntary engagements or negotiationsbetween any employer or employers’ organisation on theone hand and a trade union of workers or excepted bodyon the other, with the object of reaching agreementregarding working conditions or terms of employment ornon-employment of workers.

Excepted BodyUnder industrial relations legislation it is not lawful fora body to bargain collectively unless it has a negotiationlicence (e.g. a trade union of employers or employees).The Trade Union Act 1941, in introducing “exceptedbodies”, provided for a situation where both employerand employees in an individual firm wanted to negotiateterms and conditions in a situation where the employeror employees would not be acting illegally for not havinga negotiation licence under that Act.

It is not proposed to amend the definition of exceptedbody other than, for the purposes of the 2001 Act (asamended) to reflect the concept of voluntary negotiationsor engagements as contained in the collective bargainingdefinition above.

However, the legislation will address the status of the“excepted body” insofar as ensuring that it is genuinelyfree of employer influence in terms of negotiating andagreeing on wages or other conditions of employment.The following legislative provision will address this:

In determining if the body is an excepted body withinthe meaning of the 2001/2004 Acts the (Labour) Courtshall have regard to the extent to which the body isindependent and not under the domination and control ofthe employer or trade union of employers with which itengages or negotiates, in terms of its establishment,functioning and administration. In this regard, the Courtshall take into account;

a. The manner of election of employees,b. The frequency of elections of employees,

38

c. Any financing or resourcing of the body beyond deminimus logistical support, and

d. The length of time the body has been in existenceand any prior collective bargaining between theemployer and the body.

Remove Right of Access for ExceptedBodiesGiven that excepted bodies, by their nature, are involvedin collective bargaining as defined above, they will nolonger have a right of access under the Act. This in effectmeans that it will be a matter for a trade union alone toinitiate the processes under the legislation.

Establishing Trade Dispute and Access toLabour CourtWhile restoring and improving the operation of the Acts,it is recognised that the processes under this legislationare not appropriate to disputes involving very smallnumbers of workers. For this reason the legislation willensure that the Court shall decline to conduct aninvestigation of a trade dispute under the Act where it issatisfied that, in the context of the dispute, the number ofworkers party to the trade dispute is insignificant.

To avoid a situation arising where, in the context ofthe totality of terms and conditions having been recentlyassessed by the Labour Court it is proposed that, otherthan in exceptional circumstances, the Labour Courtshall not admit an application by a group, grade, orcategory of worker to which the trade disputes applieswhere the Court has made a recommendation ordetermination in relation to the same group, grade orcategory of worker in respect of the same employer inthe previous 18 months.

Initiating ProcessFor the purpose of initiating a process of establishing theposition when referring the matter to the Labour Court,the following process will apply:

A statement made under the StatutoryDeclarations Act 1938 by the GeneralSecretary or equivalent of the trade(s)unions concerned, setting out the number ofits members and period of membership inthe group, grade or category to which thetrade dispute refers and who are party to thetrade dispute, shall be admissible in evidencewithout further proof.

This brings clarity to the process and obviates the needfor protracted procedures early in the process andremoves the need for workers to be identified at an earlystage.

Proof that Collective Bargaining with anExcepted Body is Taking PlaceIn the course of the consultations there was all partyagreement that bringing further clarity to the aboveprocess could help avoid lengthy and potentiallyacrimonious hearings at the Labour Court. The followingprovision will assist in this regard:

Where an employer asserts to the LabourCourt that it is the practice of the employerto engage in collective bargaining with anexcepted body in respect of the grade, groupor category of workers concerned, it is amatter for the employer to satisfy theLabour Court that this is the case.

Labour Court: Policies and Principles inContext of Establishing Terms andConditionsRelated decisions of the High and Supreme Courtsindicated that further guidance to the Court was neededby way of primary legislation in terms of what the Courtshould take into account when loo\king at terms andconditions of the workers party to the trade dispute.Accordingly, the legislation will specify that:

When examining the terms and conditions ofany employer the Labour Court will takeinto account:

• the totality of remuneration and ofterms and conditions of employment,and

• comparators (both internal andexternal), where available, which willcomprise both unionised and non-unionised employers.

In addition, in making any recommendation ordetermination under this Act, the Labour Court shall haveregard to the sustainability of the employer’s business inthe long-term.

InducementsHaving regard to recent judgments of the European Courtof Human Rights, the legislation will remove any doubtas to Ireland’s full compliance with the Wilson judgmentas regards inducement of workers to relinquish tradeunion representation.

Accordingly, the Code of Practice on Victimisation(Declaration) Order 2004 (S.I. No. 139 of 2004) will beamended to explicitly prohibit such inducements.

39

Victimisation of Workers in Context of2001 Act (as amended)The legislation will enhance protection for victimisationof individuals who are victimised as a result of invokingthrough the trade union, or acting as witness, comparatorfor the provisions of the 2001/2004 acts will beincorporated in the legislative changes proposed.

Employment TerminationThis protection will be provided by way of allowinginterim relief to be applied for in the Circuit Court incircumstances where a dismissal is being challenged onthe grounds of unfairness arising from an individualbelieving that he/she is being victimised as a result ofinvoking through the trade union, or acting as witness,

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 RelationsCommission that is to be established in the near future.

Victimisation” in Context of OngoingEmployment RelationshipIn many cases “victimisation” does not result inemployment termination; it may witness reduced accessto particular work, training opportunities, shift work,overtime etc.

Remediating the ongoing and/or proven victimisationwhere the employment relationship has not beenterminated will be dealt with in the context of enhancedand more robust enforcement of the current sections 9,10 and 13 of the IR Act 2004.

Equality Update

See Change, the National Stigma Reduction Partnership have rolled out the month-longnational Green Ribbon Campaign to get people talking openly about mental health problemsin May 2014. In order to facilitate the campaign, the CWU distributed the Green Ribbon todelegates who attended the Biennial conference in Killarney and the campaign washighlighted as part of the conference update.

According to See Change, their “aim is to make the month of May every year synonymouswith challenging the stigma of mental health”.

See Change – Green Ribbon Campaign

Equality training for Branch Representatives will be held again in union head office this September. This is a two-day 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 equalityrelated matters and the course covers various equality and diversity related topics. Branch Secretaries can contactUnion Head Office for further information on what the course entails.

Equality Training Course

For more information please contact:

See Change, National Stigma Reduction Partnership,

38 Blessington St, Dublin 7

Tel: 01 8601620 Email: [email protected]

40

Education Update

Branch Secretary Stage 1 Course – May 2014

Pictured Back Row l-r: Lorcan Traynor Navan Section, Tom Prendergast Portlaoise Postal, Michael WalsheGalway 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 GalwayPostal, Caroline Maunsell Athlone Tels, Eugene Doyle Bray Postal, Eddie Glenny Limerick District.

Pictured Back Row l-r: Martin Regan eircom Galway, PJ Farrell Kilkenny Postal, James Crowley LimerickDistrict, 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 Districtand Seamus McLaughlin Lifford/Inishowen Postal.

Pictured Front Row l-r: John Finn Limerick No 1, Vincent Kilroy Portlaoise Naas Managers, Marie Kelly NaasPostal, 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.

Chairperson Course – May 2014

41

Education Update

Committee Training – Dublin C&AThe 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 PhilipStewart.

We wish the committee every success going forward.

Committee Training – Dublin Postal Delivery Branch

Once again we had a hugh attendance from the DPDBcommittee at their training course which was held inunion head office on Saturday, May 24th. It shows realcommitment on the part of the branch members, when somany 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,

Charlie Burton, Ciarán Doyle, Kevin Whelan, JohnHanratty, John Seagrave, Noel Byrne, Martin Brennan,Derek Long, Christy Keenan, Anthony Larkin, BrianKane, Robert Brennan, Anthony Cornally, Paul Hardy,Frank McGrath, Richard Slattery, James Maher, NoelAdamson, Michael Lonergan, Frank Donohoe, EoinMcNally, Gerry Sexton, Diarmuid O’Connell and BrianRoche.

Training course attendees from the DPDB

42

One year on: taking action toprevent the next potential RanaPlaza tragedy

Published: 23 April 2014

A year on from the Rana Plaza tragedy, the BangladeshAccord on Fire and Building Safety negotiated by UNIGlobal Union and IndustriALL Global Union continuesto make big steps forward. More than 160 global brandshave committed to the Accord, a program ofunprecedented scale, independence, rigor andtransparency. The agreement now covers 1600 factoriesemploying 2 million workers.

The inspection program is in full operation. There is astrong team of more than more than 100 technical expertsand engineers in Bangladesh who are conducting 45inspections per week, with the aim to inspect 1500factories by October. More than 280 factories have beeninspected for fire and electrical issues and 240 forstructural safety. Every inspection has revealed criticalissues which must be repaired as a condition of doingbusiness with signatory brands in the future. These issuesinclude, for example, the absence of fire doors to separatethe work area from the fire exit. Brands are responsibleto ensure that sufficient financial resources are availablefor the renovations and improvements.

In some cases, the engineers have found that a buildingis at risk of imminent collapse, requiring temporarysuspension of operations and evacuation of the workerswhile the parties involved develop a solution. Under theAccord, the covered factories must pay these workers forup to six months while repairs are underway. Currentlyall workers from the factories which have had to betemporarily closed are receiving payments.

UNI Global Union’s General Secretary, PhilipJennings said “This disruption to production isunfortunate but there is no choice when we have anotherpotential Rana Plaza on our hands. We have taken on thedaunting task of putting right thirty years of neglect infive years.”

Jennings added, “The first anniversary of the RanaPlaza tragedy in Bangladesh, 24 April 2013, is a momentto pause and remind ourselves of that terrible day whenmore than 1,100 garment workers lost their lives makingthe low priced clothes that consumers have come toexpect. Rana Plaza shone a spotlight into the darkrecesses of the Bangladesh garment industry wheremainly young women work for a pittance, sometimes inlife threatening conditions. UNI and IndustriALL urge allstakeholders along the supply chain to commit to changeand save lives.”

The Accord is an unprecedented, legally bindingagreement between brands and global unions which aimsto make the Bangladeshi garment sector safe andsustainable across a five year term. It came about as aresult of more than 1,800 preventable deaths from firesand factory collapses in the last seven years. Rana Plazawas the tragic tipping point.

Notwithstanding the success of UNI’s Campaign toimprove working conditions, multinational clothingbrands are failing to meet the US$ 40 million target topay fair compensation to the victims. Brand contributionsto the Rana Plaza Donors Trust Fund remain whollyinadequate. Only around US$ 15 million has been paidinto the fund, established to give financial and medicalsupport to the victims and their families consistent with

Phillip Jennings, General Secretaryof UNI Global Union

Tragic scene of devastation from Rana Plaza

guidelines set by the International Labour Organization(ILO).

IndustriALL Global Union’s General Secretary, JyrkiRaina said, “We urge all the brands that have beenworking in Bangladesh to contribute to the fund with aconsiderable sum. They share a collective responsibilityfor this profoundly unsustainable production model andits hazards.”

Ineke Zeldenrust, of Clean Clothes Campaign added,“The Accord is an important step in preventing future

disasters, but we should not forget those for whom itcomes too late. As we mark the first anniversary of thecollapse of Rana Plaza it is imperative that all brands whorely on Bangladeshi labour pay up. Brands includingBenetton, Matalan and Auchan who so far have failed tomake any contribution to the Donor Trust Fund, andbrands including Kik, Walmart and Mango whose currentdonations are far too low, must increase them to ensureall those who have suffered receive the financial helpthey require.”

43

For information or to arrange an interview contact: [email protected] +41 79 794 9709See also the UNI Bangladesh Accord website for more material: www.unibangladeshaccord.org

44

Addressing the Literacy Challengein Ireland

According to research, children who do not learnto read, write and communicate effectively atprimary level are more likely to leave school early, beunemployed or in low-skilled jobs, have pooreremotional and physical health and are more likely toend up in poverty and in our prisons.

Research also demonstrates a clear associationbetween educational disadvantage and literacyachievement. Put simply; one in ten children in Irishprimary schools have serious literacy difficulties. Thisfigure rises to one in three in disadvantagedcommunities.

Feedback from teachers regarding the high literacyfailure of pupils from disadvantaged communities isthat reading is not part of the culture at home. Othercontributing factors include: a link between lowlevels of literacy and low self esteem; and poorlanguage levels.

Cutbacks in education spending over the last fewyears have decreased resources available to counterthis social challenge – the Suas Literacy SupportProgramme exists to help combat this worryingreality.

Suas Literacy Support ProgrammeSuas Literacy Support Programme operates in 5

cities across Ireland (Dublin, Cork, Galway, Limerickand Waterford) and works at the ‘coal face’ providingdirect learning-support for 8 to 14 year olds’sattending DEIS schools to improve their standard ofliteracy.

The programme recruits and trains volunteers asliteracy mentors to deliver evidence based literacysupport projects (Paired Reading and AcceleReadAcceleWrite) to selected schoolchildren on a one-to-one basis. Projects’ duration is between 5 weeks and8 weeks with volunteers attending once, twice or 4times a week depending on the technique beenused.

The Suas Literacy Support Programme has 3 veryimportant quantitative aims:

1. To improve reading fluency 2. To improve comprehension of what has been

read3. To improve confidence in reading

The qualitative benefits of the programme forparticipants, mentors and indeed the widercommunity as a whole are far reaching in terms ofpositively shaping the future of all who are

Communications Workers Unionannounces a 3-year partnershipwith education charity, Suas, todevelop and deliver their LiteracySupport Programme Nationwide

45

connected with the programme, such as:

• Increased literacy skills and educationalattainment for participants

• Improvement of participants self-esteem andenhanced perception of the importance oflearning

• Engagement of mentors in civic duties, gaining anew perspective and enhanced abilities inteamwork and communication through servicelearning experiences

• Schools and community organisations activelyparticipating in delivering programmes

• Increased awareness in Ireland of the importanceof literacy.

Suas Literacy Support ProgrammeNEEDS YOUR HELP!

In SEPTEMBER 2014, the programme will bedelivering 50 projects in Dublin, Cork, Limerick,Waterford and Galway.

We need Volunteers to become Literacy SupportMentors to deliver these projects.

Training, guidance, support and supervision willbe provided.

If you’re interested in becoming a LiteracySupport Mentor, please follow the link below:

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: [email protected] Charity No: CHY 14931

Testimonials from Volunteers/Literacy Mentors, 2013-2014

“Great experience! Really enjoyed my time downat the school and getting to know the kids, as well ashopefully help improve their reading skills andconfidence with reading. I think my communicationskills have improved as a result, by having to relateto the kids and keep their interest in the book and theprogramme etc.”

“Previous to this I had very little experience withkids that age. At first I was a little worried it might

affect the project, however as each week went by Ifound myself more at ease with the kids and as webecame familiar with each other the sessions weremore relaxed and enjoyable.”

“Just found this a very valuable experience asmuch for myself as for the children and amazing howsuch a small amount of time can matter so much tothe children involved.”

“I really loved working with kids and this issomething I didn’t know I would get so much out of.Every Tuesday I looked forward to going in andreading with the girls and really miss it now that it’sover.”

Schoolchildren’s Testimonials“Never liked reading before, but now I’ve gotten

into reading. I enjoyed the books I read. I liked theway a story can be told on paper.”

“I liked the book because it was interesting, fun,exciting and enjoyable. It was so much fun reading. Iliked the people because they were nice.”

“Got more reading time. I’m getting interested andbetter at reading. I liked that you are not reading onyour own.”

“I liked when they helped me with words I did notknow. I am better at reading. I liked when I had twopeople.”

“Things that I did not like about the sessions: Thefirst day because I was shy the last day because it wasover.”

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

46

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 hisretirement function, held bythe Branch in Union HQ on14th December, 2013, withsome of his colleagues fromthe DPDB.

Pictured from l to r:Diarmuid O’Connell, Cormac O Dalaigh,

Gerry Sexton, Frank Donohoe, Paddy Costello, Eamon McNally,

Noel Adamson and Dave Moran –all past and present officers of the DPDB.

47

CWU People

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

Paddy and Paddy Redmond –

telling people who could be next!

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

Paddy’s family and friends enjoying his retirement function in Union HQ.

48

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





49

CWU member, Martin Flynn, of Limerick DistrictBranch, Ennis Section, recently climbed Ireland’s highestmountain, Carrauntouhill, for charity. The former Clare& Munster player was accompanied by a player fromevery county, to bring an All-Ireland Medal and the SamMaguire Cup to the summit, for a charity run by formerGalway player, Alan Kerins.

Martin, who won a Munster Senior Football as acorner forward in 1992 and an All-Ireland B in 1991, wasaccompanied by such greats as Peter Canavan, SeamusMoynihan, Graham Canty, Ja Fallor, Gerry Mc Entee,

Kevin O’Brien, Declan Browne, Michey Linden, StephenMcDonnell, Barry Cahill and Mark McHugh.

The highlight of the climb occurred when 83-year-oldMichael O Muircheartaigh made it to the summit andcarried the Sam Maguire Cup, with Alan Kerins, througha guard of honour for the final part of the journey.

A total of 120 climbers took part and were delightedto get a beautiful day which resulted in over €100,000being raised for the charity Alan Kerins Projects.

Congratulations to all!

Sam visits the Summit

Seamus Moynihan, Kerry& Martin Flynn, Clare,

at the summit.

Pictured left:Martin at the topof the summitwith the SamMaguire Cup.

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

CWU People

Michael O Muircheartaigh& Martin Flynn

50

CWU People

Cllr Declan Flanagan (FG) was elected toDublin City Council. Declan is member of the CWU

Vodafone Branch Committee,

Cllr Seamus Morris (SF) was elected toTipperary County Council.

Seamus is Chairman of Nenagh Postal Branch (3)

CWU members elected at recentlocal elections

The Communications Workers’ Union (CWU)recently made a donation to Lupus Group Ireland(LGI). The organisation is staffed entirely byvolunteers who provide support and advice topeople who suffer from Lupus. The contributionfrom the union will be put towards importantresearch into this disease which is increasinglycommon 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.

CWU Supports Lupus Group Ireland

51

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.

CWU People

Donation made to locked-outParis Bakery Staff

The Ennis Postal Branch would like tocongratulate Tommy Soffe on his retirement after45 years.

Tommy served on the Kilrush BranchCommittee as Treasurer before they amalgamatedwith the Ennis Postal Branch, where he served asBranch Treasurer for the past 20 years.

We would like to wish both Tommy andKathleen all the best for the future.

Tommy beingpresented with his

Union scroll and pinby Miriam O’Brien,Chairperson Ennis

Postal Branch.

Tommy SoffeRetires

Willie Mooney presents Freddie Smith with his Unionscroll, on his recent retirement from the Dublin PostalClerks Branch, where he worked on the retail Counters.

Freddie SmithRetires

52

CWU People

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.

Central Regional Managers BranchRetirement 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.

53

CWU People

A newly published book by an eircom man. Itgives an honest, heartfelt, insightful account ofgrowing up barefoot in the stoney grey soil ofMonaghan, through to working in the industrialcentres of England, and to a final return toIreland, family in tow and joining eircom. Thenarrative is always engaging made up as it is of49 individual stories.

READ IT, YOU’LL ENJOY!

54

This is an importantand poignant book

explaining about the effect of World War 1 on thetown of Gorey in Wexford. It is a compilation ofnewspaper articles from 1914 to 1918, put togetherby Brian Kenny (a Postman in Gorey) and his wife,Mary, as well as from local letters and other archiveresearch. It is a valuable resource for anyone whowants to know a true account of what life was likeat that time. There are also some wonderfullyreproduced photos to go with the accounts.

The book highlights the terrible effect on familiesand changes brought about by the war. There wasthe “innovation” (as the newspapers called it) ofwomen taking up roles in the Post Office and Bankfor the first time. Then there were nurses, such asElla McCarthy, who did active service in theDardanelles.

It is frightening to think how very young theywere going off to fight, like John Henry GrattanEsmonde. He was aged only 15 and lied about his

age, as the minimum age to join up was 18. He waskilled 31st May, 1915, in the Battle of Jutland agedonly 17.

John Kenny, a local Postman, volunteered, joinedthe Irish Guards, and was killed in France in 1915.

We feel the devastating effect such a war can haveon a small place: the distance from home and thehorrifying conditions in the battlefields of the trenchwarfare, as portrayed vividly within these accounts.You can just imagine families anxiously waiting forpost to arrive from loved ones and checking thedreaded casualty lists for the names of the menkilled, missing or wounded. There is a five-pagecasualty list at the back of the book, that emphasizeshow many died from the Gorey area itself.

It is a timely recollection, with the advent of theCentenary of the Great War coming up in Augustthis year.

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

Books reviewed by Adrienne Power

NEWS FROM THE FRONT – GOREY AND THE GREAT WARBy Brian and Mary Kenny

A book that highlights the lasting mark left on Gorey by World War 1!

Whichever way you decide to go -

�njoy �eading!!

55

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Connect Jul 2014

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