All van drivers

BT fleet are visiting all TECs checking the vehicles across all lines of business. They are now starting to weigh vehicles as well. All checks are non-consequential. However, weight limits do not include a passenger, so if you have a fully loaded van that is just under or on the limit, taking a passenger could tip you over.

There have been serious issues with brakes failing. As such the CWU have secured an agreement that once a year all wheels will be completely removed so a visible check of the brakes can take place. The brake pads will also be measured, if they are under 5mm they will be replaced.

In between these new checks, members are asked to listen, if you hear your brakes scraping or sense a change, take your vehicle in for a check.

CWU T&FS BRANCH FORUMS

All Branches with members working in the named line of business are entitled to send a representative to these meetings, we have one per quarter for each line of business and they are called Branch Forums.

Below are the notes taken at these branch forums by the representatives of our Branch: they are not formal notes, just those of our branch representatives.

We ask that you read them and provide us with feedback concerning any of the issues and topics covered. Likewise, anything you think we missed or should be discussing at such a forum, please do not hesitate to contact us. We look forward to hearing from you.

The national team reported that things were fairly quiet coming into the New Year. The next meeting with BT Fleet is scheduled for 31^st January 2017.

The last BT Fleet ‘Your Say’ had returned results that were mainly RED. I am sure that like me you are not surprised by this.

The bonus scheme, or incentive scheme, is currently being revisited: an issue raised by many within the branch. I passed on all your concerns and issues in relation to the way any absence at all stops you hitting your target. Even going to the toilet means you have time that has to be made up.

Once again branches were asked to remind members, if they know of any technicians interested in working for BT Fleet to let the company know.

We need more CWU Health and Safety Reps, if anyone is interested please contact Derek Maylor, the Branch health and safety co-ordinator on: derek@cwumswl,org or 07761 098993.

Night Pay, bonus, although a briefing went out to members, we ask that BT Fleet send more notification to members and a clearer explanation why it has been stopped.

BT Fleet will add SEV’s mobile capability to their own nationwide network of 64 garages in the UK. This will enable them to give their customers far greater choice in how and where they have their vehicles maintained and serviced, either in a BT Fleet garage, or on their own premises.

SEV was established in 2014 by Geoff Allison who’ll join Henry Brace’s BT Fleet leadership team within Ventures as Mobile Operations Director. Sixty SEV employees, of whom 40 are mobile engineers, will also become part of BT Fleet.

The BT Fleet National Team will be examining what impact this news has on existing garage structures and how the SEV will be integrated into BT Fleet. A copy of the press release is attached.

On February 14^th 2016, I fought my way through the cards, chocolates and red roses to attend a meeting at CWU HQ in Wimbledon.

Meeting started with each branch standing in turn to give an update on what progress they have made recruiting non-members, and what actions each branch is taking to address the situation.

Recruiting apprentices is an issue, they do not go through the same process as the Openreach apprentices and access has been limited.

I spoke of little movement with the non-members, as such the branch secretary had set up some organising meetings for the branch committee and we were planning how we can recruit across our whole branch area – in both constituencies. Mentioning the need for some of us, particularly me, to get training and coaching on ways to talk to people. I stated the branch approach was, if we can change people’s minds doing what we are doing, we need to change our approach: and that is what we are setting out to do with workplace committees and workplace events.

Some other branch initiatives include: they have bought breakfasts for people, sent personal invites to non-members inviting them to an event to learn more, lunch time recruitment sessions. How bad is it that some branches and even one region, reported that they employ an organiser, when we have an organising section within our union?

In some areas the ROC is being used as a target day, all branches working together to ring people up down a list.

However the general feedback was that when you ring, people do not answer and do not respond if messages are left.

Performance Management Year 2015/16, 8 people have been dismissed nationally.

Ratings are only done twice a year now.

There have been 205 national triggers of the Bradford factor, but no FFW or IFW.

APR marking – branches reported evidence of forced distribution markings: to the extent that some managers feel so under pressure that they have left or have stepped down to engineering grades.

There have been issues in relation to apprentice assimilation, in respect to what grade will they be when they finish their apprenticeship, National Officers a dealing with these cases.

The difference in opinion appears to be around the issue why the patterns were changed: members have fed back that the number of calls taken are not to the anticipated levels, the company say it is not just about calls but the expectations and demands of other lines of business.

To say the proof of the pudding is in the eating is true: since switching to team based scoring TSO have seen an increase in prod by 11%. Sick absences are down by 2% and mental health related issues currently run at 3% which is the lowest level across the whole of BT Group. Near miss reporting is growing, which could be seen as a reflection of the confidence team members feel in the way they are being managed, there is little fear of any repercussion from reporting a near miss. TSO feedback and inform members of any reported near miss.

How EES is now managed appears to work, vindicating all our members’ claims that performance management was having a negative impact on them and the company. A good model for the rest of BT to copy.

Things have changed in the way members book jobs off, now team members can get a job built for any work they carry out. So this could have had the positive effect on performance, with members getting the credit they deserve for all the work they do.

Power and maintenance run an independent list and system. No one is quite clear what system works best. Is it front stop or back stop?

• 
  5933 management graded in TSO (Reward framework)
  
• 
  9735 UK Direct labour in TSO
  
• 
  3210 offshore
  
• 
  Total labour resource in TSO is 13203.
  
• 
  EES has the most ‘long term’ employees in the company
  
• 
  165people in the age bracket 61-65
  
• 
  11 people in the bracket 66-70
  

TSO have allowed people WIND DOWN – 22 people nationally in TSO have opted for this. Going part time on the lead up to retirement. Pensions are calculated as if you had been full time, however any contributions made during this wind down period will be at a reduced rate unless members take action to resolve/offset this.

Step down, some managers have opted to step back down to a newgrid grade in their last few months working for the company.

Also, some members have been allowed to buddy, during their last few months in the company, affording them time to pass on knowledge and experience to team members before they leave.

Going forward the head count challenge is as follows:

2016/17 – 10192 team members. 2017/18 – 9802 team members. So we can expect a reduction of 390 team members nationally.

Graduates/apprentices – again TSO expect to receive 146 this year.

Voluntary paid leavers – 2016/17 156 UK team members left the company. With managers added, the total is 316.

There are 10 members in the BTTC. 49 entered but found other jobs in BT, 14 people who were in the BTTC left the company.

There are 8 long term redeployees, with 2 members having been in the BTTC for longer than 24 months and 1 member between 12 and 24 months.

Where there is currently a surplus, a 90 day trial is taking place to find new roles for team members so they do not have to enter the BTTC.

February 15^th CWU BRANCH FORUM – BT OPENREACH

Quality in the Network. A presentation was given by BT’s Chris Payne. Outlining the new approach in relation to field audits. The change is in line with the company’s attempt to move away from performance management and the ‘big stick approach’. The new audit system should be positive, not like the historic audits.

The word ‘Assessment’ is being used rather than audit, to try and make a break from the old system. People will be known a ‘quality assessors’ and not auditors. Work will be assessed which has been done by contractors and direct labour.

For the contractors, assessors are carrying out 3 assessments a day. Work is designated a ‘risk factor’ a sort of rating, this helps determine which jobs should be assessed first. For example e side work would have a high rating. It is hoped that this will cut down on some of the cut and dash work that sometimes happens and ultimately will lead to behavioural changes in the contractor companies. However, Kelly’s and Quinn’s will not be assessed as we cannot gain access to a house: in these instances the assessors will work with the companies’ supervisors in an attempt to push for better quality work.

For direct labour, there is a huge push to get the Oms into the filed more. DO NOT BE SURPRISED IF YOUR MANAGER COMES OUT FOR REGULAR VISITS. Assessors and managers are being encouraged to place positive stories on social media and BTs own internal systems.. Calling out a ‘good job’ rather than highlighting bad jobs, this is an attempt to shift the current culture of doing people down all the time. Quality days will take place, the emphasis now being on the drive for a quality job and not quantity. Once again it was reiterated that this whole approach is about changing the culture, ‘no big sticks’. So you may see tweets stating an assessor or manager has been out and Joe Blogs has done a great job, they may even want to take your photo.

Alternatively a manager may now ring you up, and say “BY the way you are working on a node that has a high probability of faults/repeats/ELFs so can you double check everything”. So please do not be offended if you receive one of these calls

A trial has seen some great results already, 1024 input is increasing and so is the amount that is being addressed – roughly 1400 a week: fault levels are flat: quality has improved. I know what you all are thinking if you have got this far reading this!!

The attempt is that this is a supportive structure, submitting a 1024 or calling out a bad joint or DP etc will not result in a beating any more, you will not be pushed or chastised for doing a ‘good job’: no more will managers encourage or hint at putting sockets in cabs and then ‘booking off’.

Where you book a fault off may result in a node being remade: I raised this process is often flawed, and asked if someone could go out and physically check before a node is renewed (this was a point raised at our recent T&FS agm). However, either Mr Payne missed my point or he thought I didn’t have a clue about the network (no comments please!), because his response was ‘because something looks bad doesn’t mean it is’ he explained a cab joint might look messy but the faults are in a nice cab. 6 faults at a node is a flag on the system that this may need renewing, also customer complaints will be grouped as common faults to see of a certain area has a plant issue etc.

Stores ordering: a review of what teams order has taken place, this showed that some teams are not ordering enough or the right stores which would lead to a quality job. An example given to us was, clip closures. The company accept to do a quality job, stores have to be ordered and they now expect an increase in stores spend.

SO what did Mr P say is expected of you, our members………. Tell them where you have worked, if you have made a mistake they will support you – no more beating you up and doing you down. There is no performance management like we used to know, 3 strikes and you’re out does not exist anymore. What Mr P did stress to us was that members need to be honest, (ah the irony, a manager saying you need to be honest). Support will be given to anyone who asks, but if you are found booking something off in the wrong place then Mr P said there will be consequences.

In short what’s happening:-

• 
  A change in the auditing process and a change of name.
  
• 
  Every assessor will be accredited.
  
• 
  Managers are being taken through a quality training day in our area now,
  
• 
  This has been trialled for 9 months now and showing great results.
  
• 
  If engineers spend longer on tasks they will not be penalised.
  
• 
  Look at training people who may flit from one place to another, managers to recognise the member may not know how to use a tester properly, rather than penalise for behaviours.
  
• 
  Managers and assessors out and about more.
  
• 
  Praise and encourage quality.
  
• 
  Tweets and messages about engineer’s good work done
  
• 
  Calls to say beware.
  

• 
  A better feeling when you come to work
  
• 
  Support, learning and development opportunities
  
• 
  A better network
  
• 
  Less faults
  
• 
  Better customer experience, meaning less complaints
  

If you have further questions, please email: angela@cwugmersey.org

Mr P left: we continued with agenda items.

Recruitment as with all CWU meetings, the first item to be discussed was recruitment, and non-members. Davie Bowman (national officer) has sent a list of all the non-members to each branch. Each Branch representative had to stand in turn and say what they are doing in their branch to recruit non-members in their area.

Explained was the organising strategy the Branch committee have come up with, with the idea that if we cannot change the thinking of the people we approach then we have to change the way we approach people.

There was an issue that we all had in the room and that is: how do you talk to field engineers whose contact details available to you are a work email address and work mobile number. Cold calling engineers is difficult and if you leave a message or email they do not ring or email back.

It is a work in progress, but one we need to address: if the OFCOM decision is to split the company, we will need our people to stand together.

WE NEED YOUR HELP - recruiting is a dark art, with your help we can do this. Please chat to a new face and encourage them to join.

If TUPE occurs, as threatened by OFCOM, it will be too late for these people to join.

SD – Things are now moving on from last year, when we were given assurances regarding team based measures. Measures will not apply to any individual, when we raised the issue that a SOM will look at a poor OM team who in turn will look at an individual, we were assured that one individual would not affect the overall scoring of a team.

There are a few things that need to be tidied before sign off – for example, what individual data will remain? If a new dashboard is agreed will we still need all the apps and processes that exist at the present time.

Branches raised issues such as how would someone gather info for an internal job application#: how would they prove they were good? We would have to make sure peer to peer bullying does not occur (I would never worry that point).

There will remain a process to “support” underperformance: but the role of HR in these cases has been questioned by the national team.

The HR community invited the CWU to South Shields to visit their offices and meet their team members: apparently, when dealing with a performance case they go through the whole records of the member, sick, disability, factors outside of work etc. Due diligence means they go through every step of the process with the manager and question every decision.

They said if a manager says “HR TOLD ME TO DO IT” flag that managers’ name up to them.

If the HR team see a pattern appearing with a certain managers’ decisions they flag this up to the relevant GM.

Concerns were raised by branches that the new system means managers are being performance managed, what effect would this have on them and ultimately our members.

Currently with no PM a vacuum exists, reports are still being used and nationally cases have been built against many of our members under the catch all of ‘behaviours’. Discipline cases are being raised, as manager’s flounder: without PM they do not know how to manage. The introduction of the new dashboard is a way forward, it will not be perfect on day 1, but it is far better to have this than the previous process or none at all. On a positive note, senior managers have publically stated that team scoring is the way forward, so any manager pressing an individual needs to be reminded of this fact.

Frames – a similar agreement is almost finalised for frames engineers.

Career opportunities: the lack of them really. Career pathways has long been a phrase used in BT, apart from the odd C3 post in a control coming available to many of us the choice is remain a B2, TM2 or become a manager. The CWU are exploring the idea of getting ST and T1 positions back into the field environment. Nothing is concrete or agreed at this point. I felt it was worth a mention just to point out to our branch members that many things are pushed for by the CWU.

BCD There have been major regional organisation changes over the recent months, resulting in more localised areas, there are now 42 field patches.

The teams in many ways a self-fulfilling, often fining work to do themselves. In the field they are looking for more voluntary lodge loans, it is hoped that keeping it voluntary they will not have to impose it onto anyone.

Planning is to become more automised – as we receive more information on this we will keep our members informed.

As for the historic PW team – they have seen their workload reduced, they have lost Bend work (picking this up only if it does not work when kit is installed) and a trial is currently underway to see if they need to carry out all the A end work. So the question was asked by our branch, what is to become of these people? And the answer appears to be, precision testing. Although a trial is being conducted in Scotland, many branches reported that their members were already attending training courses up and down the country.

Apprentices in BCD was an issue raised by the branch, however we were informed that the date for them to be out into the field had been put back, due to concerns raised by the CWU. BCD apprentices should still be buddying at least until April, if you are an apprentice and are not buddying of if you know of one, please contact us.

Connected vehicle trial initially this has been trialled on 10 vehicles, considered a success with positive feedback it is being extended and 96 people are being sought as volunteers to trial this.

The benefits expected are, improved engineering experience as members will no longer have to drive distances for a connection before signing jobs off etc. A reduction in the carbon footprint. Better customer satisfaction. BT Fleet have marketed this product, there are others on the market but BT Fleets’ was the best on offer.

Obviously branches raised concerns, given the issues we have all had with ilm data misuse. Questions were asked regarding what data will this produce and how will it be used as it could monitor your speed, how you brake, basically every aspect of how you drive.

RISK – the road safety campaigners and the health and safety environment, have been consulted by the company, they fully endorse the equipment, they say it will lead to safer roads as it will make people drive more carefully.

Our NW Region SPOC (single point of contact) was very quick to point out that we have had no discussion or consultation regarding the trial, apart from one meeting months ago when a slide was presented and a number of questions were offered for us to read: the questions being the ones our members would be expected to answer when they access the app for a hoist request.

NW Branches reiterated we have not had a meeting since, we have not received or seen any data from the trial, we have not discussed the outcome of the trial and there has been no consultation. There is no evidence to suggest the trial has been a success. SO WHAT ARE YOUR THOUGHTS AS MEMEBRS OF OUR BRANCH?

AJS Every Branch has a horror story. Redeployees being offered training yet people on the AJS process being told it would take too long to train them. Overstepping of HR in some respects and in others a failure to act. The national team have an agreement that a review will take place with senior HR on a case to case basis. These include some from our branch.

LOCAL ISSUES

We have a number of personal cases and issues across all lines of business.

We are finding it extremely busy, fitting everything in and apologise if people are having to leave us messages when contacting the office.

There are a number of meetings in the pipeline, so please do not be disheartened if you think you have been missed: that said, feel free to contact us for updates:- to either provide us with one, or to ask us for one.

We recently challenged the fact that ‘Breakfast Meetings’ were being held out of work hours. The discussion centred on the fact our members obviously want team meetings but they should be held in works time. Management did argue the merits of these meetings and in some instances calls: CNW CWU argued that just because they are good, it does not make them right. No one should feel under pressure to attend anything out side of working hours.

We also asked for data regarding sign on time (start of day) and sign off time (end of day) alarmed that even as an average some sign off very late. We would like to hear from you why you may sign off late: if it is forgetfulness then we all do that, if it is because of undue pressure to finish work then we need to hear this, same if it is because you have been told that you have not competed an exemption from flex.

Career pathways. LEAD Members being offered the chance to enhance their CV by taking part in a scheme, the scheme will run for 6 months but no job is offered at the end of the scheme. It is to help you develop yourself – which is better than what was on offer before.

N Ops do not have any doblo vans.

ID Has lots of work now and in the pipeline.

Newsites – copper teams are performing very well: at the time we met the manager there were only 50/60 jobs left in the queue. Fibre newsites is different, the managers said there were issues with the planning of the jobs – we asked where is the local planning office they said they think it is Norwich.

Large scale upskilling is planned, if not already taking place. Contractor changes, CT have lost the tender it has now gone to Morrisons.

ETHERNET CONTROL Lancaster House: under Emma Robinson the team numbers are being increase. 2 new managers and 7 more team members. This will mean a new team is created. Training will be classroom based for 1 week, and consolidation is expected between 2 – 6 weeks. However some current team members have been in this situation for a number of months.

Regarding on-going issues, managers are taking part in workshops which should help them to engage with people. Cwu asked if we can attend one, when they cover attendance, we were assured we could.

The senior manager believes since the intervention in December that things have improved, this is not the feedback we have received. As all are aware we have issues and are working to get these resolved on behalf of our members.

TSO are currently looking at troublesome exchanges, they propose to send a team in to try and clear the issues that cause repetitive faults to occur: Widnes has been identified as one of these.

Finances. Next financial year has been set the same budget, however efficiency savings are required which would equate to 58 personnel.

Flex key principles

• 
  It’s under your control; it’s down to you to flex yourself on or off effectively. It’s not for your manager or controls to decide.
  
• 
  Flex is used in minutes, it’s simply minute-by-minute up to 60 minutes before or after your scheduled finish time.
  
• 
  It’s to make us all more effective; working on to complete scheduled work and flexing off as required; it does you no favours hanging about waiting for work if all done.
  
• 
  It’s not a replacement for overtime; paid overtime may still be offered.
  
• 
  It’s contractual you are required to Flex on and off; but common sense will be applied on those rare occasions when you are not able to flex because of a personal commitment. Just talk to your manager.
  
• 
  You check your balance on INFORMe and your RTR timesheet.
  

• 
  Your flex balance can be between -6 and +6 hours.
  
• 
  It’ll be an everyday thing; you should sign off when you’ve finished, not when you are ‘supposed’ to sign off.
  
• 
  You can flex off without authority in the last 60 minutes of the day
  
• 
  Flex on to finish scheduled tasks that have overrun reducing your furthers.
  
• 
  You’ll pick up positive Flex when working on for up to 60 minutes beyond your end of day
  
• 
  On occasion you may have to work on for more than 60 minutes beyond your end of day , if this happens, the whole Flex period will be paid as Overtime.
  

• 
  Puts you in control of your end of day.
  
• 
  Flexing off when there is not enough scheduled time to complete another task means your IPOP score still gets delivered and potentially improved.
  
• 
  IPOP counts in minutes overall not your scheduled time.
  
• 
  Can improve your work life balance.
  

• 
  They’ll encourage you to ‘own’ and manage your Flex, driving effective usage.
  
• 
  Will help you get any high balance down.
  
• 
  Answer your flex balance or general queries.