You are on page 1of 137

National Executive Council

Report 2008

Communications Workers’ Union • 4th Biennial Conference Kilkenny 2008


Lyrath Estate Hotel, Kilkenny
CHAPTER

Contents
eCommunications
Chapter Page

1. Introduction and Overview ... ... ... ... ... ... ... ... ... ... 1

2. Pay and LRC Findings ... ... ... ... ... ... ... ... ... ... ... 13

3. Mobiles ... ... ... ... ... ... ... ... ... ... ... ... 17

4. Structural Separation ... ... ... ... ... ... ... ... ... ... ... 29

5. Wholesale Networks ... ... ... ... ... ... ... ... ... ... ... 33

6. Retail ... ... ... ... ... ... ... ... ... ... ... ... ... 65

7. Central Services ... ... ... ... ... ... ... ... ... ... ... 71

8. Partnership ... ... ... ... ... ... ... ... ... ... ... ... 73

9. RBU ... ... ... ... ... ... ... ... ... ... ... ... 77

10. Contractors ... ... ... ... ... ... ... ... ... ... ... ... 83

11. eircom ESOP ... ... ... ... ... ... ... ... ... ... ... ... 85
Appendices Page

1. eircom Ltd. Staff Side Panel Annual Report – 2006 ... ... ... ... ... ... ... 89

2. eircom Ltd. Staff Side Panel Annual Report – 2007 ... ... ... ... ... ... ... 99

3. Revised Pay Scales ... ... ... ... ... ... ... ... ... ... ... 107
eCommunications
Mission Statement
“We will build an organising Union that prospers
through excellence in service and commitment to recruitment.

We will be innovative in our responses to change by being progressive in our outlook,


and determined in our efforts to always act in the best interests
of the Union and its members.

We will, in solidarity with other like minded organisations, campaign for economic and
social justice, for freedom of association and respect for human rights and the dignity of
all who suffer from oppression or prejudice, whatever its form.”
CHAPTER

1
Introduction
Introduction members. At present
we are one of the few
There is in my view no industry which has faced the Unions who have
explosion of change in every facet of its being as has recognition in
and is being faced by the Telecommunications

Introduction
Vodafone and it will
industry. Those changes are the cause of constant be very informative to
disruption to the workers and in Ireland we in the CWU hear how our Branch
have the difficult task of defending those worker’s there is managing an
interests by managing the impact of the never ending extremely tough
change agenda on our members. Today the industry
agenda which is
has a myriad of players ranging from some of the
usually set at
world’s biggest telecommunications multinationals to Steve Fitzpatrick,
Vodafone’s
General Secretary,
small resellers. We have a responsibility and a right to
organise the workers in our sectors and I am delighted
international HQ with
Communications Workers’ 1
little or no input from
to welcome the representatives of the workers in the Union
the management in
new companies to this sectoral conference. We must
Ireland. A key challenge for us is dealing with the
view ourselves first as union members with more in
constant drive to outsource what they consider “non
common with workers from the other companies than
core “activities. Similar issues are facing our newly
with the managers who see us as an enemy.
recruited members in O2 and our experiences in
While today the majority of our Telecoms members are Vodafone allied to the similarities between the
still employed with eircom we must make time and companies should be of benefit to us in those
space to learn from the experiences of our new discussions. When one considers that we are now also
CHAPTER

1
growing our membership in Meteor, we can now occurred which could not have been envisaged at that
definitively state that we are the voice of the workers in time.
the mobile Communications industry.
The Company has again been taken into private
The other key area where we must continue to ownership following a co-offerer bid by the Employee
organise is in the call centre arena or what is known as Share Ownership Trust and the Australia company
the new “Sweat Shops”. We have had some success in Babcock and Brown with the ESOP increasing it
that area as you will see from the organising report but interest in the business to a 35% stake. As a
with the proliferation of those centres we will have to consequence the business is now heavily in debt and
Introduction

dedicate considerable resources in the coming years if subject to extensive scrutiny from its financial backers,
we are to make the inroads that those workers particularly in relation to financial performance and
deserve. strategic direction. One of the consequences of the
sale is that almost all the former senior executives and
The main black spot in the sector is British Telecom
quite a few senior managers left the Company.
who continues to frustrate our efforts to achieve
Babcock and Brown appointed their own management
recognition for our members. In circumstances where
team to analyse the business and plan a strategic
British Telecom recognise CWU UK members in
direction. As a direct consequence no proper
2 Northern Ireland and where British Telecom claims that
it runs an “All Ireland” operation, we have no option but
engagement took place with the Unions and no new
business initiatives were taken for a considerable
to view their actions as discriminatory and one could
period of time. While a strategic vision was given by
be forgiven if they construed those actions as anti-Irish
the Company to the Telecom Executive in March 2007,
and a new form of British imperialism.
any thoughts of proper engagement and dialogue
At Conference 2006 the Union attempted to address a through partnership quickly disappeared with the stand
significant number of issues by passing Supplementary taken by the Company on the payment of the National
Report No. 1 which set out to responsibly advance the Wage Agreement. Each National Agreement contain
objectives set out within the Report. Since then a restrictive clauses regarding pay claims in excess of
number of considerable changes within eircom have the terms of those agreement, and therefore it is very
CHAPTER

1
difficult to improve the pay and conditions for our the energies of Babcock and Brown seem to be solely
members. At the same time the business continues to focused on the separation of the network and retail
require changes to allow it reorganise its operation and functions with the disposal of key assets such as the
respond to industry demands and intensive recently purchased Meteor Mobile. This critical issue
competition. Nobody could have anticipated the will need very serious examination by your Union
dramatic changes that have occurred since before we make any decisions as to whether we
Conference 2006 and how these would impact on how support the process or not and our only consideration
we do our business and on the priorities we set for must be the long term viability of the jobs, pay and

Introduction
ourselves at that time. conditions of our members.

The regulatory environment remains very challenging Once again the partnership structures have come
with the constant drive for so called competition at under heavy scrutiny during the past two years with the
almost any price to the incumbent. Those regulatory change agenda since the LRC agreement being
policies allied to the failure of Government to agree a handled directly through the IR process rather than
coherent and cohesive telecommunications strategy partnership. Under that agreement once more we are
for Ireland has led to the position where capital obliged to carry out a review of the partnership model
investment and network development only happen
where there is at least some prospect of a return to the
and we will have the opportunity at Conference for
Branches to express their views before the review is
3
shareholders. Failure to invest in the network and in finalised in June 2008. Whatever the result of that
new generation technologies with a particular process, we must develop a way to ensure the
emphasis in fibre, will damage the National economy involvement of our elected Branch representatives.
and will make it extremely difficult for the business to
As the voice of telecommunications workers on this
provide decent customer services.
island we will continue to face tough agendas on your
The long term Company agenda is still unclear, and behalf .That we have done so successfully is a tribute
while the issues of new services like VOIP, IPTV, greater to all of you and your predecessors who have given so
bandwidth, NGN etc. need clearly defined strategies, unselfishly for so long. I look forward at this conference
CHAPTER

1
to arriving at conclusions which will assist us as we
continue our work into the future.
Introduction

Steve Fitzpatrick,
General Secretary,
Communications Workers’ Union.

4
CHAPTER

1
Overview
For a considerable period of time we have been trying The following information, which is a summary of the
to establish the future strategic direction of eircom in various presentations, should give each of you a better
relation to key investment decisions. This information is feel for the future direction of the company.
vital in order that we can prepare, you the members, for
the impact that those decisions will have on your pay,
conditions and terms of employment. There is no Background

Overview
doubt in anybody’s mind that there is an urgent need On the 21st of March a joint workshop was held in
for the company to invest in its existing networks as order to provide, among other things, an overview of
well as investing in next generation technologies if the the current and future trends within the telecoms
company is to be successful into the future. While we market in Ireland. Specifically, the purpose of the
all accept that the company’s future success is workshop was to:
necessary to maintain protect and improve our lot, there
is little doubt that those investment decisions will ➣ Update participants on current issues and
impact on the day to day work that many of our challenges 5
members carry out. As a result of the attached
presentations, the Union will shortly begin to engage
➣ Act as a forum for information sharing

with the company on how these new programmes will ➣ Increase understanding of strategic
be implemented, what the impact will be on our choices
individual members and on what opportunities the
company’s investment plan presents for the Union The attendance included the CEO Rex Comb and
membership in eircom as a whole. We will also be members of his executive and senior management
discussing with the company how this agenda can best teams. The CWU participation was lead by the G.S.
be facilitated along with the Union’s agenda. Steve Fitzpatrick and included the D.G.S., National
CHAPTER

1
Officers, National Co-ordinators and the members of of technologies and services and would, over the next
the Telecoms Sectoral Executive. Following “words of three years, cost several hundred million Euro. These
welcome” and introductions from both leaders, the two pivotal corporate objectives would be achieved by
workshop commenced. It extended over approximately a high level strategy consisting of:
five hours and during this period a colossal amount of
information was shared and commented on. The
➣ Growing revenue whilst
containing/reducing costs
following is a brief summary of the various
presentations and key messages, which were delivered ➣ Targeting Capital expenditure and
on the day by the CEO and his senior executive team. optimising corporate finance
The CEO went on to give some details as to how these
Overview

aims could be achieved but stressed that the Fixed


Introduction and Line costs could not grow by more than the revenue
Presentation 1 growth, and that this would invariably require a
reduction in costs, both pay and non-pay. In
In beginning the presentations the CEO, Rex Comb, elaborating on this matter the CEO made the point that
set out the “context” under the broad headings as while the number of employees had declined by nearly
6 follows: 40% since 2001, the overall pay bill had fallen only
marginally.
1. “State of the Nation”/ Financial Overview
In turning to the Broadband Market the CEO confirmed
2. Key Strategic Programmes.
that the target of 500,000 subscribers, on the eircom
At the commencement of his input the CEO outlined network, by December 2007 would be achieved early
some financial commitments and the fundamental and this represented a significant corporate milestone.
need to maintain earnings from Fixed Line at several He added however that whilst it was expected that the
hundred million € per annum for the foreseeable number of Broadband customers would continue to
future. In parallel with this aim, a capital expenditure grow, the average revenue per broadband customer
programme would be rolled out across a broad range would decline and this decreasing margin would flow
CHAPTER

1
from a combination of regulation and increasingly
Key Strategic Programmes –
aggressive competition. It was further expected that
the competition from “cable” would be particularly Presentation 2
challenging in the centres of major population, and that
In opening on this section of his presentation the CEO
this potential threat to eircom’s revenue base would
stated that a detailed and probing current state
demand innovative solutions.
analysis of the organisation had been conducted over
The CEO then went on to present some detail on the the previous nine months. This had resulted in,
excellent performance of Meteor and its increasing following consideration by the Board and Senior
market share as the 3rd Mobile operator. Figures were Management conferences, the adoption of a portfolio

Overview
also provided as to the cost implications associated of Eight Strategic Programmes (See below) which
with the acquisition of the last 3G licence. would deliver a combination of shorter term
improvement and transformational growth. Each of the
In concluding this part of his presentation the CEO eight programmes would have a sponsor from the
stressed that the overriding priority for the Fixed Line Executive Team who would have overall responsibility
Business was Customer Service. He reiterated that top to ensure delivery of the programme benefits. The
realisation of the expected benefits would accrue in the
quality customer service was not just a “nice to have”
but was a “must have” if eircom was to maximise the short, medium and longer term and overall co-
7
benefits from a dynamic and ever changing ordination and governance of the various programmes
marketplace. In this context there was an absolute would reside within a Strategic Programme Office.
imperative to create a customer centric organisation
through a combination of productivity enhancement,
infrastructure performance and process effectiveness. Key Strategic Programmes
This would require “new things” to be done and “old
things” to be done in different ways across broad ➣ Mobilise the Company to achieve our goals.

swathes of the Fixed Line organisation. ➣ Deliver on our customer service targets.
CHAPTER

1
➣ Maximise efficiency and cost reduction. Operating volumes: -
➣ Deliver improvement through people. Operating volumes have increased significantly from
➣ Drive Broadband and Next Generation the previous year driven mainly by market demand for
broadband service, PSTN service arising from the
portfolio growth.
continuing strong housing growth throughout the
➣ Design and build our Next Generation
country. This strong demand has arisen from both the
networks.
Retail market and the Wholesale market. In addition,
➣ Design and build our Next Generation volumes of faults have been significantly higher than
business and system architecture. the previous year driven by a number of severe storms

Overview

Drive growth in our mobile business. throughout the year. Our network, particularly our
overhead network is vulnerable to severe weather
In concluding on this section the CEO reiterated the
conditions.
criticality of the eight programmes and their potential
to transform the organisation, thus securing eircom’s
competitiveness and prosperity into the future. Service Levels:-
While our service performance for service delivery has
improved throughout the year there are a number of
8 Network Operations – key areas where our service did not meet target. This is
mainly on repair for both PSTN and DSL services and
Presentation 3 has been driven by the volumes outlined above.
In the short and medium term future there are a
Strategic Challenges Facing Network number of significant challenges facing us:
Operations
The financial year just ended has been an Network Performance
extremely challenging one for Network It will be necessary to invest in the network in order to
Operations: maintain network performance and make it more
CHAPTER

1
resilient to severe weather conditions. This is done Productivity Improvement
through network renewal investment and a number of
In order to offset the impact of inflation on our
key preventative maintenance programmes. A key
operating costs it is critically important that we improve
challenge for us is to balance the need for investment
productivity in order to meet the demands of the
in renewal of the network with the need to build next
market and provide a satisfactory service level. This
generation networks.
will require process improvements to our centre/field
operating model together with improved productivity
Service Levels
and output from our technicians in the field.
Both the Retail and Wholesale markets have set out
the required service levels in their markets which pose The Network Operations management team are

Overview
significant challenges to Network Operations and currently finalising an integrated strategic plan to
require improvement in both our service delivery and address all of the above competing demands for
repair performance. investment, service improvement and cost reduction.

An integrated set of investment decisions are being finalised


INVESTMENT to support service improvements 9
INVESTMENT AREA WHAT IT DELIVERS NET OPS CHALLENGES
NGN – Core More flexible bandwidth cheaper

NGN – Access Ability to compete with cable • Alignment between access


and core
NGN – IT More competitive propositions • Resourcing
• Programme Management
Access Renewal Improved stability in the access • Skill Sets

Wireless/Fixed Cellular Alternative to long line copper


CHAPTER

1
Summary and Key Issues: Next Generation
➣ Improvements in customer service are Technologies –
imperative to protect our revenues and the
business.
Presentation 4
➣ The various market channels, including The company’s recent decision to invest in next
wholesale, have set out their market generation technology is one, which has received a
requirements for service performance. broad welcome from all stakeholders. The decision is
directly linked to two of the eight strategic programmes
➣ We have significant gaps in performance that management has designed as key elements in the
Overview

against these. company strategy and will impact on several others.


The deployment of next generation technology across
➣ To achieve these levels of performance we
the network will not only enable the business to exploit
need to:
technological development but allows the development
of new product ranges and facilitates cost reduction.
• Put service improvement plans at the core
However investment will not be confined to new
of all our decision-making.
10 • Implement a more robust centre/field
technology alone which will deliver capability and
capacity, resources are also committed to improving
model, with the centres in greater control of cost & quality as outlined in the figure below:
the work.
INVESTMENT PROGRAMME
• Address the productivity • NGN Core
• NGN Access Capacity
variances across teams in • NGIT • Access Growth
• Mobile Billing • Core Svcs Growth
similar networks, through a • IPTV • PSTN Growth
• 3G • Mobile RAN Coverage • Network Renewal
revised management model • DSL Coverage • Pole Replacement
Infrastructure • Test Automation & Eqpt
and improved individual Performance • Vehicles
Improvement
performances. Capability Cost & Quality
CHAPTER

1
The deployment of next generation technology in In either case, network or support architecture, it is not
the network is driven mainly by: simply a matter of rolling out the new and switching off
the old. For a considerable period both next
➣ Product demand for greater bandwidth. generation and legacy technology & systems will
➣ Cost effective connectivity to meet major continue to stand side by side in the network as a
customer migration to IP. controlled migration is managed.
➣ Continued housing stock increase and
broadband demand.
➣ Competitive threat from cable.
Retail – Presentation 5

Overview
Demand from OAOs. The Managing Director outlined the overall current
position regarding retail. He spoke of the challenge of
Allied to the planned network upgrade is the equally maintaining earnings in the fixed line business, which
important plan to design and build next business would require:
generation and system architecture to enable the new
technology to be fully exploited to maximise the return ➣ Aggressively defending traditional
on investment. The current IT architecture serves a revenues.
legacy business model and has developed over time in ➣ Growing new wave revenues. 11
an “ad hoc” manner to meet new products and
processes. It is in some respects inflexible and
➣ Significantly restructuring and controlling
our retail cost base.
cumbersome. To address this the company must
deploy new business systems that support: He said that maintaining high levels of winback in an
➣ New IP based products. intensely competitive market is becoming increasingly
difficult even before the relaunch of the cable threat
➣ Broadband customers and their PSTN
scheduled from another major player (UPC) for this
services.
Autumn. He added that more focus would be required
➣ All new products. to reduce churn and this represented a key imperative
CHAPTER

1
coupled with the need to grow “New Wave” revenue,
specifically broadband and associated online and IPTV
services.
In concluding his remarks the Managing Director
emphasised how critical it was to ensure that pay and
non pay costs are restructured in line with revenue
performance, to guarantee earnings are retained at the
required levels as outlined by the CEO.
Overview

12
CHAPTER

2
Pay & LRC Findings
Pay senior management issued a “Memorandum of

Pay & LRC Findings


Understanding” document at the end of May to the
We have been used to lodging claims at Joint CWU Officials. A delegation met senior management
Conciliation Council in order that our members would and told them that Union the could not and would not
receive the percentage increases recommended under be signing the said document. Notwithstanding our
National Wage Agreements. The first phase of the stated position the Company reiterated that they would
agreement Towards 2016 was paid in the normal way not pay the outstanding phase of 2% due since the 1st
via discussions at Joint Conciliation Council. We had May 2007, unless the Union was willing to sign the
lodged a claim well in advance for the 2% payment due Memorandum of Understanding.
on the 1st May 2007 under Towards 2016 Agreement. The National Executive decided on the 12th June 2007
It was obvious that some posturing within the Company to ballot all of its members in pursuit of full and timely
was taking place due to the lack of decision taking payments of outstanding amounts due to them under
pertaining to the claim. A number of Joint Conciliation
Council meetings were held where the Company
Towards 2016. The other three Unions who make up 13
the Union’s staff side in eircom informed us that they
indicated that they were still considering the claim. too were balloting their members for the same reason.
The National Executive decided at its meeting in May The result of the ballot for industrial action in eircom
(3rd 2007) after being briefed that the Company were was:
still considering their position on the claim to sanction Total ballot polled 5200
the holding of a ballot of the members for industrial Total number of votes cast 4501
action, if confirmation of payment was not received by Total number valid votes in favour of proposal 4351
the 22nd May 2007. Notwithstanding the delay it came Votes against the proposal 146
as a major surprise when the Company by way of Spoiled votes 4
CHAPTER

2
This ballot of 84% of membership, voted 96.7% in issue as it was what we had been doing since the initial
favour of supporting the National Executive decision to privatisation.
take action in pursuit of our justifiable claim. At the time
the Union thanked all the CWU activists for the sterling Proposal of the Labour
work invested in delivering such an overwhelming result.
Pay & LRC Findings

Relations Commission
The Union met the Company on the 11th July 2007,
It is clear to the Labour Relations Commission that the
where the Company tabled a similar document to the
parties face significant challenges in terms of dealing
first one when again the Union considered that it was
with the business issues facing the Company. It is also
way beyond the concept of normal ongoing change as
clear to the Commission that both parties are
specified in Towards 2016 Agreement. The Union
committed to constructive and realistic joint
formally served 7 days notice of industrial action in
engagement utilising partnership and other internal
eircom on the 12th July 2007 as provided for under the
structures to find agreement in relation to all issues in
1990 Industrial Relations Act.
all areas of the Business.
The Labour Relations Commission requested both
The Commission is also clear that an industrial dispute
sides to attend the Commission for talks on the dispute.
in relation to the terms of Towards 2016 was not
14 The talks were facilitated by Kieran Mulvey, Chief
Executive and Kevin Foley, Director of Conciliation.
envisaged by the parties to that agreement and is in no
party’s interest in eircom at this time.
After three days of discussion the Labour Relations
Commission issued settlement terms on Wednesday Taking all of the above into account the Commission
18th July 2007. The Telecom Sectoral Executive met makes the following proposal to the parties:
on Thursday 19th July and formally accepted the terms.
The settlement terms commit the Union with the
Proposal
Company to agree in partnership the steps necessary • The 2% phase of Towards 2016 be paid by the
to ensure the long term survival and profitability of the Company as soon as practicable with effect from
Company. From a Union point of view this was not an the due date.
CHAPTER

2
• The parties commit to all the provisions of the priority agreement is required, ideally by 31st
Private Sector Pay Agreement contained in August 2007, on the precise details of operation
Towards 2016. of the Resource Business or other similar unit for
the eircom group as may be agreed, as an
• In this context also and in a spirit of partnership
essential tool to re-assign, re-train and upskill

Pay & LRC Findings


the parties commit to uninterrupted operation of
displaced staff in line with the principles agreed
the Partnership structures in eircom.
as part of the ‘Blue Book’.
• The parties confirm to the commitments already
• The parties agree that in the context of each
agreed and articulated in JCC Report No. 601.
change programme, prompt engagement is
• The parties commit fully to immediate and required to develop jointly solutions to the
constructive engagement at JCC, PSG and other significant staff impact issues which flow from
appropriate business unit a on the Company’s them, including those arising from the current
change programmes and initiatives with a view to VR/VL scheme. The Parties commit to utilising all
prompt finalisation of agreement. The Union side necessary internal procedures in order to resolve
will respond ideally within 20 working days of to finality any issue of disagreement which might
each proposal being tabled. emerge. The parties agree also to utilise the
• The parties agree to immediately carry out a services of the LRC, in the case of genuinely 15
review to improve the effectiveness of internal exceptional matters and circumstances if
Partnership structures, processes and necessary where disagreement persists following
accountabilities with external support or the the exhaustion of all internal procedures.
assistance of the NCPP as may be agreed. This
review should be completed by 30th September Towards 2016
2007.
The next phase of Towards 2016 of 2.5% was due on
• The parties agree that in the context of the the 1st February 2008. This claim was lodged on the
company’s change programmes and initiatives, 17th October 2007. Agreement was reached on the
CHAPTER

2
payment of same on the 15th February 2008 at Joint
Conciliation Council. The points agreed were :
• The Parties reaffirmed their commitment to the
terms of JCC Report No 604 of the 23rd July
Pay & LRC Findings

2007, which incorporates the terms of their


settlement reached in accordance with the
Labour Relations Commission proposal of the
18th July 2007.
• The Parties have determined a new completion
date of the 30th June 2008 in respect of a review
to improve effectiveness of internal partnership
structured processes and accountabilities.

16
CHAPTER

3
Mobile
Vodafone countries where Trade Unions are attempting to recruit
Vodafone employees into Trade Unions. A case in point
is the situation in South Africa where Vodacom have
Introduction dismissed staff for joining the Communications Workers’
Mr Charles Butterworth was appointed Chief Executive Union. We have given support to our colleagues in
Officer of Vodafone, Ireland in late 2006. At meetings South Africa through a campaign organised by UNI. As
with staff and representatives, Mr Butterworth set out
part of this campaign the attended the Annual General

Mobile
his vision for a Vodafone Ireland under a project called
Meeting of Vodafone shareholders in London and
Destination 2010. Mobile penetration has reached
highlighted the plight the CWU in South Africa. The CEO
120% in Ireland and despite this phenomenal growth in
the market the average revenue per user has for the region met a delegation from UNI and undertook
decreased. Under Destination 2010 Vodafone intend to open up a dialogue with the CWU in South Africa with
to become a communications provider for mobile, fixed a view to resolving their issues.
line and broadband the objective of becoming the 17
ground breaking leader in the Telecommunications Subsistence Increases and
market. The strategy is underpinned by the decision
by Vodafone Ireland to purchase Perlico, a Company
Arrears
which is in the fixed line business. The issue as to whether eircom or Vodafone were liable
for the payment of arrears of subsistence from April
2000 to May 2001 when the de-merger took place was
Vodafone International the subject of a Labour Court hearing. The Labour
In Countries where Vodafone employees are members of Court recommended that further discussions should
Trade Unions, Vodafone have good working relationships take place on this matter at the Labour Relations
with the Trade Unions. The same cannot be said of Commission and following those discussions the
CHAPTER

3
following recommendation was issued by the LRC. Outsourcing of AD & M
(i) The Company should pay the outstanding In 2007 Vodafone decided to outsource its European
arrears. Application Development and Maintenance operations
(ii) The parties should negotiate an increase in the in Europe to IBM and EDS, IBM was selected as the
current rates of subsistence having regard for the outsourcing partner for Vodafone Ireland. Several
increases in the Consumer Price Index. meetings took place between CWU, Impact and
Management teams from Vodafone and IBM. Staff
Both the CWU and the Company accepted the
who transferred to IBM did so on a voluntary basis.
recommendations and following a meeting with the
The following was agreed between the parties and are
Company the implementation of the recommendations contained in a local service agreement between
were agreed. Vodafone Ireland and IBM.
Mobile

The CWU welcomed the successful outcome of those


– Representation
discussions and in doing so acknowledged the
– Terms & Conditions of Transfer
assistance of the LRC in bringing this matter to – Job Security
conclusion. – Pension Arrangements
With regard to (ii) discussions commenced with – Retention Plan
18 Vodafone and agreement was reached that the level of
the increase, to apply with effect from 1st March 2007


Fixed Term Contracts
PRSI payments
would be 4.8%. – Work Locations
– Benefits
The revised rates are:
– Potential Offshoring

Day Allowance – Low €13.29 Project EVO


Day Allowance – High €32.57
The Vodafone Group announced in late 2006 details of
Night Allowance – Normal €99.10
Project EVO. This project is a Global business
Night Allowance – Reduced €84.90
transformation programme to implement a single
Night Allowance – Detention €49.57 integrated operating model supporting a single ERP
CHAPTER

3
model across Finance, Supply Chain and HR. The 17 Global Technology and
majority owned Vodafone OpCo’s including Vodafone
Ireland will be impacted by this development. The
Terminals Functions
Global organisational changes have recently been
timescale for the completed project is 2010.Vodafone’s
announced regarding Global Technology and Terminals
Executive Committee have taken a decision to locate a functions.
Vodafone Operations Centre in Hungary (VOCH) to
From 1 April 2008 each European OpCo’s Technology
handle this part of the business. The VOCH will operate
and Terminals functions will report to the Global GT.
as a shared service centre and will deliver new
This new structure will ensure a consistency of
common processes to all Vodafone OpCos and this will strategies and architectures and will achieve an
release OpCo Finance/SCM/HR teams to focus on optimisation of costs across OpCos.

Mobile
value added activities while the VOCH will focus on
The proposed operating model for these functions will
process improvement and control and is due to be be based on a ‘Hub & Spoke’ structure, which will
operational from September 2008. A Vodafone ensure clear accountability & aligned objectives across
Procurement Company (VPC) has also been set up in Europe. To facilitate this evolution, European CTOs will
Luxemburg and will be operational by April 2008. report into the Global Technology organisation. In the

Vodafone Ireland was due to go live sometime in mid


case of Vodafone Ireland the CTO will report into the
UK which will be a hub. There will be no other changes
19
2009 but following a review of the timescales and the at this stage to the reporting structure. All HR functions
fact that India is to be integrated into Evo in a unique will continue to be managed by local OpCo Human
stream. This would allow Vodafone to put in process Resources Departments.
controls to support India’s rapid growth and to use At a meeting with the Company the Union raised a
Evo’s Core Business Model to facilitate India’s number of questions regarding governance and
integration into Vodafone, this has now resulted in a individual OpCo responsibilities due to the change.
revised implementation programme with Ireland going It was stated that OpCo CTOs will continue to be
live along with Egypt and Turkey in April 2010. responsible for all currently delivered OpCo services
CHAPTER

3
and will retain responsibility for local quality, Support with Prepay Admin to follow at a later
deployment and budgets. However, the local CTO will date.
share within the Global function design responsibility
and implementation for the European Network • Phase 2 – As further efficiencies are rolled out –
Evolution program. The local budgets will be managed decrease the team size (as per previous
by individual markets and results will be maintained in proposals – redeployment to front line teams
the local OpCos’ accounts. managed via:
– Churn
Both functions will also preserve a local reporting
– Voluntary process
relationship to the OpCos and will be integrated in the
– Attendance
local governance bodies to ensure alignment with local
– Performance
operational and commercial priorities.
Mobile

Merging of Admin and Agent Transfer of Credit Management


Support Resourcing to Vodafone
Partnership was advised in November that following an
The Company presented proposals to Partnership to
internal operations review Vodafone had decided to
merge the Back Office support teams both Agent
20 Support and Admin. The reasons for this included
manage the Credit Management function internally with
directly employed Vodafone employees. Up to then
gaining some cost efficiencies within the Back Office employees in the Credit Management function
area, to provide a greater span of work and increase consisted of a mix between Vodafone and Rigney
multi-skilling and to achieve a more equitable sharing Dolphin employees. It was agreed that to implement
of the workload across the existing teams. The this, the transfer must be treated as a Transfer of
Company believe that when multi-skilling is achieved Undertaking for the purposes of the European
this will lead to further efficiencies. Communities (Protection of Employees on Transfer of
Undertakings) Regulations 2003. Under the regulations
The merging will be phased in as follows:- all the Rigney Dolphin employees engaged on Credit
• Phase 1 – Merge Postpay Admin & Agent Management work for Vodafone Ireland were offered
CHAPTER

3
transfer of employment to Vodafone Ireland. The terms adequately enough to employee requests. When this
and conditions of employees transferring were matter was raised originally with the company they
unaffected by the transfer with certain improvements assured us that improvements would be put in place
arising in all cases. and a contingency process was put in place with a
dedicated emergency number to deal with requests
Customer Operations that employees may see as urgent. Alternatively the TL
should be approached to assist. However from an
Partnership employee point of view little improvement was evident.
When this matter was further raised at Partnership it
Public Holiday Scheduling was agreed that an SLA would be put in place, the
Early in the new year the Company presented proposals following terms were agreed.

Mobile
regarding increasing the span of attendance for Public • 5 day SLA to be introduced and adhered to by
Holidays. The main business reason for was that service
Bridge team.
levels were not being met on Public Holidays excluding
over Christmas were other agreed arrangements are put • Currently processing 60% of requests within 24
in place. The method of staffing on a Public Holiday by hours.
scheduling some employees and seeking volunteers to – Additional FTE requirement on Bridge team
fill vacant slots has not achieved Customer requirements to answer all requests within 24 hrs is 2 x FT. 21
on those days. So it was decided to extend the – Currently 100% of requests are completed
scheduling of employees on a semi-scheduling basis. It within 5 days.
was agreed that staffing requirements on Public – Emergency requests on the day are worked
Holidays will be kept under review. on in conjunction with the Team Leader.
– Approx 30% of requests are for within the
Workforce Management next 48 hours.
Workforce Management took on responsibility for the • Calendar of events to be issued frequently
processing of A/L-TIL requests quite a number of showing any current dates that are blocked off
issues arose in that WFM were not responding and opening times for bookings.
CHAPTER

3
Other Items Discussed at the Under this organisational review, it was proposed to
implement a major restructuring of the Field Force.
Customer Ops Partnership These Changes included 1) introduction of three new
• O/T Payment in Dundalk teams, each team lead by a Team Co-ordinator. 2) The
• Logged Hours introduction of an integrated workflow management
• Proposed Rota Changes – escalation process system giving real-time fault management and 3) The
• Data Team Expansion removal of non-core activities from the team’s
• Managing Prepaid Campaign responsibilities.
• Intervention Vault Review
• Impact of Vodafone’s purchase of Perlico on Following consideration by Partnership the
Customer Ops following was agreed:-
Mobile

1. New Team Structure


Field Force Reorganisation
The new team structure will consist of 3 teams, with
In the early summer a presentation was given to
each team lead by a Team Co-ordinator. The 3 teams
Partnership regarding a proposed reorganisation of the
will be North, South and Dublin. The Team co-ordinator
Field Force. The Field Force are responsible for field
will be responsible for the day to day organisation of
22 maintenance of 2G, 3G switch & base station
infrastructure plus supporting technologies. They also
each team and terms and conditions have been agreed
carry out associated activities including customer for these positions.
support, project support (access and testing), plus
building facility management. The present structure has
2. Integrated Workflow Management
been in place since 1996. The main body of work carried Remedy will be redeveloped to improve the current
out by the team is seen as a vital component of the Trouble Ticket scheme and to provide for a remote
overall technology Operations E2E Service Management handheld solution. This will facilitate better planed,
function. However, operational practices within the scheduled working and where possible automate,
team were not seen as optimal and a requirement was optimise, dispatch of TTs. It will also build on current
identified for a reorganisation of the team. analysis of work activity in the field force.
CHAPTER

3
3. Core Field Force Responsibilities • FLS Staffing.
• Pulse Survey (Technology).
The Field Force team is presently engaged in many
• CSS Workload Balance.
activities for both Vodafone operations and other
• DT Team Resourcing.
departments within Vodafone Ireland. The Field Force
team are used by internal teams as an extension to
their teams. Work requests are passed to Field Force
European Employee
with out any consideration of its impact on operational Consultative Council Meeting
maintenance work. These jobs are mainly unplanned July 2007
from an operational point of view. The responsibility of
Mick Farrell represents the Union on the Vodafone
this work is also passed on to the Field Force. Cost is
European Employee Consultative Council.
never discussed as overtime/work time is funded by

Mobile
Operations. Access to sites is a major stumbling Presentations on the following items were
block. Landlords are becoming increasingly stricter presented to the meeting:
with who has access to their premises. • VF Performance, Strategy and Key Initiatives.
A work shop with team members will be required to • AD & M.
fully identify what is core and what is not core work. • EVO.
Once complete the mechanics of how work is assigned • EMAPA. 23
to FF by other departments and how it is financed can • People Update.
be finalised. This workshop should be completed by
the 3 team coordinators and line manager.
Vodafone’s Key Strategy
• Revenue stimulation and cost reduction in
Europe.
Other Items Discussed at Net • Develop new streams through Mobile Plus.
Partnership • Deliver strong growth in emerging markets.
• Pay and Reward Field Area. • Align capital structure and shareholder returns
• SOC Training. policy to strategy.
CHAPTER

3
Revenue stimulation will be In the UK VF and Orange have more or less the same
Network and market share and have the same
achieved through driving fixed business objectives so a long term stable partnership
to mobile substitution through can be achieved.
• Customer Value Focus.
• Promotions (Voice and SMS). The Group’s long-term
• Roaming. ambitions for Europe
Outgoing voice usage increased 22% in FY 06/07 in • Lead in all European Markets.
Europe. • Be the preferred and strongest Mobile Internet –
data provider.
Strategy for cost reduction in • Have the best perceived brand and service in
Mobile

Europe.
Europe • Maintain superior profitability vs competitors.
• AD& M outsourcing, IBM and EDS were selected • Have the best working environment and
as outsource partners, this is progressing across management.
Group.
24 • Network Supply Chain annual savings forecast AD & M Key Milestones
on network spend within two years. January 06 IOC established project to explore alternate
• EITO European Data Centre Consolidation. outsourcing arrangements for AD & M. Based on a
• *RAN Sharing MOU signed by both Spain and UK. feasibility study an outsource model was pursued.
• EVO in early stages of multi year programme.
• September 06 EDS and IBM selected as AD & M
Hungary selected as shared service centre.
partners.
• Vodafone Procurement Company.
• November 06 MSA signed.
*Network Sharing initiatives are locally driven. Situations need to be
examined locally to see if there is clear advantage in sharing, local • December 06 LSA for UK, Spain and Czech
OpCo’s do not want to give away any competitive advantage with RAN Republic signed.
sharing. • December 06 – June 07 other OpCos follow.
CHAPTER

3
Decision on Application • Identification of the best commercial resources
across global supply chain.
Operations • Consistent employee experience.
A decision was taken to have AD & M in a stable
environment before any further decisions were taken A Shared Service Centre has been selected for
regarding the future of Application Operations. Budapest which will enable VF to operate global
Vodafone’s options for AO are: transactions from a central location. The SSC releases
• Leave AO as it is and develop some efficiencies SCM, HR and finance teams to focus on value added
through internal rationalisation. activities while the SSC focuses on process
• Centralise AO within VF, Global Operations or improvement and control.
EITO.

Mobile
As part of the implementation of EVO a Vodafone
• Outsource it to Partners.
Procurement Company (VPC) is to be set up. In
This decision on AO will be taken in the new-year.
January the Group Executive Committee approved the
implementation of a VPC which will be based in
EVO Luxembourg and will be a stand alone company that
Project EVO is the business transformation programme
to implement a single integrated operating model
will procure goods and services on behalf of
Vodafone’s OpCos.
25
across SCM, HR and Finance.
This programme impacts on 17 majority owned It is envisaged that the VPC when fully up and running
OpCos. will have approximately 130 employees based in
Luxembourg (most migrating from global category
It will provide:
teams).
• A single source of data.
• Standard common process. The VPC will commence with a team of 15 people in
• A universal language for products and October and trading will commence for a small number
terminology. of categories in April 2008.
CHAPTER

3
People Update The General Officers met Senior Management from
Meteor and eircom on a number of occasions with a
Employee Engagement view to negotiating a framework relationship
• Vodafone’s aim is to have employee engagement agreement between Meteor and the Union. Despite
levels in the top quartile of companies in each assurances from Senior Management in eircom that
market. they were supportive of the Union, it became obvious
• Identified key touchpoints to address this. the anti-Union mentality of Meteor Management was
• VF are focusing on those touchpoints that have prevailing. In view of the lack of progress the National
biggest influence on people engagement. Executive Council decided in June 2007 to withdraw
• These touchpoints are: co-operation from Project Nova. In July 2007 it was
decided to withdraw from Partnership. Subsequently a
– Organisation and Change.
Mobile

meeting took place between the General Secretary,


– Communications and Involvement.
Deputy General Secretary, Rex Comb, CEO, eircom
– Learning and development.
and Robert Haulbrook, CEO, Meteor and the CEOs
– Resourcing.
were left under no illusion about the Union’s
– Reward and Recognition.
determination to recruit Meteor staff into the Union.
– Health Safety and wellbeing.
26 The content of a document which had come into the
Union’s possession was highlighted at the meeting.
Meteor The author of the document had set out what in their
The Union supported eircom’s decision to purchase opinion were the strengths, weaknesses, opportunities
Meteor. We regarded the purchase as a good strategic and threats in Meteor and the following appeared
under the heading Threats:
move which enabled eircom to re-enter the mobile
market. We also saw it as an opportunity for the Union “Involvement of some members in Trade Union
to recruit new members in Meteor. Previous attempts membership leading to more difficult management
at recruitment had been stymied by local situations”.
Management’s anti-Union attitude. Both CEOs denied all knowledge of the document. We
CHAPTER

3
eventually reached agreement on a relationship The Communications Workers’ Union recognises the
framework agreement between Meteor and the Union business needs of Meteor and is committed to helping
and the following joint communication was issued to the Company grow and prosper for the benefit of all
Meteor staff with the agreement: employees.

Meteor Mobile Communications The CWU represents 16,000 staff in Ireland’s


communications sector, and it currently has almost
And
8,000 members in eircom.
The Communications Workers’ Union
The Union acts for its members collectively via
A Joint Communication industrial relations processes and on a personal basis
to Meteor Staff by representing individuals. The CWU also offers free

Mobile
legal advice in addition to providing training and
Meteor has always considered the wellbeing of development.
employees to be a fundamental value as the Company Meteor and the CWU are currently agreeing access
continues to develop and grow the highest priority will arrangements so that the Union can meet all interested
continue to be placed on employee welfare. As an
important part of this process Meteor and the
Meteor staff in the near future to explain the benefits of
membership.
27
Communications Workers’ Union (CWU) have begun
In the meantime, should any Meteor staff member wish
working closely together to build a partnership for the
to get further information about the CWU, call (01) 866
future.
3000 or log on to www.cwu.ie.
We are pleased to announce that the CWU is now
Signed:
formally recognised by Meteor Mobile Communications
as the sole representative body for staff members in Robert Haulbrook
the Company and that Meteor acknowledges the right Chief Executive Officer
of staff to join the CWU, should they so wish. Meteor Mobile Communications
CHAPTER

3
Terry Delany
Deputy General Secretary
Communications Workers’ Union.

Date: 11th October 2006

The story of Meteor would not be complete without


mention of the local CWU representative, Martin Quinn.
Martin has stuck by the Union in very difficult times
and at great cost to himself and he is to be
commended for his loyalty to the Union. Thankfully the
situation at Meteor has improved and the Union has a
Mobile

good working relationship with Management and a


large percentage of Meteor staff have joined the Union.

28
CHAPTER

4
Structural Separation

Structural Separation
It would not be possible to deal with all aspects of Government. The advantages of Structural Separation
Babcock & Brown’s proposals for Structural Separation for the aforementioned is that it would eliminate the
in one section of the report, and what follows is a difficulties on Local Loop Unbundling, as competitors
summary of events to-date. could use eircom’s network on an agreed price and this
in turn would lead to “an explosion of competition”.
In September 2007 Pierre Danon, Chairman of eircom,
ServCo would be sold and this would generate
Rex Comb, CEO and Senior Management requested a
significant cash return for Babcock and Brown.
meeting with the General Officers of the Union. The
NETCO would be classified as a utility company and
purpose of which was to explain Babcock and Brown’s through a re rating, shareholders would receive a better
proposals for the Structural Separation of eircom. return on their investments.
Under the proposal eircom will be split into two Babcock and Brown engaged CRA Associates, a
separate companies, ServCo which will comprise of consultancy group who issued a report recommending
the retail sections of the Company and NetCo which Structural Separation. In November 2007 29
will comprise of network operations. The rationale put Commissioner Redding did issue a report on the
forward by Mr Danon for this proposal was that in late Telecommunications Industry in Europe, however there
2007 it was expected that Vivianne Redding, European is no mention of Structural Separation. Furthermore
Commissioner, would issue a directive which would Competition Commissioner Neelie Kroes and Industry
require Regulators and telecommunications companies Commissioner Gunter Verheugen issued a document
to bring forward proposals for Structural Separation stating “Separation is not only superfluous but also
and in these circumstances it would be advantageous damaging, it won’t stop former monopolies from
for eircom to commence the process of Structural discriminating against competitors who need to use
Separation in consultation with ComReg and the their networks and damaging because the measure
CHAPTER

4
could deter investment in ultra fast broadband industry, which make it difficult to determine the
networks”. The proposal for Structural Separation did appropriate functional boundaries and from the
not find favour either with Alto the lobby group for substantial uncertainty that characterises demand and
other Telecommunications providers. The Chairman of supply conditions going forward. In essence securing
Structural Separation

Alto, Mr Liam O’Halloran urged ComReg and the the gains from the continued rapid development of
Government to reject any eircom offer to sell its retail Telecommunications technology requires an integrated
arm and its Meteor Mobile Phone Business stating that operation that spans networks and services, fixed and
“prices to businesses and consumers would rise mobile, conduit and content. Placing artificial barriers
further while service standards and broadband to such integrated operations is likely to be deeply
availability would decline”. counter productive. Not only will this cause costs to
rise but even more importantly it is likely to mean that
The union engaged Mr Kevin Morgan Independent
consumers do not get the full benefit of new products
Consultant. Mr Morgan lives in Australia and has a
and services.”
trade union and telecommunications background. He
has issued a very detailed report in which he is highly
critical of Babcock and Browns proposals for the In summary
30 Structural Separation of eircom. He also highlighted
the fact that CRA do not have a consistent approach to
– Only the US market has seen structural
separation with the 1985 AT&T break up into
the issue of Structural Separation and a report issued eight companies. That break up damaged the
by CRA in Australia on the issue of Structural US telecommunications industry especially in the
Separation states the following: cellular/wireless market
“Structural Separation in Telecommunications raises – It has taken two decades for the US industry to
far greater complexities and difficulties than those reassemble the former Bell monopoly and re
encountered in gas, electricity, rail, ports and airports. establish the USA’s standing as a leader in the
These complexities and difficulties arise from the telecommunications industry
technically dynamic nature of the telecommunications – BT agreed to functional separation but there were
CHAPTER

4
trade offs including the removal of price cap in with the fixed network in an IP environment.
regulation – Heavily impacts on consumers with increased
– No regulator has sought to impose structural prices and severe impacts on quality of service
separation and the weight of opinion amongst especially in the unbundling process.

Structural Separation
industry analysts, consultants and academics is
that the costs of structural separation outweigh
any potential gain
– Many commentators consider that changing
technology and the move from copper based,
circuit switched networks to fibre transmission
and IP platforms makes structural separation
redundant as a regulatory tool
– Loss of cash flow for investment
– Greater regulatory oversight
– Pressures on staff with truncated career paths
and doubts about security of employment and
pension rights.
31
– Structural Separation would lead to yet another
disruptive ownership change and restructuring
when the company is undercapitalized and
should be focusing on broadband and NGN
rollout
– It would strip out the recently acquired mobile
network which is an integral part of any
convergence strategy and which will be meshed
CHAPTER

32
CHAPTER

5
Wholesale Networks

Wholesale Networks
Review of Access Network Consequently any change initiatives need to make
good business sense, be flagged at an early stage and
Operations indicate any staff impact. These are just a few of the
Since our last Biennial Conference the Union has criteria against which that all proposed changes have
negotiated and facilitated the implementation of a wide to be measured.
range of change measures. This would not have been The following is a summary of some of the major
possible but for the commitment and co-operation of change measures concluded over the past two years.
the SEC, Partnership Co-ordinators, Branch
Secretaries and a wide cross-section of Branch
representatives. Therefore thanks is due for the effort
Project Novo
put in to the finalisation of the various agreements, Project NOVO, which involved a new platform for
some of which were both complex and staff sensitive. Works Management and replacement of the
Most of the issues, which arose, were dealt with in an
effective manner, however communications around
“Toughbook”, had been on the agenda for a
considerable time. It was proposed originally to the
33
some of the possible impacts must be improved ONPG and the Sectoral Executive in early 2005. Due to
particularly were redeployment issues arise. In the a variety of reasons, some technical, the project
wider context the Partnership process itself has been experienced significant delays.
under strain and is subject to ongoing review. (The
Following the Union’s successful campaign on the
details of the new Partnership arrangements are
METEOR recognition issue in mid 2006, the Executive
outlined further in this Report.)
agreed to reengage with NOVO via the Works
The Access Network and the various functions that Management Focus Group. Consequently a project
support it represent a primary and vital asset. NOVO Field Trial was agreed and completed in early
CHAPTER

5
2007. The Trial involved 8/9 teams, both S.A. and S.D. forced to operate it while considerable additional
and feedback from the technicians involved was quite earnings are being realised by members who support
positive, particularly the speed at which jobs were the scheme in many areas in the country”.
downloaded on to the “BlackBerrys”. An extensive
As the Service Order reduced in 2007 the scheme was
Wholesale Networks

range of “supports”, including training were allocated


wound down and no proposals have been advanced to
to NOVO to ensure user familiarity and confidence.
discuss an alternative.
These “supports”, which according to the feedback
worked extremely well, were in place for the period of
the Trial and continued for the duration of the overall PQO Right Sizing
rollout in Spring 2007. At the end of 2006 a comprehensive report was issued
by the N.E.P.G. and agreed by the SEC. An extract
Service Order Incentive from the report stated that:
Scheme “The purpose of this report is to right size the PQO
organisation in line with current contractor spend and
Sservice Order Incentive Scheme was an issue, which
activity. The company are committed to introducing a
took up a considerable amount of time in 2006. Part of
34 the difficulty was the opposing positions “in principle”
new contractor self-auditing model for the start of the
next financial year (April 07). The PQO role will change
taken by different branches and the requirement for the
accordingly and will be reviewed in partnership to meet
SEC to try and reconcile these positions. In October
the demands of that model. This new model will be
2006 a circular was issued from Head Office which
agreed in the intervening period and any opportunities
stated, inter alia, “While it is fair to say that not all
within that new organisation will be open to those 76
branches support the present scheme as their
currently in the PQO organisation.”
preference is for overtime or because they view it as
divisive, it was still the belief of the NEC that there is While most elements of this report were implemented
enough merit to the scheme to continue with it. The some issues, which were discussed but not formally
voluntary nature of the scheme means that nobody is agreed, remain, most notably the “understanding” that
CHAPTER

5
was reached around the issue of PQO regrading. This • Centralised monitoring of alarms and
matter has not yet been finalised. performance of alarm diagnostics.
• Network management including change
Cable Pressurisation and management procedures for NE & Contractors.

Wholesale Networks
• Network administration & reporting.
Maintenance • Existing resources in the NFMC will be trained to
In the Autumn of 2006 the Service Assurance perform these roles.
Partnership Group brought forward an agreement
Pressurisation jobs and routine maintenance will be
which provided for a new method of operation within
dispatched to the field teams by the Service Assurance
the Cable Pressurisation area.
Work Management Centre (WMC) via the Advantex
work management system. Service Assurance Teams
SAPG Agreement will carry out first level fault condition assessment and
New method of operation for cable pressurisation & clearance, based on priorities set by NFMC.
maintenance.
The National Pressurisation Team will provide 2nd
The SAPG met and considered a proposal on a new Level expert support on hardware problems and
method of operation for cable pressurisation and
maintenance as part of discussions on the new FMO
leak/fault localisation and repair.
35
• Fault condition assessment and clearance, based
for the SA field organisation. Following these
on priorities set by NFMC.
discussions the SAPG has agreed to:
• 2nd Level expert support on hardware problems
and leak/fault localisation.
1. Centralised Operating Model
• Joint repair and cable changeovers as required
The centralisation, control and live monitoring of the • Carry out the compressor machine and hardware
pressurisation system and alarms will be carried out in maintenance tasks and routines.
the National Fault Management Centre (NFMC) in • Transducer programming and distribution.
Limerick which will be responsible for: • This team will work into the national Preventative
CHAPTER

5
Maintenance organisation. and teams.
• IT systems administration e.g. user access etc. • Phase 1: Establish a project team of appropriate
will migrate to Systems Administration in subject matter experts to implement centralised
Business Planning and Support. operating model.
Wholesale Networks

• Phase 2: Establish task force for phase 2.


2. Network Blackspot Task Force
It was agreed that exchanges in the Eastern part of the Resourcing for Service
country would be brought up to target standard using a
task force approach comprising staff members of In December of 2006 a four-page letter was received
pressurisation teams and others where necessary. by the Union from eircom’s Director of Operations. The
letter set out in some detail the then pressing customer
3. Pressurisation Team service issues. A report titled “Before the Storm” on
the contents of this correspondence was presented to
On completion of the implementation of centralisation
the SEC at its December meeting.
and centralised work management and the elimination
of pressurisation black-spots the pressurisation team
will be right sized in accordance with span of control “Before the Storm”
36 agreements. The National Pressurisation Team will Operations Director met informally with National
work into the national Preventative Maintenance Officers Fri 1st December followed by note to G.S.
organisation. and National Officers on the Service Issues.

4. Next Steps / Implementation


Key Points
The SAPG agreed on the following next steps:
➣ Pressure from Customers and COMREG
• Communications to key stakeholders. regarding eircoms Service Performance.
• NOPG. ➣ Backlogs in both Service Assurance /Service
• NFMC, Pressurisation teams, SA Field Managers Delivery.
CHAPTER

5
➣ DSL Volumes are up 49% year on year. ➣ Movement of staff between NE, S.A. and S.D.
➣ PSTN/ISDN demand up 13% year on year. (Team Rebalancing)
➣ Retail/Wholesale demand 26% ahead of ➣ TESL involvement in DSL jumpering
forecast. ➣ Recruitment.

Wholesale Networks
➣ Fault volumes up 16% Eastern Areas and 11% Following consideration of the above report and
overall. additional information it was agreed to establish a Joint
➣ Doing lots of work (good productivity) “going Group to deal with the issues arising. This group was
backwards”. titled the Resourcing for Service Group.
➣ Pending Orders touching 19,000.
➣ Faults could reach 10,000 normally resourced to Resourcing for Service -
clear approx. 1450 daily with Proactive Repair
support.
Partnership Agreement
➣ Cannot allow service to continue to deteriorate,
1. Introduction
particularly in high revenue areas where there is
most competition e.g. Cable Operators. Due to increased demand for broadband our DSL
volumes are up by 69% year on year. The PSTN and

Proposed Next Steps


ISDN demand is also up by 13%, year on year. Overall 37
this year our retail and wholesale demand is up by
Establish Joint Group to agree detail of effective 26% based on previous forecasts. On repair our fault
initiatives and monitor implementation. volumes in the field are up by 16% in eastern areas.
Furthermore we have not been able to resource our
Initiatives could involve (both short term and longer preventative maintenance programmes on the East
term). Coast due to the high levels of faults.
In the context of the above there is an absolute
➣ Additional resourcing/ staffing in Service imperative on eircom to meet customer service
Assurance and Service Delivery in Eastern Areas. demands. The Company and Union in partnership have
CHAPTER

5
therefore explored and agreed how best these service In addition there may be scope to assign some Retail
challenges can be met. Enterprise unit staff.
Outlined below and in the attached appendices are the Following the assignment of such adjacent resources,
key elements of the agreed measures for Quarter 4 deficits will still exist, primarily in eastern-based teams.
Wholesale Networks

(Jan to March 07). These deficits will be addressed by deployment on


mobility (i.e. > 50 Miles) of resources from SD, SA and
• Mobilisation of existing Service Assurance,
NE for Quarter 4. Mobility is a key feature of this
Service Delivery and Network Engineering staff to
agreement and all teams in scope will be expected to
meet required demand in Service Assurance and
make the required contribution. Also as part of the
Service Delivery.
mobility process, local consultations will take place
• DSL Jumpering initiative in Dublin to release
prior to the deployment.
suitability skilled technical staff for Service
Assurance field activities. To facilitate this and as an exceptional measure, a
• External resource requirements. productivity incentive scheme will apply for SA, SD and
NE staff in scope. This will apply for SA, SD and NE
2. Mobilisation of existing Service staff mobilising greater than 50 Miles into Dublin on
38 Assurance (SA), Service Delivery Service Assurance. Details of this scheme are outlined
(SD) and Network Engineering in Appendix 1.
(NE) staff to meet required
demand in Service Assurance 3. DSL Jumpering initiative in
and Service Delivery Dublin to release suitably skilled
This measure is designed to address deficits through technical staff for Service
the deployment of SA, SD and NE staff. Suitably skilled Assurance field activities.
individuals will be identified and assigned immediately The primary driver for this DSL jumpering initiative is to
to the local team where the deficit exists within 50 release suitably skilled staff for SA field activities. This
miles. will be achieved by mobilising Retail Enterprise Unit
CHAPTER

5
(REU) staff where available to Dublin on DSL (Mon 0830 -
jumpering. To facilitate this and as an exceptional Friday
Mobile Staff closing
measure a productivity incentive scheme will be put in Dublin Only minus
Operation DSL activity Travel Time)
place for those REU staff mobilising greater than 50

Wholesale Networks
Quality
miles into Dublin. Details of this scheme are outlined in Measures
Success of provide
Appendix 1. Where there is a resource gap following Bonus payment on DSL
80
the implementation of this initiative, contractors can be Completes 1040 or
complete
greater = €2,000, 988 to
used for DSL jumpering in certain exchanges. The Individual Productivity tasks per
1039 = €1,500, 936 to
Targets Bonus week, 1,040
extent and location of such contractor activity will be 987 = €1,000, 884 to 935
within
= 500, <884 = 0 measured
quarter
discussed locally. Allied to this, other initiatives may be and paid at end of quarter
considered during the quarter. Productivity Bonus to be measured centrally and payments implemented at end of quarter

2. NE/SA/SD Mobile into Dublin


4. External resource requirements
For NE/SA/SD staff moving to Dublin, the following
All internal Network Engineering available resources
enhanced option will be available.
will be programmed based upon agreed priorities in
terms of skill sets. The contracting out of any resulting
excess work will be implemented as per existing
Mobile Staff
Dublin Only
(Mon 0830 - Friday
closing minus Travel 39
Operation DSL activity Time)
agreements. The levels of spend will be reviewed Success of
NE/SA/SD Quality Measures Clear 85%
quarterly in Partnership to monitor contractor activity.
Individual Productivity
Targets Bonus Repair Clears Bonus
Appendix 1 – Enhance Mobility Options Repair 16 €30
17 €60
1. REU 18 €90
19 €120
For REU staff moving to Dublin, the following 20 €150 Max
enhanced option will be available: Productivity Bonus to be measured centrally and payments implemented at end of quarter
CHAPTER

5
“Medicals” for Rigging Staff • If at any time the employee becomes aware that
he/she is suffering from any disease or physical
The Union received the note below which, following
or mental impairment, which would impair his/her
consideration was agreed.
ability to perform the work activities safely, then
Wholesale Networks

he she must notify the employer or the registered


Medical certification of fitness for medical practitioner, who will in turn inform the
rigging duties employer.
Due to the nature of rigging work, there is a strong
burden of duty of care on the company in relation to Best practice in industry is that rigging staff would
the safe working of these staff. It is essential that attend every 2 years up to age 50 and annually for over
riggers be medically fit to perform their duties safely. 50 year old. This is practised in BT. It is intended that
While riggers undergo an initial medical when they are this best practice, medical fitness certification cycle,
appointed to these duties, the process is not repeated be introduced immediately for all rigging staff in
at this time. In recognition of this duty of care, we
eircom.
intend to introduce ongoing medical certification for
fitness for rigging duties. Arrangements will be put in place to identify suitable
40 The Safety, Health and Welfare at Work Act 2005
medical practitioners to carry out this certification and
make appointments for staff who have not had medical
makes provision for this requirement in Section 23.
certification in the last two years.
Section 23 provides for:
The medical check is intended as a specific check on
• An employer to require that an employee undergo
fitness for rigging duties and not a general medical
assessment by a registered medical practitioner,
nominated by the employer. check up.

• The employee to notify the employer in any case Head of Core Network Build
where the assessment indicates that the Network Engineering
employee is unfit to perform the work activities. November, 2006
CHAPTER

5
Business Support Restructuring and therefore, alternative options for individuals
must be identified.
A report from the NOPG on Business Support • Re-deployment is an on-going process.
restructuring was presented to the Union in early 2007. • To support re-deployment, a number of enablers

Wholesale Networks
are required:
The report set out a number of proposed changes in
the support functions within Network Operations. The
➣ Training and Development
report further recommended a process, to be known as
➣ Mobility across organisational boundaries
the Network Operations Enterprise Unit, through which
➣ Flexibility
the ensuing redeployment issues might be addressed.
It is important to stress that the unit should be viewed
as a process rather than a physical place and that the
Network Operations Enterprise unit number of staff assigned to the unit will be a function of
A key element in the restructuring of Business Support the ability of the unit to absorb them. In this regard it is
functions involves finding solutions for the staff who will the objective of the unit to ensure where practical that
be displaced through the restructuring process. It is each member of staff will prior to assignment to the
proposed to establish a dedicated unit within the unit be designated either their new redeployment role
Strategy & Change organisational unit in Network or a specific project role. 41
Operations to manage this transitional process.
This unit will initially consist of staff displaced from the
Based on experience and existing models, the Business Support restructuring. People assigned to
following principles have been developed and will be this unit will be available for project work or re-
adopted by the unit: - assignment to alternative positions that may become
available within Network Operations or across the
• It is recognised that for change to proceed eircom Group.
successfully the implications for staff re-
deployment, must be assessed as a top priority This unit will have a line management structure and will
CHAPTER

5
have a separate cost centre. The role of manager of the Utility Vehicle
unit is to: - Restructuring/Centralised Poling
• Ensure resources are optimised to meet the Discussions on the above proposal began during 2006
needs of the business. at a Sub Group of the Operations National Partnership
Wholesale Networks

• Support people through change. Group. Following a series of meetings the document
• Facilitate the identification of realistic career below was agreed with the Union in Spring 2007. It
options and life choices. was also recognised that issues would arise that would
• Foster ongoing personal development with a view need to be dealt with during the implementation phase
to optimise resource opportunities. of the agreement.
• Encourage mobility across work disciplines
• Manage stakeholder relationships. Update on UV Centralised
Celerant Engagement
Poling Fleet/Utility Fleet
In early 2007 the Union considered a Company
restructure
proposal to engage with the Celerant Review The issue of the UV Centralised Poling Fleet Model has
Extension. Celerant was (is) a U.K. based consultancy been under discussion at the Network Operations
42 with expertise in the telecommunications industry. Partnership Group (NOPG) up to last December. You
They had been engaged by eircom to undertake, inter will be aware that since December the focus of the
alia, a comprehensive analysis and review of all partnership process has been to address the Customer
aspects of the field and centre activities within the Service crisis and that a joint Company/ partnership
Service Delivery and Service Assurance organisations. group was formed to explore and agree measures to
After some internal debate the Union agreed to further address these service pressures.
engagement with the Celerant Review and the It is now timely to revisit the UV Centralised Poling
outcome of this review was labelled “Project Clear”. model issue with view to implementing the proposal
(Further details on Project Clear are outlined elsewhere and thus free up resources in a efficient way to address
in the Conference Report) the customer service pressures.
CHAPTER

5
UV Centralised Poling model • UV’s used for functions which cheaper and lighter
vehicles could be used (winch capability, heavy
To recap, the Utility Truck is a heavy and expensive cable towing).
vehicle typically equipped with auger, crane and winch • Vehicles often off the road due to non-driving
and is capable of towing heavy cable carriers. It is a

Wholesale Networks
crew.
flexible and useful vehicle, used to stand poles and
erect cable. There are approx. 117 vehicles across In summary, the UV fleet is poorly utilised and the
Service Delivery, Service Assurance and Network current operational model too expensive and require
Engineering, usually one per team. too much immediate capital investment to continue.

There are a number of business factors, which require Following discussions, the main aspects of the
proposal are as follows:
a restructuring of the Utility Fleet operations, which
include: • A centralised UV Poling fleet will be established
consisting of 30 UV vehicles and 60 staff (2 per
• Age of fleet requires considerable immediate
Crew/UV) managed by 1 SOM and 4 CTMs.
investment to continue with current operational
• The UV Fleet will be headquartered at the
model.
locations listed in the table 1.
• High vehicle replacement cost at approx.
€80,000 yielding an immediate investment of TEAM AEH 43
€6m required to replace aged fleet. Castlebar
• Poor utilisation with current average 2 – 2½ poles CTM 1 Donegal
stood per week per vehicle and 34 vehicles using Letterkenny
Rathedmond
zero fuel during June.
Tuam
• High vehicle running costs with high maintenance Dundalk
of hydraulic elements which deteriorate with age. CTM 2 Athlone
• High level of second vehicles amongst UV crews, Dublin North
with UV used typically 2-3 days per week. Dublin South
• Only 10% - 20% of UV’s used every day. Continued. . .
CHAPTER

5
TEAM AEH • Each member of the UV crew must be trained on
Continued . . . Cavan the Operation of the UV.
CTM 2 Drogheda
• Each member of the UV crew must hold a
Longford
Mullingar current/valid Category “EC” driving licence.
Wholesale Networks

Arklow • Staff will be selected based on Skill set and


CTM 3 Dungravan
experience as per Skills/Experience questionnaire
Waterford
Naas and in line with the needs of the Business.
New Ross • Where all the above are satisfied selection will be
Portlaoise
carried out based on Seniority.
Thurles
Tipperary Town
Bantry
In the event of the Stage 1 process yielding insufficient
CTM 4 Caherciveen staff in relevant locations, the selection arrangements
Bandon will be extended under stage 2 to appropriate staff
Killarney
within Network Engineering currently engaged on U.V.
Mallow
Newcastlewest duties.
Templehill
44 Tralee
Ennis
It must be stressed that the establishment of a
Centralised Poling Fleet constitutes a key initiative with
respect to, among other things, contractor substitution.
Table 1 Therefore the new dedicated poling fleet will be
The Selection criteria will, if necessary, follow a 2-stage required to be resourced from Service
process: Assurance/Service Delivery staff and/ or Network
Stage 1 Engineering staff currently engaged on UV duties as
• Staff within S.A and S.D. currently engaged on per Stage 1 and 2 above. It is expected therefore that
regular UV duties will be asked to apply for the an assignment process will not be required provided
new dedicated fleet. the staged process delivers the necessary staff.
CHAPTER

5
Redeployment numbers and the following letter issued from Head
Centralising the UV Poling Fleet will result in the need Office in Summer 2007.
to create some redeployment opportunities. In the
context of renewed emphasis on Network Renewal it Colleagues,

Wholesale Networks
has been agreed that the proposal outlined below
represents the best way forward in most cases. Attached is a copy of the Agreement on U.V.as
1. Proceed with the implementation of the National previously circulated. Please be aware that having gone
UV organisation as agreed. through the selection stages in the Agreement a
significant number of areas do not have the required
2. Redeploy the resulting circa 50 displaced staff to
numbers to staff the Utility Vehicles. (The areas in
the interim Proactive Repair Field Force
question are “in red” on page 2 of the attachment.)
organisation to deliver, within their relevant areas,
the required programmes which include: Can I urge you all, especially in the light of the most
• Chronic DPs. recent National proposals, to encourage eligible staff in
• Network Sealing. the areas in question to urgently reconsider applying


Lightening protection.
J Hook replacement.
for these vacancies. The Company have made it clear
to the Union that they will move to an assignment
45
process, in accordance with the Agreement, if they do
Staff redeploying to Proactive Repair will be provided not get the required numbers.
with all appropriate resources including training and
equipment. Regards.

After the circulation of the agreement on U.V Notwithstanding the above correspondence, of the 60
Restructuring a communications process was staff required to operate the U.V Fleet just 34 applied
launched to update all staff in scope. However the and the remaining staff were assigned. Finally the UV.
stage 1 and 2 process did not get the required Fleet was up and running in autumn of 2007.
CHAPTER

5
Relocation of Customer Revised proposal
Complaints Function There is a requirement therefore to move to the single
customer complaint model immediately to address this
customer service issue. Following a review of the
Introduction
Wholesale Networks

original decision to locate the unit in Cabra it has been


The agreement on Business Support Restructuring set decided to propose relocating the function to the
out the arrangements for a customer complaint unit Galway FSC with a staffing of one manager and 5 staff
within Network Operations as follows: on complaint handling. This will deliver the required
focus and efficiency to allow us reach our stated
“A centralised customer complaints unit, located in one targets on complaint handling. The work that this team
centre, under the management of this centre while currently handles would be distributed across the other
servicing the needs of all the Functional Business Areas 4 Field Support Centres (Dundalk, Ennis, Waterford
within Network Operations. This unit will consist of a and Killarney).
number of full time customer complaint resolvers The staff in Cabra currently on customer complaints
located in Cabra.” will be re-assigned to PCC duties.

46 This agreement has not yet been implemented as it


Why Galway FSC?
was considered prudent to continue with the business
as usual arrangements in the Business until the volume Galway is the preferred candidate centre for this
centralisation opportunity for the following reasons:
of complaints became more manageable and there
was further clarity on the strategy for centres. • The current FSC in Galway which is located in the
administration building, has 5 COTs plus 1 CTM,
The turnaround on resolving complaints is significantly currently carrying out the Field Support function
off the target of 80% resolved within 10 days, and for the old West Region (Galway and Sligo areas).
requires the constant scrutiny of the resolvers to • This is right sized for the requirements to deliver
progress updates and closure of complaints. on our complaint handling targets.
CHAPTER

5
• With the reorganisation of the field organisations function (currently being progressed with Retail)
there is no longer a need for regional specific needs to be completed.
focused centres. • Customer Complaint handling training needs to
• The centre in Galway is of such a small size that be put in place for Galway staff to ensure that the

Wholesale Networks
its viability as a FSC is in question. unit has the necessary skills and capabilities to
• With the roll out of the blackberry units to field manage customer, internal SD, SA and NE and
staff and the reduction expected in call volumes Retail/Wholesale interactions.
space will be created across the other centres to
allow calls to be answered in them. It was proposed to complete the appropriate training
following weeks and effect the transfer of both
functions in August 2007.
Terms and conditions
All existing Galway staff will retain their current terms The above proposal was received in mid 2007 to
and conditions. relocate the Customer Complaints function from Cabra
to Galway FSC. Following discussions it was agreed to
Implementation Elements & Timing proceed with the relocation and this was completed in
autumn 2007.
The successful migration of the Galway centre onto
customer complaints will require the following
47
implementation elements to be completed as part of an Quick Wins (CSIIs)
overall project plan: In mid 2007 a number of Customer Service
• A communications process for staff and Improvement Initiatives (Quick Wins) were proposed as
stakeholders. outlined below. Following a number of meetings they
• The migration of FSC work from Galway needs to were agreed and a sub group was established to
be planned and implemented, and embedded in monitor their roll out. At the time of writing this report
the other centres. some enhancements to these “Quick Wins” have been
• The migration of the Alternative CPE despatch proposed.
CHAPTER

5
Impact Zone Enablers B/Unit Impl time
Repair Service Levels Develop, agree and implement prioritisation rules for DSL SA 4 weeks
Optimising Team Output Ensure CTMs on site every morning SA 2 weeks
Repair Service Levels Implement Tails management for SA WMC, incl suspended jobs SA 4 weeks
Wholesale Networks

Repair Service Levels Devise and implement an SA focussed work management plan for centres SA 4 weeks
Optimising Team Output Reduce the number of duplicate Failed EE orders SA 2 weeks
Optimising Team Output Utilise hourly clears report to drive early clear time SA 2 weeks
Optimising Team Output Improve aggregation of faults to the field SA 4 weeks
MCRS CTM/WC work allocation meeting each evening to confirm morning assignments SA 2 weeks
Optimising Team Output Utlise the referrals report to enable referrals reduction SA/SD 2 weeks
Optimising Team Output Ensure use of ADX technician status reports SA/SD 2 weeks
Optimising Team Output Utlise the referrals report to enable referrals reduction SA/SD 4 weeks
MCRS Adopt MCRS meetings structure proposals (TORs etc) SA/SD 4 weeks
MCRS Use whiteboards to bring additional focus on KPIs SA/SD 4 weeks
MCRS Improve management of customer complaints SA/SD 4 weeks
48 MCRS Communicate team performance to COTs (Blackberry) SA/SD ?
MCRS Daily production forecast tracker SD I/P
Provision Service Levels Achieve min appointment levels per day (4/Day) SD In progress
Provision Service Levels Improve batching of and elimination of duplicate orders SD In progress
Provision Service Levels Appointments for all ISDN migrations (within DDD) SD In progress
Provision Service Levels Accurate forecasting for non-standard orders SD 4 weeks
Provision Service Levels Schedule business customers to DDD SD In progress
Provision Service Levels Implement Tails order management for consumer market SD In progress
Provision Service Levels Appoint RR S/Os SD 4 weeks
CHAPTER

5
“Ongoing” Change • eircom IT.
• Business programme/SCM.
Programmes
Immediately after discussions and agreement at the 2. Proposals

Wholesale Networks
LRC in July 2007 the following note was received: As a result of the above, the proposals as per table 1
Submission to the Partnership Steering Group (PSG) below now require to be processed and agreed in
on the Wholesale & Networks Change programme. partnership.

Business area Partnership proposal


1. Background UV centralisation
New PQO model implementation
The CEO issued a memo to all staff announcing
Access Network Plan Design review
headcount reductions of approx. 900 in the coming Network Operations
Rationalisation and consolidation of
three years on the 30th May this year. He also stated Business support, facilities and
that 400 of these reductions needed to occur in the systems
current financial year with the initial focus concentrating Field Service right sizing
on the non-customer facing/non revenue staff across IT Review of Helpdesk support
the company. As part of this exercise, Wholesale &
Networks have a target of approx. 254 reductions. In
Centralisation of NSS group
Warehousing and Distribution
49
Bus Programme/SCM
restructuring
order to achieve this target, Wholesale Networks have
HR Technical Training
carried out a full review of all these areas.
A Voluntary Leaving scheme was launched 9th July to Table 2
all staff in scope and there is some restructuring of This list is not intended to be exhaustive but merely
certain business areas required to enable exits of staff. represents the immediate priority change issues for the
populations stated above. Wholesale and Networks will
The main areas for restructuring are as follows:
bring forward further change proposals, some
• Network Operations. examples of these are set out in table 2.
CHAPTER

5
Business area Partnership proposal • Displaced staff will be assigned to the Resource
Management Restructuring Business and will remain eligible for Voluntary
Implementation of Project Clear in Leaving.
Service Assurance/Service Delivery
through the following:
• Staff displaced will retain their conditions on
Wholesale Networks

• Centre consolidation assignment to the RB. Staff will be assigned to


• Revised centre Field Model project work and/or different roles where
• Management restructuring
available across the business. In this context staff
Network Operations • Resource Plan Optimisation
implementation assigned to the RB will be given a briefing by a
Enhance mobility via new member of the RB team on a ‘one to one’ basis
subsistence distance parameters outlining their realistic career options and life
Flexible resourcing to meet choices.
customer service demands
including tactical resourcing as
appropriate 4. Engagement
Consolidation and review of Cork IT The Joint Conciliation Council (JCC) agreed report
IT
centre
which formally endorsed the agreement reached at the
50 Table 3 Labour Relations Commission committed the parties
fully to immediate and constructive engagement at the
3. Staff impact appropriate business unit on the Company’s change
programmes and initiatives with a view to prompt
The following staff impact is common to all of the
proposals as follows: - finalisation of agreement.

• Staff in scope are currently eligible and have been This process began with the PSG and it was proposed
comprehensively informed regarding the terms of to commence the Wholesale and Networks change
Voluntary Leaving opportunity available to them. programme partnership engagement process as per
The terms of the V/L at present are at 100%. the schedule detailed in the table 3 on the next page.
CHAPTER

5
When Action Discussions on the change programmes continued
Monday, July 30th Proposals to issue throughout August and September and it was agreed
Network Operations to “park” a number of the original proposals. At its
Tuesday, July 31st
engagement meeting in early October the Union considered a

Wholesale Networks
Wednesday, August 1st IT engagement comprehensive report from the National Officers in
Thursday, August 2nd
Business programme/SCM relation to the following matters:
engagement
Proposal
Proposal
Index
5. PSG Governance 1.1 UV/Interim Proactive Repair
It is further proposed that interim reports will be 1.3.1 BPSS Audit Right Sizing Distritbution
furnished to the PSG to appraise the Group of the
1.3.2 BPSS CPI cease of centralised function
progress of the engagement process in line with good
1.3.3 BPSS System Admin
governance.
1.3.5 Core Facilities
A material staff impact is defined as changing or 1.3.6 Facilities – Switch
altering a member of staff’s: Network Engineering: Internal Build Span of
1.3.8
• Pay. Control
• Condition of service. 1.3.11 Strategy and Change 51
• Headquarters. 2.1 IT Network System Group
• Job role (change > 40%). 2.2 IT Field Services
• Attendance pattern. 3.1 Warehousing
A report from the above meeting, including all 3.1 Distribution
proposals, was given to the SEC in early August. After a
robust exchange of views it was decided to continue Following a long and detailed debate the SEC agreed
discussing most of the issues raised with the Company to begin the process of implementing the above
by way of a “plenary” group and a number of sub proposals subject to the sub groups having input into
groups. how certain proposals were to be implemented.
CHAPTER

5
Project Clear Background
In 2001 Network Operations implemented the Centre/
In the autumn of 2007 the following context note on Field model where control of the workflow moved to
Project Clear was issued to the Union. the works control centres and the field was primarily
Wholesale Networks

responsible for production and people management.


Project Clear: Contextual While significant progress has been made since 2001,
the vision for the Centre/Field operating model, as set
introduction out in 2001, has to date not been fully realised. This
was acknowledged in the partnership agreement in
Business Context 2005, which established the new national functional
eircom currently has four key strands to its strategic organisations for Service Assurance and Service
policy: Delivery under the New Networks, New Horizon
change programme. However this agreement
• Improve customer service.
reconfirmed and consolidated the principles envisaged
• Reduce Operating Costs.
in the original 2001 agreement of the Field/Centre
• Increase Revenue.
model.
52 • Deploy Next Generation Networks.
In November 2006 the company engaged Celerant
Network Operations, Service Assurance and Service
Consulting to work on a project to review the centres
Delivery have key roles to play in delivering improved
under project Connect and subsequently the field on
customer service and as the largest operating units
the Field Management Module (FMM) project. Celerant
within the company will be central to cost reduction
were selected for their track record on similar proc/
plans.
people change projects with other similar
Project Clear addresses the customer service and the organisations. Throughout the analysis circa 160
operating cost agenda within Service Assurance and people from eircom gave their input to the project. The
Service Delivery. CWU were represented on both projects and CWU
CHAPTER

5
head office was given regular updates on progress and • Continuing the functionalisation introduced in
findings throughout the process. This review was New Networks New Horizons and deploying as
completed over a 4 month period and was then planned in the Service Assurance and Service
reviewed and signed-off by the company’s executive Delivery Centres.

Wholesale Networks
and board. Since then detailed design and planning • Rebalancing the field organisation to match
work has been completed. For implementation predicted workloads.
purposes both projects have now been combined into • Deploying work prioritisation and management
a single project known as “Project Clear”. The scope of tools, processes and work flows.
Project Clear includes the operations centres, field • Implementing a revised field and centre
support centres and Service Delivery and Service management structure.
Assurance Field encompassing circa 1,800 people in • Reducing the number of centres in operation.
total.
Current Status and Next Steps
Objectives The current status is that all detailed design work has
Project Clear focuses on delivering improvement in a been completed and the company wishes to run a pilot
number of key, customer service, and performance to test the new processes, management systems and
levels: organisation changes prior to full implementation which 53
is targeted for January 08.
• Service Order Delivery to Due Date.
• Non Standard Service Order Delivery to Forecast. At the time of writing Project Clear discussions are
• Management and delivery of appointment based ongoing. Further details on “Clear” may be given to
service. Conference in a Supplementary report.
• PSTN / ISDN 2 Day Service Restoration Levels.
• Broadband 2-Day Service restoration levels. Review of Network Engineering
Project Clear focuses on delivering operational The Union received the following memo from the
effectiveness in a number of key areas: company in late 2007.
CHAPTER

5
Memo Planner, Designers and WCC personnel have all
indicated the difficulties they face in day to day
operations. As such it is vital that the input of
Background
people doing the work is received to ensure we
Assessment of current operational performance
Wholesale Networks

get the full picture and we would hope to have


by NE management identified a number of issues the co-operation of all staff in discussing process
that need to be addressed. This high-level and problems with the project team.
analysis indicated a need to review in detail end
to end processes from Plan & Design, through
Network Build to Inventory Recording, including
Project team
resource, workflow and programme Following a selection process, Trinity-Horne has
management. been selected to support the eircom-led project
team to carry out this review. They have been
Proposed Approach selected primarily because of their strong
process capability, applying Lean Sigma
It is proposed to perform an in-depth analysis of
principles and techniques. They recently
NE and to design new processes and
completed a similar analysis for Leased Line
54 management control process. The central aims of
this project are to improve the predictability of
Service Delivery and were selected for
implementation support on that programme.
service provision for non-standard orders (PSTN
and Fibre), implement appropriate John Moore will lead the project team of up to 16
work/resource/programme management full and part-time people drawn from across NE.
processes and improve workflow efficiency.
Staff and managers in NE have told me that the Timelines
processes are perceived as not fit for purpose The project team will complete an analysis and
and are largely dependent on people’s process design over a 14-week period
intervention to manage to resolution. CTMs, commencing on Monday 3rd December 07.
CHAPTER

5
Following consideration of the memo by the SEC Whereas the volume of this type of work is low, circa
the Union agreed to nominate a representative to 50 breaks per annum, the impact can be significant
the project team. This project is known as depending on the traffic carried and the customers
“Project Fastnet”. involved.

Wholesale Networks
Major Fibre Cable breaks Proposal
A proposal to modify the arrangements, as set
It is proposed to standardise the process by fully
out below, for dealing with major fibre breaks was
migrating the response to fibre breaks, in the above
considered and agreed.
category, to Network Engineering in order to reduce
the “non-value add” hand overs between Service
Proposal to standardise the Assurance and Network Engineering.
response to Major Fibre Cable
breaks Benefits
Nov. 2007 The benefits of this proposal are as follows: -

Business Context • Improve the Customer Service as the elimination 55


Currently there are two models in operation in relation of the hand over will increase the speed of repair.
to responding to Fibre cable breaks. In the Dublin area • A single standard process will improve the
there are dedicated Network Engineering teams who assigning of the work to the correct resource.
deal with this type of break. Outside the Dublin area the • Enable eircom to meet its customer SLA
response is dealt with either by Network Engineering requirements; decreasing penalty exposure.
staff or by Service Assurance staff. The skill set and
resources for this type of work lies predominately in the Note: These proposed arrangements are not intended
Network Engineering area and invariably S.A. will pass to set a precedent as to how or whom will deal with
the fault over to N.E. for final resolution. future “local” fibre maintenance.
CHAPTER

5
Span Of Control. Network Figure 1 summarises the teams that we are disbanding,
the associated TM and their status. are also included
Engineering teams associated with TM’s who have availed of VL
Following a number of discussions at Sub Group and and that are not being disbanded.
Wholesale Networks

SEC level it was agreed to begin implementing a Span You may also be aware that in order to implement the
of Control agreement in N.E. (Proposal no. 1.3.8) The SPOC we need to do a number of things including
implementation process and details of the teams updating the various systems with the relevant new
effected are set out in the document below. information. In this respect Network Engineering last
SUMMARY Quarter i.e. first week in April. It is therefore vital that
Region Team in Team the internal communications process begin as soon as
Action Comments
Scope Manager
possible to meet the “go live” target date.
Central 042T Disband Actor
Central 890T Disband Re-assignment
889T or
Central
893T
Amalgamate Re-assignment Warehousing &
889T or
Central
893T
Amalgamate Re-assignment Distribution Report
56 West 791T Disband Re-assignment
Re-assigned to Proposals for a reorganisation of Warehousing &
West 634T Disband
UV Distribution were first presented to the SEC in March
South 194T Disband VL 2007. The executive established a sub-committee to
South 449T Disband VL deal with the proposal. The sub-committee consisted
South 537T Disband Actor of; (Fintan King, President, Gerry Nolan, SEC, Kevin
Lavin, Co-ordinator, Frank Warnock Dublin No. 3
894T Retain VL
Branch and Brendan Moorhouse Partnership Co-
873T Retain VL
ordinator). The original proposal is outlined in Appendix
790T Retain VL 1 to this report.
CHAPTER

5
Between March and May 2007 the focus group met the • Issue of seniority for selection of drivers.
company twice to examine the proposal in detail and • Change of proposal by the company relating to
to get answers to questions regarding the contractor direct procurement.
implementation of the proposal. During the same • Contractor access to SAP.

Wholesale Networks
period meetings were also held with members in the
distribution area to get reaction and feedback. At time of writing the only aspect of the agreement that
has been implemented is the introduction of the
Following this the proposal was included in the
appendix to the MOU presented at the time and no defined delivery schedules and due to difficulties with
further meetings took place until after the settlement of the warehouse operation over the past few months the
the dispute regarding the payment of Phase 2 of feasibility of the schedules has not been proven.
Towards 2016. Backlogs in the warehouse due to storm situations and
In August 2007 the focus group met under the the closure of the warehouse for a stock take have
auspices of the Plenary group dealing with all change given rise to delays in deliveries from the warehouse. A
proposals arising from the LRC settlement document. sub group has been charged with examining the
operation in the drop points and a report is expected
The focus group considered a revised proposal
(Appendix 2) from the company and the report over the next two weeks. 57
contained in Appendix 3 was presented back to the A number of people in the warehouse have availed of
plenary group on 9th August. Further meetings with
the terms of the VL scheme and this has dealt with the
staff, branch Secretaries and Co-ordinators took place
first phase of reductions planned for the warehouse,
in September 2007, and the proposal was agreed by
the SEC on 2nd October 2007. the further reduction of staff in both the warehouse and
the distribution operation is dependant on the
Implementation of this agreement has given rise to
introduction of new processes and systems.
a number of issues and was discussed on several
occasions at the SEC: An update will be given at conference.
CHAPTER

5
Technology Operations increased expectations from customers, ever more
reliant on complex telecomm solutions, will place new
Partnership Group demands on the members we represent throughout the
The TOPG deals with all matters relating to the Core organisation. The need for flexibility and so-called
Wholesale Networks

Network Services. The CWU members of the group “smarter” ways of working will, as previous change
also deal with LanComm and eBS. In addition to programmes did, produce new challenges and difficult
managing the impact of changing processes, choices. To date our members have proven themselves
structures and technology the group has also managed equal to successive waves of technological
a number of successful redeployment strategies. Since development and the associated challenges; there is
Conference 2006 Flexinet, a redeployment vehicle in no reason to believe they will not continue to do so.
CNS to deal with the impact of changes there, has
completed its business and dissolved by agreement. Core Network Operations
Flexinet is mentioned only to illustrate what genuine
commitment, responsibility and patience on all sides In Core Network Operations the deployment of a next
can achieve. Graduate programmes in CNS, LanComm generation core network presents a challenge at least
and eBS - while not strictly redeployment - have as great as the digitalisation programme of the 1980’s

58 delivered opportunities for members, in response to


business needs, to improve their skills and conditions.
did. In this generation of tailor made networks high
profile vendor involvement is inevitable. The focus for
These graduate schemes were sought and delivered in ourselves must be to ensure that our members retain
response to previous resolutions to Conference, which key involvement in the deployment and maintenance of
identified real opportunities for members in a changing these new technology solutions.
environment. The recently agreed RBU is now part of CityWest and Mallow remain the technical hubs for
change management in CNS as everywhere else in the
Core Network Operations and this will continue for the
organisation, if the RBU is to be successful then
foreseeable future. Service Delivery processes and
imagination and commitment must be evident.
procedures both centre and field have recently been
There is no doubt that the deployment of NGN and the examined by consultants. The objective here was to
CHAPTER

5
explore methods of improved delivery to meet Repeatedly members in the SAFF have proven the
customer demands and particularly to seek improved value of an experienced and responsive field team in
predictability with non-standard orders. NGN has the responding to major network outages in all
capacity to deliver many of our currently non-standard circumstances.

Wholesale Networks
products as standard and exploiting this will be key in
Meeting the current and forecast demands inevitably
securing our capacity to meet customer demands in
means examining the current structure particularly in
the future. The outcomes of the Trinity Horne study will
be presented and fully discussed at the TOPG. the centre and deploying the available staff in a new
manner. This is important not simply from an
On the Assurance side the company have clearly operational point of view but must be completed in a
signalled the need to examine the deployment of our manner that addresses the legitimate concerns of our
members in the CityWest centre. There are a number of members working there. The deployment, maintenance
drivers for this, the principle ones being: and management of technology, old or new, is and will
• NGN deployment of new platforms. remain the business of our members.
• Customer demands for extended same day
response. Core Network Integration
• Ongoing demand to support legacy platforms.
The establishment of Core Network Integration as it is 59
The available resource in CityWest is confined to currently structured with an integration desk in
existing members in the centre, limited capacity for CityWest and field staff of Deployment Execs and
redeployment into the centre and external recruitment. Deployment Techs marked the completion of a series
That said it is important to mention the recently of targeted restructuring in Core Network Operations
completed successful Graduate scheme and was reported to Conference 2006. As anticipated the
congratulate the participants and wish them well in
demand for out of hours attendance in the area has not
their careers.
diminished and future developments are unlikely to
The Service Assurance Field Force continues to be the change this. The out of hours attendance trial reported
eyes and arms of the assurance centre in the field. in 2006 highlighted some difficulties but after an
CHAPTER

5
extension of the trial period and greater feedback from Chief Technology Office
members in the area the scheme and associated
allowance were adopted as permanently appropriate in The CTO has responsibility for the deployment of next
the area. In the coming years the demands on this area generation infrastructure in the network. As with other
previous large scale network upgrades this project is
Wholesale Networks

will be significant and any re allocation of resources,


turnkey from the perspective of the suppliers with huge
particularly in CityWest must address this.
infrastructure and integration involvement by our
members in the Chief Technology Office and Core
Core Build Network Services. Delegates will already be aware that
Core Build or National Deployment Installation Division a number of members from IT, specifically Field
(NDID) play a pivotal role in expanding network Services and NSG, were redeployed to the CTO
infrastructure and delivering the accelerated DSL following a number of agreements reached post the
programme. Since Conference 2006 a number of LRC findings last autumn. The NSG members are
agreements have been concluded in relation to this working in project management roles expanding the
area and each agreement is predicated on the existing WDM infrastructure with the fieldwork going to their
colleagues who formerly worked in IT Field Services.
members in the area being fully occupied. The
The CTO office is also trialing both fibre to the cabinet
60 agreements include the deployment of contractors on
and fibre to the home solutions.
MDF installation and extension, contractor work on
Cable Management Systems and additional resources
for the DSL programme. In a word the augmentation of Flexinet
resources only occurs where our members in the area Delegates will recall that Flexinet was established to
cannot meet work volumes. In the case of the DSL provide a flexible resource for project work in the Core
programme the first port of call is within the company Network, in the main, staffed by members for whom
and as referred to elsewhere a number of members immediate permanent redeployment opportunities
from the REU have been trained to help meet were not available following various agreements. The
requirements on this programme. unit operated with considerable success providing a
CHAPTER

5
technical resource for value add projects and Graduate scheme was successfully completed in the
redeploying people to permanent positions as the area. However a number of items, at the time of
opportunities arose. In April ‘07 the remaining possible writing, remain outstanding and one has been so for
assignments from Flexinet were implemented and the quite some time. The company have indicated that

Wholesale Networks
unit dissolved by agreement. they will be filling a TTL position there arising from V /L
but the vacancy notice has not yet issued.
LanComm Much more difficult to resolve has been the grading
Conference 2006 received a report on the merger of eBS issue for members working in the eBS RMC which is
corporate and LanComm. One of the primary drivers for located across two centres in Sligo and Cork. This is
this step was the increasing demand for integrated really unfinished business arising post the “Halpin”
voice-data solutions. This demand developed more agreement and one would have imagined easily
slowly than anticipated initially but is now exceeding resolved. The company have, following repeated
expectations. Equipment vendors are now competing requests for a written response, finally rejected the
for business in the market served by LanComm. Since claim for level 7 grading for members working there.
Autumn we’ve had a number of meetings with These members provide remote maintenance and fault
LanComm management where a view of the business resolution support across a wide range of systems in
and how it may develop has been explored. To date the eBS portfolio and it is not acceptable that the 61
there is not a set of proposals on the table but there is appropriate grading cannot be agreed. At their February
little doubt that such a development will happen soon. meeting the SEC decided that eBS should be advised
that the response was not acceptable and further ways
of resolving the matter should be explored.
eircom Business Systems
As noted at Conference 2006 when reporting on the
“Project Halpin” agreement, eBS continues to operate
Retail Enterprise Unit
in a highly competitive market. Since then a number of The establishment of the Retail Enterprise Unit, as part
difficulties arising there have been resolved and a of the agreement on the restructuring of eBS, was
CHAPTER

5
reported to Conference 2006. Since then members in Access Training:
the REU have been engaged in various projects e.g.
• Agreed Technical Trainer Role Profile graded at
• Martis Purification. level 7.
• LanComms. • Multi course portfolio.
Wholesale Networks

• Schools Cabling. • Regionally based course delivery.


• FW A Antenna Replacement. • Flat reporting structure.
More recently a number of members in this unit have • 180 days training p.a. per trainer.
attended training to equip them for a role in accelerated • pay progression based on performance.
DSL programme as additional resources become
necessary. There are currently members in the REU.
Core Network:
The technological step towards the deployment and
Training exploitation of Next Generation Networks in the Core
presents significant challenges for members in that
Delegates will be aware that the company have, for area. In addition as the technical solutions presented
some time now, made no secret of their wish to become more tailor made vendor accredited and
examine Technical Training with a view to regularising
62 the situation there and aligning the delivery of courses
delivered training will play an increasingly significant
role at the higher end. However the emerging need for
more closely with the business needs. The members in general principles training, process development and
the area have also had issues for resolution, not least skills transfer within the Core Network area cannot be
of these being grading. Following a recent review understated. To meet this specific requirement and
under project Agile and considerable engagement with also help address the more general resource
the CWU the principles around a new model have been requirement in CND it has been agreed that Core
agreed. Training will transfer to Core Network Services:
The key points from this agreement may be • BSS grading will apply.
summarised as follows: • IP principles and process development.
CHAPTER

5
• Skills Transfer. Galway. IT management has indicated that this phase
• Continued support and training for legacy will be implemented in March and the members have
platforms. been advised accordingly. More recently agreement
• Pay progression based on performance. was reached for the administration of Guide Number

Wholesale Networks
Range changes to the IT’s Easy Helpdesk in Mallow
I.T. Partnership Group without impact of field staffing levels.

Conference Report 2006 noted the agreement of a


dedicated IT Partnership Group. This group met a
number of times in late ‘06 and early ‘07, at each of
these meetings management clearly signalled their
wish to look at resource levels in the area and in Field
Services in particular. This was brought sharply into
focus following the LRC findings in August. IT
management tabled proposals re NSG and Field
Services including the PC Asset Management group.
Following discussion with the company the SEC
accepted agreements particular to these areas.
63
Following implementation a number of members were
redeployed from NSG and Field Services to project
management and field roles respectively in the CTO.
These members provide a valuable resource meeting
the significant demand that the deployment of NGN
has created for expanded infrastructure.

Phase 2 of the Field Services agreement deals with


members in the PC Asset Management Group in
CHAPTER

64
CHAPTER

6
Retail
Operator Services New Operating Model –
Partnership Agreement Agreement
o Cork Call Centre will become a Managed
Services Centre, managed by Capita. eircom
New Operating Model staffed DQ activity will cease in Cork.
In December 2007 the Union agreed a new Operating o The implementation of the New Operating Model

Retail
Model for operator services. will require significant adjustments to Rotas both
The need for the introduction of this further phase of at the outset and on an ongoing basis thereafter.
restructuring arises from continuing shifting dynamics The current Quota Arrangements for Annual Leave
and Time-in-Lieu will need to be adjusted to take
in the market resulting in a decline in the growth of the
account of the revised rotas particularly for
business and reducing demand for some of the
services.
weekends. Discussions will take place at 65
Partnership, to ensure that on initial
Over a period of time, there has been a significant implementation of the New operating Model, a
change in call volume mix. For example calls from new set of rotas and AL/TIL quotas will be put in
mobile phones now account for over 70% of off peak place. Rotas will be reviewed regularly thereafter
volumes. This wholesale traffic attracts lower revenue and adjusted promptly to take account of changes
per call. in structure, calling patterns and staff turnover.
The aim of the programme is to implement a o Opening, Closing hours for Centres.
sustainable business model which will strategically ➣ Mullingar will operate between 8 am and 11
position the business for the future. pm, Monday – Sunday pending the
CHAPTER

6
outcome of the current property o Redeployment/Secondment: Staff in Cork, not
development discussions. wishing to take either the Voluntary Leaving or
➣ The remaining 3 Centres – Athlone, Tralee TUPE options will be re-deployed to CSS in Cork.
and Dublin will retain current operating o During the transition from eircom to Capita in
hours. Cork it may be necessary to second existing

➣ Operating hours in all Centres will be eircom Operator Services staff to Capita, for a
temporary period of up to 6 months.
subject to review on an ongoing basis.
o Cork Managed Service Centre will be a 24/7 o A Voluntary Leaving Programme will be launched.
operation, initially handling: All staff in Operator Services including staff in the
Emergency Services Unit will be eligible to apply.
➣ All call volumes for evenings/early
o Vacancies arising in the Emergency Services Unit
Retail

mornings (11 pm – 8 am).


will be back-filled by staff from the existing
➣ A significant portion of weekend, Bank
Commercial Centre in Dublin.
Holiday and Privilege Day traffic.
o Mark-time will be paid to staff arising from
➣ A portion of 5 pm – 11 pm traffic. loss/reduction of all pensionable allowances

66 ➣ Some peak time week day traffic. comprehended by the Mark-time Agreement.
➣ Actual traffic volumes transferred will be o Staff transferring to the Emergency Services Unit
dependent on final number of Voluntary in Dublin will continue to be eligible for bonus
Leaving exits/re-deployments. payments for the quarter during which the
o As eircom staff numbers reduce over time, transfer takes place plus the following quarter.
increased traffic volumes will be handled in the o Staff in Cork, who are re-deployed to CSS in
Managed Service Centre in Cork. Cork, who at that time are working a 3 day week
o TUPE: Staff in the Cork Call Centre will be given arrangement, will be allowed to retain the facility
the option of transferring to Capita in Cork under but subject to agreement with the CSS
their existing terms and conditions. Management on attendance hours.
CHAPTER

6
Cards & Payphone had been set up to examine the proposal and to
deal with any staff impact which may arise
Restructuring Proposal following discussions.
In November 2007 the Union entered in discussions
with the Company regarding proposals to restructure “999” Emergency Services
the Card and Payphone area. Part of the restructuring
As reported at Conference 2006 the Department of
proposal involved the outsourcing of maintenance
Communications are proceeding with their plan to set
work which is currently performed by eighteen staff in
up two Call Centres in Ballyshannon and Navan. They
the Dublin area.
have invited tenders for this business and eircom have
The Company stated the need to restructure the area tendered for the work. A decision regarding the
was based on the following: awarding of the tender was expected in March or April

Retail
2008.
• For the last number of years the payphone
market has been in serious decline.
• Since 2002 the number of calls made from Credit Management
payphones has declined by 80% and revenues The Management in this area have outlined to the
have fallen by over 70%. Union their view on the changes required to drive a 67
• Introduction of new services e.g. public internet reduction in debtor balance.
terminals – 07/08 revenue forecast at €1.1m)
The changes required would involve the following:
does not compensate for the decline in
Payphone revenue. • More pro-active Debt collection
• With network charges included Card and • Development of a compliance reporting system
Payphone services will be unprofitable in 07/08. • Need for specialist skills and proactive client
• The Company are also proposing to take out a engagement
large number of unprofitable phones. • Consumer – process excellence driven by
• At the time of writing a partnership focus group automation and simplification
CHAPTER

6
• Order to cash and specifically bill to cash process agreements which result in increasing
efficiencies need to be aggressively targeted and requirements to competitively tender for all
addressed Government business.
At the time of writing discussions were ongoing with • eircom business markets are similar to the other
Management. markets in eircom in that it faces significant
competition and falling core revenue streams. A
number of other product and solution areas offer
Enterprise, Government and growth opportunities and it is key to the future
Business Markets Salesforce success of the business market that a sales
Integration structure is in place to bring these products and
solutions to the customer.
Retail

Agreement was reached in 2006 with regard to the


above. Agreement was reached on the following issues which
arose during the discussions.
A Partnership Focus Group was formed in January
2006 to examine management proposals for sales • Commission Schemes
integration. • Assignment of Individuals
68 The need to reach agreement with regard to this • Staff Contracts
proposal was based on the following. • Account Allocations
• Transition Period
• eircom Enterprises Market faces a survival • Attribution Model
challenge that is led by higher customer
• Headquarters and Hot Desk facilities
expectations and increased competition.
• Treatment of sales targets and commission in
Customers are demanding a single face of eircom
business markets
in Sales and Service.
• The Government market is becoming increasingly It was agreed that the current Partnership group would
competitive with the advent of framework review the agreement after a six month period.
CHAPTER

6
CSS Consolidation of Centres accordance with normal increment progression
thereafter. The PIP bonus would cease for those
In November 2006 through a Partnership agreement, involved.
CSS Sligo came off the CSS Platform and staff were
redeployed into back office work. This decision was The question of flexi-time would be reviewed by the
arrived at due to the fast moving environment that Call Focus Group and a continuous review of the agreement
Centres are by their nature and the challenges posed would take place with the Focus Group.
by very small centres in keeping pace with this
environment. At the time a commitment was given to Phonewatch
facilitate exits under a VL programme when one was
eircom Phonewatch has experienced continued growth
available. Following on from this agreement a VL
since 2006. Now employing 140 staff nationwide the

Retail
package was made available to the staff involved.
company has a customer base in excess of 90,000
In September 2007 agreement was reached that a customers and accounts for almost 20% of all intruder
further two centres, Waterford and Portlaoise would be alarm systems installed in the Country. From its
removed from the CSS Platform into back office non Sandyford base in South Dublin the company monitors
call handling activities. 40% of all monitored alarms. Phonewatch has recently

It was agreed that the staff moving to the back office


implemented and updated and improved performance 69
management process and has also introduced
arrangements would be involved in various types of
performix software to aid visibility and clarity within its
work which would for example involve on-line ordering
performance management model. A training and
processing. TIS query resolution, eCom exceptions,
development programme was agreed with the Union
variety of backlog reductions and frequent callers
and considerable investment has gone into the
project. It is also envisaged that the people involved
programme. Agreement was also reached on a loyalty
would be utilised on further projects that may arise.
scheme to reward service in Phonewatch and on a
It was also agreed PIP staff would transfer to the TE01 mechanism to increase allowances in line with the CPI
scale of pay and pay progression would be in increases.
CHAPTER

6
RR DONNELLY
In 2004 a Company named Astron took over
responsibility from eircom for the processing of phone
bills. The Union had a good working relationship with
Astron. In 2007 Astron was taking over by RR
Donnelly, an American Multi-National Company. The
Company operate plants in the Americas, Europe, and
Asia. They are anti-Union and the graphical section of
UNI have launched a campaign for a global agreement
to ensure that RR Donnelly respects the basic
international labour organisation rights in terms of
Retail

freedom to organise, the right to collective bargaining,


and non-discrimination. In Ireland the anti-Union
attitude has manifested itself in a refusal by the
Company to pay the terms of Towards 2016 and when
the Union referred the issue to the Labour Relations
70 Commission the Company turned down an invitation
from the Commission to attend a Conciliation
Conference. At the time of writing this report, the
National Executive Council have decided to conduct a
ballot for industrial action and we are in the process of
consulting with our members with regard to same. An
updated report will be provided to Conference.
CHAPTER

7
Central Services
Central Services Report • Facilities Helpdesk – move from Leitrim Hse to
Naas.
Over the past two years the significant changes in

Central Services
company ownership, management personnel and • Finance Re-organisation.
reporting structures had major affect on the Central • Credit Management – move to Retail
Services National Partnership. Because of these Organisation from Central Services.
changes the National Partnership Group effectively
• Finance Solution Centre – Re-organisation.
ceased to operate with proposals for change being
dealt with either by existing focus groups or ad-hoc • Sligo HR Shared Services Centre – New Flexitime
groups established to deal with specific items. System.
Arising from the LRC settlement a number of other
Items dealt with included:
proposals were dealt with by the Telecoms Sectoral
• 1HSQ – Development of new corporate
headquarters close to Heuston Station, St
Executive, these included: 71
• 1.3.5 Core Facilities Management – integration of
Stephens Green and Cumberland House being
Core Network Facilities into National Facilities
vacated with staff moving from various other
Management Organisation.
locations in the city due to Business area
• 1.3.6 National Switch Resizing – reduction of 3
consolidation.
FTE, staff in Drogheda assigned to RBU.
• Central Services General – headcount reduction • 1.3.7 Facilities Management Restructuring –
target of 60 announced in November 2007, VL reduction of 5 FTE.
scheme launched in November. No specific • 3.1 Warehousing & Distribution (see separate
restructuring proposals to hand at time of writing. report).
CHAPTER

7
• 3.2 Supply Chain Services – reduction of 2 FTE.
• 3.3 System Process & Design – reduction of 2
FTE.
• 3.4 Transport Administration – reduction of 2 FTE.
Central Services

72
CHAPTER

8
Partnership
Under the terms of the Labour Relations Commission confrontational manner which has been the Company’s
Report both the Union and the Company are to behaviour since the new owners arrived. But again
examine the Partnership model that is presently in when you behave rationally, as the Union has done and
place. At the time of writing this review has not taken to the best of our ability to implement agreed change,
place. The Company did suggest at national steering it does come to be realised that co-operation is better,

Partnership
group to bring in outside consultants, the Union’s view easier and more worthwhile. However no business, no
was that the service of the National Partnership Forum union, is faced with a changing agenda like the CWU
could be used for this purpose. and again it is a measure of our resolve, with all the
Since our last Conference, Partnership has had a very difficulties, that we continue to do the business.
difficult and at times rocky existence. From the Pending the outcome of the review the Executive now
Company paying lip service when they felt like it, to the consider agreements that need to be finalised. This
Union trying to engineer a model that embraced dilutes the Partnership process and in the long term
everyone having a say in proceedings. It is fair to say
that with the best of endeavours, the Executive have
could make it more difficult to structure partnership to
our satisfaction. The new date for Partnership to be
73
been bedevilled with debate after debate depending on reviewed is the end of June 2008.
the agenda being dealt with at the time on what model
Various Partnership Groups continue to operate with
partnership should be used. It is at best a difficult
different degrees of success. The Retail partnership in
balance but with a constant changing agenda and a
general operated as before without any major
management that has got to be chased at all times the
issue is made more complex. The Partnership model difficulties encountered in regard to its operation.
has been blackened by certain Managers in the Central services partnership group encountered
business who have ignored it on the basis that it is too difficulties in trying to get meetings arranged with the
cumbersome. This can be clearly seen with the imminent move to the new company headquarters it is
CHAPTER

8
now in various discussions trying to iron out any RE: Partnership in eircom.
difficulties in relation to the move to the new corporate
Dear Colleague,
headquarters.
The TOPG met on a number of occasions and issued a As a result of correspondence to Union Headquarters
number of reports as with retail partnership this group from a number of Branches the December meeting of
in general operated well. the Telecoms Sectoral Executive once again had an in
It would be fair to say where the difficulty arose in depth debate on the operation of Partnership in
regard to the 3 partnership groups i.e. service delivery, eircom. As a result of that debate the Executive has
Partnership

service assurance and network engineering. Every asked me to clarify for all of our members exactly what
District Branch had a representative on each group. It the up to date position in relation to Partnership is.
was accepted that, at times, due to the size and Since the Agreement at the Labour Relations
complexity of the groups, it was difficult to get Commission which brought to a conclusion our dispute
meetings arranged and a concencious on any regarding the payment of the National Wage
particular issue. To make matters worse for these
Agreement, we as a Union along with the Company
groups some of the management nominees did not
have been operating on the basis of the various
operate in the spirit of partnership.
74 All this helped to come to the point where the issue of
elements of that Agreement. In relation to Partnership
the Agreement makes it very clear that the Labour
a review to improve the effectiveness of internal Relations Commission saw the need to have an in
partnership structures processes and accountabilities depth review of Partnership and its operation in eircom.
was agreed as part of the LRC Findings in July 2007. Pending the outcome of that review the manner in
Subsequent to all this, General Circular No 17/07 re which decisions have been taken between the
Partnership in eircom was issued as a result of a Company and the Union has been by necessity altered.
telecoms executive debate in December last. Therefore all decisions reached through discussions
GS Circular 17/07 with the company now have to be approved by the
6 December 2007 Telecoms Sectoral Executive Council.
CHAPTER

8
Heretofore decisions reached through the Partnership review is to be completed by 30th June 2008.
Groups were noted at Executive meetings but were
Any further developments will be presented at
not debated as they had already been agreed through Conference.
Partnership. As a result of the LRC Agreement we
have also had to suspend the operation of all of the
three main Partnership Groups and now all
negotiations which take place are done so by teams of
Union negotiators chosen by the officials working in

Partnership
eircom based on their competencies.
We expect to have the outcome of the Partnership
review sometime early in the New Year and there is no
doubt that the manner in which we do business with
the Company will have to be drastically altered. It is
also a concern on the Union side that the vast majority
of senior managers in eircom have never been trained
in the Partnership processes and therefore is not
competent to operate them. In those circumstances it 75
may be that a different form of a relationship will have
to be developed as a result of the review. I trust this
clarifies the matter for all concerned.
Yours fraternally
Steve Fitzpatrick
General Secretary
Further to the LRC findings as part of the 3rd phase
2.5% due 1st February 2008 it is agreed that this
CHAPTER

76
CHAPTER

9
RBU
The RBU as agreed under the blue book agreement Executive is to operate in respect of staff whose roles
had, it is agreed a chequered life. A lot of resources are declared surplus and following assignment of such
were put into the operation of the Resource Business staff to the Resource Business facility established for
Unit in the Early days. the region ! locality concerned.

As part of the LRC Finding it was agreed that “the


parties agree that in the context of the company’s 1. Basic Principles
change programme and initiatives, priority agreement 1.1. That the maximum number of jobs must be filled

RBU
is required, ideally by 31st August 2007 on the precise from within the company
details of operation of the Resource Business or other
1.2. Every effort will be made to ensure persons have a
similar unit for the eircom group as may be agreed, as
real, fulfilling role and the contracting out of work is
an essential tool to re-assign, re-train and upskill
limited, having regard to commercial and operational
displaced staff in line with the principles agreed as part
of the “Blue Book”.
imperatives. 77
1.3. This must be achieved in a manner, which protects
A number of meetings took place over the period July
the individual staff member from unreasonable
to November. Agreement was reached in November
demands and keeping the aspirations of filling as many
2007.
vacancies internally as possible i.e. where a vacancy is
suitable for the employee with any necessary training,
Resource Business the employee will be assigned to such a vacancy.
This document outlines how the Resource Business for 1.4. However if a job is presented that an employee can
the eircom Group under sponsorship of the Chief do now or is likely to be able to do satisfactorily \within
CHAPTER

9
a reasonable period with any necessary training and meet the needs of the business in respect of identified
other support, and without serious dislocation to skill shortages and work requirements.
themselves or their terms and conditions, then, within
2.4. Operating as a mechanism for filling vacancies in
the parameters outlined in Appendix A, they will be
the organisation.
required to perform that duty.
2.5. Encouraging mobility across the work disciplines.
2. Resource Business 2.6. Where necessary, to provide professional support
Functions to staff where they wish to develop their careers.

2.1. The focus of the Process will be to reassign staff: 2.7. To provide staff to meet key work demands.
accompanied by any necessary and appropriate
training, development and upskilling to roles matching 3. Staff Engagement in
RBU

the business needs, facilitate VL and where practicable


the aspirations and potential of the individuals. (See RB
Resource Business Process
Process below) 3.1. Staff will be assigned to the Resource Business
after their roles are declared surplus in accordance with
2.2. The Resource Business Manager and Facilitators
78 will manage the day to day running of the Resource
an agreed restructuring or business plan for the work
area concerned. Such plans will have been agreed by
Business. However, a Partnership Forum with agreed
the respective Joint Business Unit Partnership groups
Company and Union representation will be set up to
and specifically identity displacement of staff in that
oversee the operation of the Resource Business. It will
particular work area.
meet regularly to review, discuss and resolve any
issues and disagreements for the Resource Business, 3.2. Assignment to RB will not involve a change to an
with the aim of improving its operation employee's current HQ.

2.3. To ensure necessary and appropriate training and 3.3. Working together, individuals, management and
other support is made available to staff at all levels to their RB facilitator will explore all possible options and
CHAPTER

9
redeployment opportunities that may meet both the manage and develop people and their career
needs of the individual and the business. Every opportunities to match the demands on the business,
reasonable effort will be made to ensure that staff are technological change, customer demands and
satisfied with their redeployment outcomes. Should the retirements both early and full term. This will be
persons and the RBU disagree as to what is achieved through constructive, continuous and
reasonable, then the issue must be referred initially to interactive dialogue with company management, Trade
the RB Partnership Forum for resolution. At the end of Unions, HR and dedicated RB facilitators.
the day, should the person disagree as to what is 4.3. If this is to work all constituents must interact in an
reasonable, the issue can then be taken through the honest and open manner that acknowledges the rights,
grievance procedure and referred to a third party for a responsibilities and aspirations ofa1l involved.
determination which will be binding on both sides.
4.4. All parties are to adhere to the spirit of Irish
3.4. It is recognised that as far as practicable the employment legislation.

RBU
problems of both parties must be addressed. 4.5. Resource Business facilitators must commit to the
process and the provision of timely feedback, this is
4. Resource Business Process crucial if maximum benefit is to be derived from training
and development programmes.
4.1. The Business Unit initiating change will proactively
4.6. Participants commit to provide honest, constructive
79
engage with the R.B in seeking to identify alternative
feedback.
work for staff likely to be displaced. Immediately upon
displacement, employees will be directed to report to 4.7. All business areas commit to positive engagement.
the RB. All available alternative work will be assigned 4.8. To ensure transparency an agreed comprehensive
via the RB. The Business Unit will continue to actively information document clearly outlining the applicable
liaise with the RB and carry the employment costs of processes is issued to all participants. Such a
displaced employees until successfully placed by the document could outline the process milestones
RB in alternative work. 4.8 .I. Identification of members who are available for
4.2. The purpose of the process is to proactively release to other work
CHAPTER

9
4.8.2.Skills identified together with manager before any 4.12. This schedule will ensure that all reskilling is
participation in RB process 4.8.3.Exploration of focused to equip the individual to meet current and
possible alternative roles for which the individual is emerging demands in the business and facilitate VL
currently release where appropriate.
suitable and where appropriate assignment to that role. 4.13. It is envisaged that in many instances skills
transfer can successfully be achieved in the working
4.8.4.Where necessary, identification of potential roles
environment through "buddying" individuals with
which would require
experienced colleagues.
participation in a reskilling programme
4.14. In other circumstances, particularly where there is
4.8.5.Participation in such programme J programmes
a significant functional difference between current and
4.8.6.Assignment to new role permanent J project
projected roles, attendance at one or more courses
4.8.7.Support through and following training, in all cases, may be required, experience would indicate that the
RBU

by the RB facilitators and "buddy" system on the job. majority of this training can be delivered "in house" and
4.9. In this context the participation in the Resource "on the job".
Business Unit does not in any way invalidate a person's 4.15. There will be no obligation for anybody to move
entitlements e.g. under provisions contained in the house at any stage.
80 Transformation Agreement (Blue Book) and the
relevant sections in the 1983 Postal & 5. Pay Review - Staff in
Telecommunications Act.
Resource Business Process -
4.10. As per the conditions in the Transformation
Agreement any decision to leave the company is taken
Personal Contracts (including
on an individual basis and is voluntary on both sides. Service Agreement) Staff
4.1 1. An individual schedule for any 'necessary and 5.1. That each person will have a performance review
appropriate general training and technical training will including a pay review (salary and bonus) at the normal
be produced for each participant. date.
CHAPTER

9
5.2. That PC reviews in RB will conform to the normal Resource Business into a position outside the normal
eircom policy guidelines that applies generally year on range of duties of their grade:
year.
1. Employee retains current grade and terms and
5.3. That these reviews will take place in the normal
conditions. However certain terms and condition
timeframe for annual reviews that applies generally in
may have to be amended to take account of
eircom.
exigencies of new role.
5.4. The rating developed will take account 0f 5.4.1.Any
2. Employees will be eligible for appointment to jobs
project activity undertaken, 5.4.2.Full participation in the
if the maximum point of their current payscale
RB process,
does not exceed 125% of the maximum point of
5.4.3.As well as any work performed in a "line"
the payscale appropriate to the new job.
organisation role in the relevant twelve months.
3. The pay movement of employees appointed to
5.4.4. Staff who receive a rating lower than “strong” will

RBU
jobs under the arrangements at 2. above will be in
receive couching in a similar manner to what would accordance with their substantive grade, subject
apply to their colleagues in ordinary line roles.
to their base pay not exceeding 125% of the
5.5. Graded Staff: Normal pay rises will apply. maximum of the scale appropriate to the new job.
4. Any mark-time compensation arrangements are
6. Communications independent of the above.
81
A communication process supported by all parties will As a consequence of the current voluntary leaving
be agreed and adhered to. scheme it is intended to apply voluntary leaving
substitution for as many people as possible who are
Appendix A placed in the RBU. Exact details will be presented at
conference.
Resource Business Employees - Pay
Principles
Principles governing employees who move from the
CHAPTER

82
CHAPTER

10
Contractors
eircom decided to alter its external contractor
arrangement, this entailed that the country would be
divided into two separate geographic locations a line
across the country from Dublin to Galway. Morrison
TESL would work south of that line and KN Networks

Contractors
would do the work north of that line.
On consideration of this arrangement, it was decided
by the Executive to establish a telecoms external
branch. The new Branch was formally constituted in
October 2007 and Mr J Canning, Mr M Bohan and Mr
S Malone agreed to be the offices of the new Branch
Officials.
Mr B Moorhouse was nominated as the person to liaise
with the Branch on behalf of Union Head Office. 83
The National Executive Council would like to place
on record our deep appreciation for all the hard
work Mr Gerry Ruane put into the contracting area,
we wish him well in his future endeavours.
CHAPTER

10

84
CHAPTER

11
eircom ESOP
The ESOP has once again gone through another accept, or be forced to accept, a cash offer for a stake
transaction since our last conference. At that time it in eircom, and to the extent it did not use such cash
was reported that the ESOP had engaged with proceeds to repay borrowings, make payments to
Swisscom before the unexpected termination of their relatives of deceased participants, or meet expenses,

eircom ESOP
interest in buying the business. then the ESOP Trustee would have to pay capital gains
tax on the increase in the value of eircom shares since
Babcock and Brown having acquired (together with it’s
they were acquired in 1999. The ESOP trustee would
affiliates) a 28.8% stake in eircom approached the then deduct PAYE and PRSI (both employers and
Trustee with a view to becoming a co-offerer. employees) and pay out the nett proceeds to
Following careful consideration of the matter, and participants. This would result in a large loss of value
having taken advice, the Trustee Board agreed to enter and greatly reduce the nett benefit for all participants.
into discussions on a possible joint approach with The participants voted on the proposition and
BCM ( Babcock and Brown Capital Limited). accepted by a large majority the recommendation of
the ESOP Trustee Board to support the approach
85
These discussions concluded with BCM and the ESOT
making a joint approach to eircom. The reason to adopted by them. Since the first distribution in May
become a co-offerer included the attractiveness of co- 2002 the total amount distributed to participants to
date is over €625million. The Trustee hopes to
investing with BCMIE to increase its already significant
continue to make further distributions to you into the
investment in eircom through its 35% equity stake in
future. Presently the Share classes are:
BCMIE and its continued involvement in running
BCMIE and eircom through Board representation and • BCMIE ordinary shares (35% stake in eircom
contractual arrangements. The other issue was that of €194million).
a cash offer being made. If the ESOP Trustee were to • BCMIE Shares €100 million.
CHAPTER

11
• BCMIH Preference Shares €139 million.
• Vodafone Ordinary Shares €90 million.
The eircom ESOP Trustee Board had a number of
changes during the year. David Beattie Independent
Director indicated during the year that he would be
resigning from the Board. The Board have appointed
Greg Sparks (of Farrell Grant Sparks) to replace David.
eircom ESOP

David had been on the Board since its foundation and


has given sterling service in that time. The Board
wishes him well in the future. The CWU Executive
with the agreement of the Coalition replaced Paul
O’Rorke on the Board with Gerry Cuirc during 2007.
The Executive thanked Paul for his work on the Board.
It was decided in principle at an ESOP Board meeting
in May 2007 that Directors could and should receive a
Directors fee. An amendment of the Memorandum and
86 Articles of Association to the eircom ESOP Trustee
Limited needed to be made. The Coalition and the
eircom Board would also have to approve the changes.
This work was completed by the 16th October 2007. It
was agreed that Directors would receive €20,000 and
that the Chairman would receive €30,000 per annum.
The company nominated Directors indicated that they
did not intend taking fees. The National Executive
Council at its December meeting agreed these
arrangements.
Appendices
APPENDIX

1
Appendix 1 – eircom Ltd.

eircom Ltd. Staff Side Panel


Staff Side Panel Annual Report – 2006

Annual Report – 2006


Secretary’s Annual Report Philip Nolan, Peter Lynch, Dave McRedmond, John
Mason and Brian Montague all left the company at
2006 various points through the latter part of the year. Pierre
Danon, Rex Comb, Andy McLeod and Peter Tarrant
Introduction have been appointed as Chairman, CEO, COO and CFO
respectively. There has also been significant change in
Corporate Activity employee relations, Rory Burke, Head of Employee
The past year has been notable for the huge amount of Relations departed the company in August, Jim Foley
corporate activity in eircom, the latter end of 2005 saw has been appointed acting HR Director until April and
the acquisition of Meteor and the speculation about a bid Grainne O’Boyle is acting as Head of Employee
for the company firstly from Swisscom and then from Relations at present. This has led to some difficulties
Babcock & Brown which culminated in the joint offer for with the operation of the JCC and hopefully this will be 89
the company by Babcock & Brown and the ESOP, with resolved in the coming weeks.
B&B owning 65% and the ESOP 35% of the company.
The take-over was concluded on 18th August and eircom Company Structures
de-listed from the stock exchange in November.
The company structures have not been unaffected by
the changes, it was announced in November that the
Management Changes company would be restructured on the basis of three
As a result of the change of ownership there has been operational divisions (Retail – Cathal Magee,
significant change to the senior management team, Wholesale/Network – Andy MacLeod, Meteor – Robert
APPENDIX

1
Haulbrook). The composition of the executive team has changed from being regionally based to a nationally
eircom Ltd. Staff Side Panel

also changed, in addition to the three divisional heads, managed structure, namely, Service Delivery, Service
the executive team now comprises, CEO – Rex Comb, Assurance, Network Engineering, Core Networks,
CFO & Shared Services – Peter Tarrant, Human Business Planning & Reporting and Strategy & Change.
Annual Report – 2006

Resources – Jim Foley, General Counsel/Company Phase 1 of this reorganisation has been completed in
Secretary – Ann Marie Kearney (in place of John Mason), relation to new management structures but further
Strategy/Regulatory – TBA. implementation of change in this area is contingent on
The central function has been streamlined and a number discussions around a number of key issues from the
of functions have new reporting lines, (IT, Supply Chain, staff side point of view.
the CTO’s office, Wholesale and Facilities Management
moved to Wholesale/Netorks). Customer Service
Some Finance and HR functions have also been The company’s performance on customer service has
devolved to the divisions. The Commercial Unit has been brought into sharp focus in recent weeks. There
been devolved, (Brand & Sponsorship moved to Retail, has been much adverse publicity in the media and
Communications and Property now report to CEO). A complaints about delivery and restoration of service,
90 new stand alone unit dealing with Strategy, Regulation, fault volumes over the past two months have been the
Public Policy Pricing has also been formed. highest for the past 5 years. Severe weather over the
HR for Retail and Wholesale/Networks have been past few months has certainly contributed to the high
devolved to the respective divisions and report directly volume of faults, but the jury is still out as to whether the
to the relevant directors. (Carmel O’Brien – WN, Marie disruption brought about by the recent changes has
Lee – Retail). contributed to the problems.

March also saw the introduction of new structures in


Network Operations with the launch of the New Telecoms Market/Regulation
Networks New Horizons organisation, this structure has The past year has also seen the difficulties encountered
APPENDIX

1
by Smart Telecom and their withdrawal from the Pay

eircom Ltd. Staff Side Panel


residential market, however the challenges from
competitors are increasing and the company is still Sustaining Progress
faced with significant challenges in holding on to market The Sustaining Progress agreement concluded with a

Annual Report – 2006


share and considerable pressure on price. payment of 2.5% from 1st May 2006.
The Government is also considering legislation (The
Communications Regulation Amendment Bill) to give Towards 2016
Comreg more powers to increase competition in the A new National Pay Agreement was negotiated to
market. succeed SP, this agreement titled Towards 2016 allows
for pay increases of 10% over a 27 month period.
eircom have made a submission to Comreg for the
The schedule and dates as they apply to eircom are as
establishment of a USO fund. Comreg have responded
follows:
basically saying that they will examine the issues based
• 3% for the first six months
on the results of the current financial year.
(due 1st November 2006).

Change to Financial Year


• 2% for the next nine months
(due 1st May 2007).
91
• 2.5% for next six months
It was announced in February that the company is to
(due 1st February 2008).
change its financial reporting year to suit Australian Stock • 2.5% for final six months
Exchange requirements, the new financial year will run (due 1st August 2008).
from from July to June. What it means for this year is that
Payment of the first phase has been agreed and
there will basically be three reporting periods, normal 12 implemented, a claim has been lodged at JCC for
months to 31st March 2007, three months to 30th June payment of the 2nd phase, at this point agreement has
2007 then from 1st July 2007 to 30th June 2008. not been reached.
APPENDIX

1
In what in my view is a departure from the norm, the leave after a short period of time with a much healthier
eircom Ltd. Staff Side Panel

CEO in a letter to all staff in February stated that the last bank balance than when they came in, while expecting
phase of SP and the first of Towards 2016 has led to a the workforce who are here for the long haul to bear the
significant increase in payroll costs (5.6% in current burden of continuing change, with no reward.
Annual Report – 2006

financial year). He also stated that the next phase due in


It is likely that the subject of restructuring and pay will be
May will be considered over the coming months but he
the focus of intense discussions over the coming
seems to be linking this payment to significant
months.
improvements in productivity.
I would agree with the CWU General Secretary who in
his reply to the CEO stated that all staff in eircom are
Allowances
aware of the serious challenges facing the company, but
that the best avenue for dealing with the many issues Subsistence and Mileage
facing the company is through the democratically A claim for a review of the mileage and subsistence
elected staff representatives and the established rates was lodged at Council in April, to date agreement
structures. has not been reached.

92 The strategic direction of the company needs to be


clearly outlined at the earliest possible stage and the JCC Diversity
input of the staff through the traditional channels needs
The members of the JCC Diversity sub-committee and
to be taken account of. The members in eircom have
Work Life Balance Group are:
never shied away from change and indeed have co-
operated with significant change over the past number of Carol Scheffer CWU
years. However there is a view amongst the membership Eugene Quinn PSEU
that improvements in pay over and above the National Kevin Gaughran CPSU
agreements are long overdue. It is difficult for people to Stephen Lyons IMPACT
watch a parade of managers join the company and then Brendan Moorhouse Staff Side Secretary
APPENDIX

1
Pat Feenan (IMPACT) retired from the company during program. This program involves approx. 40

eircom Ltd. Staff Side Panel


the year and Paul MacSweeney was reassigned within companies who are pooling resources in relation to
CPSU. I would like to place on record our appreciation training. Stress management/ resilience training
for the work done by both Pat and Paul on behalf of the workshops have been conducted.

Annual Report – 2006


committee.
• Equal/Decision Path – A software tool to assist
The items discussed at the JCC Diversity sub- managers relating to 8 HR policies is being
committee throughout the year included: developed. Policies involved are - Dignity,
• Sabbatical Leave – Term time leave was revised Discipline Code, Grievance Procedure, Sick Leave,
during the year and a revised sabbatical leave Parental Leave, Maternity Leave, Force Majeure,
policy was agreed to replace term time, this and Accidents at Work.
revised policy included a two month sabbatical • Bereavement Leave – a claim for an amendment to
leave option, it was also agreed that pay during compassionate leave to include grandchildren and
sabbatical could be averaged out over the tax year
brothers/sisters in law was lodged. Company
if so requested. Difficulties in the operation of the
disposed towards amending to include
sabbatical leave in the early part of the year led to
grandchildren. Others pose some difficulties re
the staff side withdrawing from the Diversity Sub-
existing definitions in legislation. Will be kept under
93
committee for a period of time, the issue was
resolved at full council. review.
• Workplace Charter on Bullying and Harassment – a • Definition of Spouse – a claim to extend the
revised charter is currently being worked on. The definition of spouse to include same sex
charter is being reviewed to take account of recent relationships was lodged. Implications under
legislation and to include a stronger emphasis on current legislation. Will be kept under review.
mediation.
• Skillnets/Positive 2 Work – eircom and the unions eircom appointed Louise Doyle as new Diversity
are involved in a training initiative under the above Manager in March 06.
APPENDIX

1
Voluntary Leaving Programs This sale and lease back arrangement, will have no
eircom Ltd. Staff Side Panel

adverse impact on the relocation of eircom or Meteor


The VL program launched in December 2005, closed in employees and the target for Phase I completion date in
March 2006. A special VL program was introduced March 2008 is proceeding well.
Annual Report – 2006

towards the end of the year aimed at Senior Managers,


The programme of consolidation of office
details of which were not published. No further VL
accommodation in Dublin is continuing. The Company
programs are planned at this point.
are also pursuing opportunities to develop both
commercial and residential developments on sites
around the country where spare capacity exists. These
Review of the Welfare proposals are being dealt with through Partnership at
Service/EAP Central Services NPG.
This matter has been referred to Third Party, awaiting a
date for hearing. Renewal of the eircom Scheme
of Conciliation
eircom Restructuring and The Management Side put forward proposals to finalise
94 Property Strategy the permanent scheme in February 2003. This matter is
still on the agenda but has not yet been finalised.
The Board of eircom has approved the sale & lease back
of Heuston South Quarter, eircom’s headquarters
building, currently under construction beside Heuston
Increase in the Death in Service
Station. Benefit
The building is being sold in conjunction with Jones The Staff Side presented a claim for an increase in the
Lang LaSalle under a sale and leaseback arrangement. Death in Service Benefit in February 2003. The
eircom’s decision to enter into this transaction enables Company took it away for consideration. At the
capital to be freed up to re-invest in its core business. November 2003 JCC meeting the company indicated
APPENDIX

1
that it was still awaiting Department of Finance Actuarial a robust mechanism for Information & Consultation, there

eircom Ltd. Staff Side Panel


advice which would not be ready until January 2004. is a requirement for an employer to provide I&C to
This matter is awaiting finalisation. employees who are not members of unions. This is
obviously an area of concern for the staff side who will be

Annual Report – 2006


Electronic Communications ensuring that any process does not dilute the traditional
methods of representation.
Policy
A new suite of Electronic Communication and IT ESOP
Security policies were introduced during the year.
The ESOP conducted a ballot of participants in July
2006 on the joint offer for eircom, 92% of participants
PixAlert Audit who voted were in favour of the proposal. The resulting
The company engaged a consultant to conduct an audit transaction saw the ESOP stake in the company rise to
of company PC’s to assess whether existing controls to 35%. A distribution of approximately €80 million was
protect from inappropriate content are adequate and made to participantsixcipants in November 2006, it is
operating effectively. A high level report will issue to expected that further distributions will be made as
follows, 2007 - €80m, 2008 - €70m and 2009 - €70m.
Council on the results of the audit. 95
Paul Reid was appointed a Trustee Director in place of
Information & Consultation Peter Lynch.
Directive
The Employees (Provision of Information & Consultation) Joint Conciliation Council
Act 2006 became law on 10th April 2006. The JCC is
currently working on a draft document titled “Handling Meetings
Significant Change through Partnership”. While existing Five meetings of the Joint Conciliation Council were held
partnership and collective bargaining procedures provide during the year.
APPENDIX

1
Chairman • Claim that bereavement leave be extended to
eircom Ltd. Staff Side Panel

Mr. Rory Burke continued as Chairman of the JCC until cover grandchildren, brother-in-law and sister-in-
his resignation from the Company in August, Jim Foley law.
replaced Rory as Chairman on an interim basis • Claim to have the increase in basic pay as set out
Annual Report – 2006

in the Mid Term Review of the Sustaining Progress


Management Side Secretary Agreement applied to all staff comprehended by
Mairead Ryan continued as Management Side the Scheme – Final Phase - 2.5% from 1st May
Secretary. 2006 for six months.
• Claim that the definition of spouse be expanded
Management Side Team
on all eircom HR circulars.
The management side team comprises of Jim Foley,
Grainne O’Boyle and Mairead Ryan. • Claim for a review of Subsistence Allowances from
1st July 2006
Staff Side Panel • Claim for a Review of Mileage Rates from 1st July
The Panel Officers appointed at the Annual Meeting 2006.
96 2006 were:
• Claim for a 3% increase in basic pay from 1st
Mr. J. Barrett, Joint Chairperson / PSR, November 2006, for all grades comprehended by
Mr. S. Cody, Deputy Chairperson, the scheme in line with the terms of the Towards
Mr. B. Moorhouse, Secretary.
2016 National Agreement.

Claims Lodged 2006/7 • Claim for a 2% increase in basic pay from 1st May
• Claim that those availing of Parental Leave may 2007, for all grades comprehended by the scheme
have their salary averaged out over a 12-month in line with the terms of the Towards 2016 National
period. Agreement.
APPENDIX

1
Agreed Reports Issued 2006 the respective Unions a very sincere thanks on behalf of

eircom Ltd. Staff Side Panel


the Panel for their work and support during the year.
AR 599 – Final Phase of Sustaining Progress
AR 600 – Parental Leave – Averaging of Pay Brendan Moorhouse
Secretary

Annual Report – 2006


AR 601 – Towards 2016 – First Phase.
28th February 2007

HR Circulars issued
The following HR Circulars were issued during the year:

• 01/06 Flexible Working Options – Revised


Sabbatical and Reduced Working Hours/Reduced
Working Hours Extension – two month sabbatical
and options for 2.5 days working per week.
• 02/06 Increased Maternity Leave
• 04/06 Revised Entitlement to Carers Leave
• 06/06 Revised Payscales (1st May Increase) 97
• 07/06 Saturday Attendance Allowance Increase
• 09/06 Change to Parental Leave
• 10/06 Change to Force Majeure Leave
• 12/06 Change to Carers Leave
• 15/06 New Road Traffic Legislation
• 01/07 Sick Leave & Public Holidays

In conclusion I would like to convey to the General


Officers, Panel Representatives and Head Office Staff of
APPENDIX

98
APPENDIX

2
Appendix 2 – eircom Ltd.

eircom Ltd. Staff Side Panel


Staff Side Panel Annual Report – 2007

Annual Report – 2007


Secretary’s Annual Report The settlement arrived at the LRC was not without it’s
difficulties and while the unions were successful in
2007 having the matter of payment of the National increase
settled, it was not without preconditions. Immediately
Introduction following settlement the company presented a suite of
28 proposals for restructuring in various parts of the
The past year has been an extremely difficult one from a
business which called for an overall reduction in
JCC perspective, in last years report I described
Network Operations of 254 people and consequent
problems with the operation of the JCC due to the many
restructuring of the business areas concerned. Twelve of
changes in management following the take-over by
the proposals were agreed in October and are in varying
Babcock & Brown and the departure of some senior
stages of implementation through the partnership
managers. At the time I was hopeful that the situation
would settle down and matters would improve.
process. 99
Unfortunately that has not been the case and indeed in While the JCC actually met on six occasions during the
my view the situation has worsened. The low point of year the majority of these meetings were concerned with
the year was the fact that the unions in the company the issue of payment of the increase due on 1st May.
were forced to conduct a ballot of the membership for a The council met on 23rd July to finalise the agreement
mandate for industrial action due to the company’s arising from the LRC settlement and did not meet again
refusal to pay the 2nd phase of Towards 2016. This led until 15th February 2008 in order to sign off on the 3rd
to strike notice being served and ultimately the phase payment (actually due from 1st February). The
intervention of the LRC to settle the dispute. staff side is totally dissatisfied with the manner in which
APPENDIX

2
the company dealt with what is properly due under Company Structures
eircom Ltd. Staff Side Panel

nationally negotiated agreements and the delays that


As mentioned above Project Tiger was initiated in
this causes in payment. The final phase of this
October 2007 to further examine the company
agreement is due to be paid in August 2008 and the
Annual Report – 2007

structures. This project is looking at the creation


unions will not accept any further problems in this
business units focussed on consumer market, business
regard.
market and wholesale networks market. The result of
The main difficulties arose from the company’s failure to this is that some of the changes reported on last year
follow proper process and protocols, which have served have been reversed. Wholesale, IT and CTO office now
the JCC well in the past. Indeed there was a worrying report to CEO, Supply Chain reports to CFO.
development during the period of the dispute where the The single biggest issue which will face the unions over
company through the CEO and HR Director were the coming months is the plan by Babcock and Browns
communicating directly to staff, bypassing the normal IR for structural separation of the company. The
channels. Government and Comreg are examining the plans,
Comreg have appointed a number of consultants to look
Management Changes at the issues. The CWU have also commissioned an
100 independent study of the issue to be published shortly,
There have been further significant changes to the senior the ESOP will also be examining the matter through the
management team, Andy McLeod and Peter Tarrant left appointment of their own advisors.
the company, Peter Cross was appointed as CFO, Tony
Olthof appointed as Group HR Director in March, Jim Pay
Foley appointed as Deputy HR Director and Grainne
O’Boyle was appointed as Head of Employee Relations. Towards 2016
Paul Reid appointed as interim Director of Wholesale The Towards 2016 agreement on pay concludes in
Networks pending the completion of Project Tiger. eircom in August 2008 with the final phase payment
APPENDIX

2
(2.5%) due from 1st August 2008. the scope of the Conciliation & Arbitration Scheme the

eircom Ltd. Staff Side Panel


matter will be kept under review by the staff side.
The schedule and dates as they apply to eircom are as
follows:
Allowances

Annual Report – 2007


• 3% for the first six months (due 1st November
2006). Paid December 2006 Subsistence and Mileage
• 2% for the next nine months (due 1st May 2007). Agreement was reached regarding increases in the
Paid August 2007 above with effect from 1st July 2006. Claims have been
• 2.5% for next six months (due 1st February 2008). lodged for increases w.e.f. 1st July 2007, sub-groups of
Due March 2008 the council are considering these claims. To date no
• 2.5% for final six months (due 1st August 2008). agreement has been reached.

Given the difficulties experienced with payment of the


two recent phases of the agreement it is intended to JCC Diversity
lodge the claim for the final phase early, hopefully we The members of the JCC Diversity sub-committee and
can avoid the difficulties as outlined previously. In recent Work Life Balance Group are:
weeks the Government have invited the Social Partners
Carol Scheffer CWU 101
to talks on the next round of National pay increases,
Eugene Quinn PSEU
given the recent difficulties in the economy it is not likely Kevin Gaughran CPSU
that agreement will be easily reached. Stephen Lyons IMPACT
Brendan Moorhouse Staff Side Secretary
Change to Financial Year • Workplace Charter on Bullying and Harassment – a
The company recently issued a memo to the staff side revised charter signed off at sub-committee in
concerning the impact of the change on people on September 2007, awaiting formal sign off at
personal contracts. While in the main this issue is outside Council.
APPENDIX

2
• Skillnets/Positive 2 Work – eircom and the unions Voluntary Leaving Schemes
eircom Ltd. Staff Side Panel

are involved in a training initiative under the above Voluntary Leaving schemes continue to be offered across
program. This program involves approx. 40 a range of business areas, the company’s approach to
companies who are pooling resources in relation to these schemes has become very aggressive, firstly with
Annual Report – 2007

training. Stress management/ resilience training the staircase approach taken earlier in the year, which
workshops have been conducted. thankfully was removed from the agenda. However the
• Equal/Decision Path – A software tool to assist company have announced that any schemes going
managers relating to 8 HR policies is being forward will operate on reduced terms in comparison to
developed. Policies involved are - Dignity, what has applied heretofore. The company’s announced
Discipline Code, Grievance Procedure, Sick Leave, headcount reduction target of 900 over a three-year
Parental Leave, Maternity Leave, Force Majeure, period is certainly aggressive and the unions will need to
and Accidents at Work. be mindful of the impact of these schemes both on the
• Bereavement Leave – a claim for an amendment to members and the business going forward.
compassionate leave to include grandchildren and
brothers/sisters in law was lodged. Company eircom Restructuring and
disposed towards amending to include
Property Strategy
102 grandchildren. Others pose some difficulties re
existing definitions in legislation. Still under review. The construction of the new corporate headquarters is
• Definition of Spouse – a claim to extend the ongoing and completion is expected sometime in
definition of spouse to include same sex March. The company also announced plans to dispose
relationships was lodged. Implications under of approx. €300m worth of property around the country.
current legislation. Still under review.
Renewal of the eircom Scheme
Louise Doyle Diversity Manager resigned from company
in September 2007, to date no replacement appointed,
of Conciliation
Grainne O’Boyle has assumed responsibility for area. The Management Side put forward proposals to finalise
APPENDIX

2
the permanent scheme in February 2003. This matter is O’Rorke as a Trustee Director and the appointment of

eircom Ltd. Staff Side Panel


still on the agenda but has not yet been finalised. Gerry Cuirc to the Trust.

Increase in the Death in Service

Annual Report – 2007


Benefit Joint Conciliation Council
The Staff Side presented a claim for an increase in the Meetings
Death in Service Benefit in February 2003. The
Five meetings of the Joint Conciliation Council were held
Company took it away for consideration. At the
November 2003 JCC meeting the company indicated during the year.
that it was still awaiting Department of Finance Actuarial
17th April ’07
advice. This matter is awaiting finalisation.
22nd May ’07
11th July ’07
PixAlert Audit 23rd July ’07
The company informed the staff side of their intention to 15th February ’08
conduct a further audit of PCs. This matter will be kept 103
under review by the Staff side. Chairman
Grainne O’Boyle replaced Jim Foley as Chairperson
ESOP
The ESOP distributed shares worth approx. €125m to Management Side Secretary
participants in 2007 (€80m in June, €45.7 in November).
Mairead Ryan was replaced as management side
It is expected that further distributions will be made as
follows 2008 -€70m, 2009 - €70m. The panel also met secretary, this role has been performed during the year
to consider and approve the replacement of Paul by Peter Cawley and Eugene Wilson.
APPENDIX

2
Management Side Team • Claim for a 2% increase in basic pay from 1st May
eircom Ltd. Staff Side Panel

2007, for all grades comprehended by the scheme


The management side team comprises of Tony Olthof,
Jim Foley, Grainne O’Boyle, Peter Cawley and Eugene in line with the terms of the Towards 2016 National
Wilson. Agreement.
Annual Report – 2007

• Claim for a 2.5% increase in basic pay from 1st


Staff Side Panel February 2008, for all grades comprehended by
The Panel Officers appointed at the Annual Meeting the scheme in line with the terms of the Towards
2007 were: 2016 National Agreement.
Mr. J. Barrett, Chairperson / PSR,
Mr. K. Gaughran, Deputy Chairperson, Agreed Reports Issued 2007
Mr. B. Moorhouse, Secretary.
• AR 602 – Increase in Mileage Rates from 1st July
The panel met on 7 occasions during the year; ’06
17th April ’07 • AR 603 – Increase in Subsistence Rates from 1st
22nd May ’07 July ’06
11th July ’07 • AR 604 – Towards 2016 – 2nd Phase – from 1st
104 23rd July ’07 May ’07.
5th February ’08
11th February ’08
15th February ’08 HR Circulars issued
The following HR Circulars were issued during the year:
Claims Lodged 2007/8
• Claim for a review of Subsistence Allowances from • 03/08 On Call and Call Out Allowances
1st July 2007 • 02/08 Saturday Attendance Allowance
• Claim for a Review of Mileage Rates from 1st July • 01/08 Revised Payscales
2007. • 19/07 Christmas & New Year Arrangements
APPENDIX

2
• 18/07 Payroll Arrangements Christmas 2007

eircom Ltd. Staff Side Panel


• 17/07 Revised Payscales
• 11/07 Special Olympics
• 10/07 Revised Mileage Rates

Annual Report – 2007


• 08/07 Revised Subsistence Rates
• 06/07 On Call and Call Out Allowances
• 05/07 Saturday Attendance Allowance
• 04/07 Intoxicants at Work Policy
• 02/07 St. Patrick’s Day Arrangements
• 01/07 Sick Leave & Public Holidays
In conclusion I would like to convey to the General
Officers, Panel Representatives and Head Office Staff of
the respective Unions a very sincere thanks on behalf of
the Panel for their work and support during the year.
Brendan Moorhouse
Secretary 105
25th February 2008
APPENDIX

106
APPENDIX

3
Revised Pay Scales

Revised Pay Scales


ACCOUNTANT ACCOUNTANT LEVEL 6 Contd
Scale at Revised
01/11/2006 01/05/2007 Scale at Revised
€ € 01/11/2006 01/05/2007
€ €
55,118 56,220
56,717 57,851 49,630 50,623
58,323 59,489 * Efficiency Barrier *** 51,369 52,396
59,932 61,131 53,171 54,234
61,537 62,768
54,894 55,992
63,135 64,698
64,746 66,041 56,708 57,842
66,351 67,678 58,257 59,422
ACCOUNTANT LEVEL 6
Scale at Revised
ASSISTANT ENGINEER-IN-CHIEF 107
01/11/2006 01/05/2007 Scale at Revised
€ € 01/11/2006 01/05/2007
€ €
34,180 34,864
37,240 37,985 74,223 75,707
41,669 42,502 75,760 77,275
43,153 44,016
77,298 78,844
44,545 45,436
46,135 47,058 78,835 80,412
47,828 48,785, 80,375 81,983
APPENDIX

3
ASSISTANT PRINCIPAL ASSISTANT STAFF ENGINEER
Scale at Revised
Scale at Revised
01/11/2006 01/05/2007
01/11/2006 01/05/2007
€ €
€ €
55,118 56,220
55,118 56,220
Revised Pay Scales

56,717 57,851
56,717 57,851 58,323 59,489
58,323 59,489 59,932 61,131
59,932 61,131 61,537 62,768
61,537 62,768 63,135 64,398
64,746 66,041
63,135 64,398
66,351 67,678
64,746 66,041 CASUAL WATCHMAN
66,351 67,678 Scale at Revised
01/11/2006 01/05/2007
ASSISTANT SOLICITOR € €
Scale at Revised (Hourly) 9.87 10.07
01/11/2006 01/05/2007 CHIEF INSPECTOR OF STORES
108 € €
Scale at
01/11/2006
Revised
01/05/2007
39,622 40,414 € €
42,053 42,894 47,579 48,531
44,125 45,008 48,792 49,768
46,202 47,126 49,994 50,994
50,451 51,460 51,194 52,218
52,412 53,460
51,469 52,498
53,626 54,699
52,708 53,762 54,856 55,953
54,095 55,177 56,088 57,210
APPENDIX

3
CHIEF NIGHT SUPERVISOR CHIEF SUPERVISOR
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €

39,205 39,989

Revised Pay Scales


39,205 39,989
39,879 40,677
39,879 40,677
40,552 41,363
40,552 41,363
41,228 42,053
41,228 42,053
41,902 42,740
41,902 42,740 CHIEF TELECOMMUNICATIONS DRAUGHTSMAN
CHIEF STORES SUPERINTENDENT Scale at Revised
01/11/2006 01/05/2007
Scale at Revised € €
01/11/2006 01/05/2007
€ € 46,656 47,589
47,518 48,468
41,370 42,197
48,379 49,347
42,483 43,333
49,220 50,204
109
43,596 44,468
50,080 51,082
44,699 45,593
50,927 51,946
45,822 46,738 CLEANER PART-TIME
46,958 47,897 Scale at Revised
01/11/2006 01/05/2007
48,081 49,043 € €
49,222 50,206 At entry (Hourly) 11.54 11.77
50,343 51,350 After 5 years (Hourly) 11.95 12.19
APPENDIX

3
CHIEF STORES SUPERINTENDENT CHIEF TELECOMMUNICATIONS DRAUGHTSMAN
Scale at Revised
Scale at Revised 01/11/2006 01/05/2007
01/11/2006 01/05/2007 € €
€ €
46,656 47,589
Revised Pay Scales

41,370 42,197 47,518 48,468


42,483 43,333 48,379 49,347
49,220 50,204
43,596 44,468
50,080 51,082
44,699 45,593 50,927 51,946
45,822 46,738 CLEANER PART-TIME
Scale at Revised
46,958 47,897 01/11/2006 01/05/2007
€ €
48,081 49,043
At entry (Hourly) 11.54 11.77
49,222 50,206
After 5 years (Hourly) 11.95 12.19
50,343 51,350 CRAFTSMAN
110 CHIEF SUPERVISOR Scale at
01/11/2006

Revised
01/05/2007

Scale at Revised
01/11/2006 01/05/2007 565.65 576.96
€ €
578.07 589.63
39,205 39,989 584.83 596.53
39,879 40,677 590.20 602.00
40,552 41,363 600.02 612.02
608.05 620.21
41,228 42,053
614.50 626.79
41,902 42,740 621.12 633.54
APPENDIX

3
CUSTOMER OPERATIONS TECHNICIAN I CUSTOMER OPERATIONS TECHNICIAN 11 Contd
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
599.78 611.78 600.02 612.02

Revised Pay Scales


609.00 621.18 609.00 621.18
617.88 630.24 617.88 630.24
627.41 639.96 627.41 639.96
635.44 648.15 635.44 648.15
644.70 657.59 644.70 657.59
657.42 670.57 657.42 670.57
669.50 682.89 667.64 680.99
679.12 692.70 677.46 691.01
695.10 709.00 CUSTOMER SERVICE REPRESENTATIVE
703.98 718.06 Scale at Revised
01/11/2006 01/05/2007
712.26 726.51 € €
720.62
728.86
735.03
743.44
17,402
18,281
17,750
18,647
111
737.39 752.14 19,190 19,574
CUSTOMER OPERATIONS TECHNICIAN 11 20,106 20,508
Scale at Revised
01/11/2006 01/05/2007
21,066 21,487
€ € 22,021 22,461
565.65 576.96 23,459 23,928
578.07 589.63 24,895 25,393
584.83 596.53 26,331 26,858
590.20 602.00 27,769 28,324
APPENDIX

3
CUSTOMER TEAM LEADER DEPUTY CHIEF STORES SUPERINTENDENT Contd
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
37,962 38,721 39,580 40,372
Revised Pay Scales

38,747 39,522 40,250 41,055


39,483 40,273 40,936 41,755
40,205 41,009 41,616 42,448
40,923 41,741 42,284 43,130
41,639 42,472 DRIVING INSTRUCTOR
Scale at Revised
42,347 43,194 01/11/2006 01/05/2007
43,078 43,940 € €

DATA PROCESSING MANAGER 423.63 432.10


Scale at Revised 440.45 449.26
01/11/2006 01/05/2007 454.76 463.86
€ €
475.01 484.51
70,504 71,914
494.53 504.42
112 72,271
74,044
73,716
75,525
514.19 524.47
527.28 537.83
75,811 77,327
540.95 551.77
77,579 79,131
553.47 564.54
79,349 80,936 566.48 577.81
DEPUTY CHIEF STORES SUPERINTENDENT 581.54 593.17
Scale at Revised
01/11/2006 01/05/2007 596.36 608.29
€ € 612.30 624.55
38,212 38,976 634.90 647.60
38,886 39,664 689.55 703.34
APPENDIX

3
EIRCOM STORES SALES CONSULTANT ENGINEERING MANAGER
Scale at Revised
Scale at Revised
01/11/2006 01/05/2007
01/11/2006 01/05/2007
€ €
€ €
45,836 47,211
17,776 18,132

Revised Pay Scales


46,901 48,308
19,437 19,826
47,954 49,393
20,822 21,238 48,982 50,451
22,060 22,501 49,970 51,469
ENGINEERING EXECUTIVE 51,173 52,708
Scale at Revised 52,519 54,095
01/11/2006 01/05/2007
€ € ENGINEERING SUPERINTENDENT
Scale at Revised
34,180 34,864 01/11/2006 01/05/2007
€ €
37,240 37,985
40,910 42,137
41,669 42,502
41,496 42,741
43,153 44,016
44,545 45,436
42,082
42,700
43,344
43,981
113
46,135 47,058
43,293 44,592
47,828 48,785
43,878 45,194
49,630 50,623 44,499 45,834
*Efficiency Barrier *** 51,369 52,396 45,083 46,435
53,171 54,234 45,707 47,078
54,894 55,992 46,291 47,680
56,708 57,842 46,908 48,315
58,257 59,422 47,501 48,926
APPENDIX

3
ENGINEERING MANAGER EXECUTIVE ENGINEER
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ €
€ €
34,180 34,864
47,211 48,155
37,240 37,985
Revised Pay Scales

48,308 49,274
41,669 42,502
49,393 50,381 43,153 44,016
50,451 51,460 44,545 45,436
51,469 52,498 46,135 47,058
52,708 53,762 47,828 48,785
54,095 55,177 49,630 50,623
ENGINEERING SUPERINTENDENT *Efficiency Barrier *** 51,369 52,396
Scale at Revised 53,171 54,234
01/11/2006 01/05/2007 54,894 55,992
€ €
56,708 57,842
42,137 42,980 58,257 59,422
42,741 43,596 FACTORY OVERSEER
114 43,344
43,981
44,211
44,861
Scale at
01/11/2006

Revised
01/05/2007

44,592 45,484 50,459 51,468
45,194 46,098 51,337 52,364
45,834 46,751 52,191 53,235
53,054 54,115
46,435 47,364
53,956 55,035
47,078 48,020
54,856 55,953
47,680 48,634 55,736 56,851
48,315 49,281 56,623 57,755
48,926 49,905 57,306 58,452
APPENDIX

3
FOREMAN GRADE I INSTALLER
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
44,125 45,008
565.65 576.96
44,760 45,655

Revised Pay Scales


45,382 46,290 578.07 589.63
45,995 46,915 584.83 596.53
46,606 47,538 590.20 602.00
47,193 48,137 600.02 612.02
FOREMAN GRADE 11
608.05 620.21
Scale at Revised
01/11/2006 01/05/2007 614.50 626.79
€ €
621.12 633.54
41,639 42,472
42,271 43,116 INSTALLER UNESTABLISHED
42,877 43,735 Scale at Revised
01/11/2006 01/05/2007
43,526 44,397 € €
44,125 45,008 515.90 526.22
INSPECTOR OF MECHANICAL TRANSPORT GRADE I
Scale at Revised
526.21 536.73 115
01/11/2006 01/05/2007 565.65 576.96
€ €
43,320 44,186 578.07 589.63
44,441 45,330 584.83 596.53
45,576 46,488 590.20 602.00
46,694 47,628 600.02 612.02
47,816 48,772
608.05 620.21
48,949 49,928
50,073 51,074 614.50 626.79
51,196 52,220 621.12 633.54
APPENDIX

3
JUNIOR OFFICER NATIONAL MANAGEMENT CENTRE
Scale at Revised TECHNICIAN Contd
01/11/2006 01/05/2007
€ € Scale at Revised
01/11/2006 01/05/2007
363.36 370.63 € €

368.52 375.89 45,539 46,450


Revised Pay Scales

373.69 381.16 46,675 47,609


378.85 386.43 47,814 48,770
397.30 405.25 48,308 49,274
NATIONAL MANAGEMENT CENTRE 49,393 50,381
TECHNICIAN 50,451 51,460
Scale at Revised NATIONAL PERFORMANCE GROUP
01/11/2006 01/05/2007
€ € TECHNICIAN
31,063 31,684 Scale at Revised
01/11/2006 01/05/2007
32,887 33,545 € €
34,718 35,412 31,063 31,684
36,543 37,274 32,887 33,545
116 37,962 38,721 34,718 35,412
38,747 39,522 36,543 37,274
39,483 40,273 37,962 38,721
40,205 41,009 38,747 39,522
40,923 41,741 39,483 40,273
41,639 42,472 40,205 41,009
42,347 43,194 40,923 41,741
43,078 43,940 41,639 42,472
43,340 44,207 42,347 43,194
44,441 45,330 Continued on next page
APPENDIX

3
NATIONAL PERFORMANCE GROUP NIGHT TELEPHONIST
TECHNICIAN Contd Scale at Revised
01/11/2006 01/05/2007
Scale at Revised
€ €
01/11/2006 01/05/2007
€ € 434.92 443.62

Revised Pay Scales


43,078 43,940 459.78 468.98
43,340 44,207 466.61 475.94
44,441 45,330 473.36 482.83
45,539 46,450 480.12 489.72
46,675 47,609 489.17 498.95
47,814 48,770 498.21 508.17
48,308 49,274 507.33 517.48
49,393 50,381 516.35 526.68
50,451 51,460 532.15 542.79
NIGHT TELEPHONE SUPERVISOR OPERATIONS CENTRE REPRESENTATIVE
Scale at Revised
Scale at Revised
117
01/11/2006 01/05/2007
01/11/2006 01/05/2007
€ €
€ €
34,906 35,604 At entry 19,336 19,723
35,771 36,486 After 3 months 20,319 20,725
36,629 37,362 22,354 22,801
37,491 38,241 24,385 24,873
38,349 39,116 26,416 26,944
39,205 39,989 27,769 28,324
APPENDIX

3
OPERATIONS CENTRE LEADER OVERSEER Contd
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
37,962 38,721 33,842 34,857
38,748 39,523
Revised Pay Scales

34,555 35,592
39,483 40,273 35,275 36,333
40,205 41,009
35,979 37,058
40,922 41,740
36,704 37,805
41,639 42,472
37,415 38,537
42,346 43,193
38,134 39,278
43,079 43,941
OPERATOR SERVICES TEAM LEADER PART-TIME CUSTOMER SERVICE
Scale at Revised
REPRESENTATIVE
01/11/2006 01/05/2007 Scale at Revised
€ € 01/11/2006 01/05/2007
33,889 34,906 € €

34,729 35,771 (Hourly) 8.89 9.07


118 35,562 36,629 (Hourly) 9.34 9.53
36,399 37,491 (Hourly) 9.81 10.00
37,232 38,349 (Hourly) 10.28 10.48
38,063 39,205 (Hourly) 10.77 10.98
OVERSEER (Hourly) 11.25 11.48
Scale at Revised (Hourly) 11.99 12.23
01/11/2006 01/05/2007
€ € (Hourly) 12.72 12.98
33,842 34,857 (Hourly) 13.46 13.73
34,555 35,592 (Hourly) 14.19 14.48
APPENDIX

3
PART-TIME EIRCOM STORES PART-TIME TELESALES AND SERVICE
SALES CONSULTANT REPRESENTATIVE GRADE 11
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
(Hourly) 8.74 8.91 14.19 14.48

Revised Pay Scales


Entry (Hourly)
(Hourly) 9.55 9.74 15.03
After 3 months (Hourly) 15.33
(Hourly) 10.23 10.44
(Hourly) 15.87 16.19
(Hourly) 10.84 11.06
(Hourly) 16.71 17.04
PART-TIME NIGHT TELEPHONIST
Scale at Revised (Hourly) 17.55 17.90
01/11/2006 01/05/2007 (Hourly) 18.39 18.76
€ €
(Hourly) 12.07 12.31 PART-TIME TELESALES AND SERVICE
(Hourly) 12.80 13.06 REPRESENTATIVE GRADE 111
Scale at Revised
(Hourly) 14.88 15.18 01/11/2006 01/05/2007
PART-TIME RETAIL SALES CONSULTANT € €
Scale at Revised At entry (Hourly) 9.88 10.08
01/11/2006 01/05/2007
€ € After 3 months (Hourly) 10.38 10.59
(Hourly) 8.89 9.07 (Hourly) 11.42 11.65
119
(Hourly) 9.34 9.53 (Hourly) 12.46 12.71
(Hourly) 9.81 10.00 (Hourly) 13.5 13.77
(Hourly) 10.28 10.48
(Hourly) 14.19 14.48
(Hourly) 10.77 10.98
(Hourly) 11.25 11.48 PART-TIME TEMPORARY CUSTOMER
SERVICE EXECUTIVE
(Hourly) 11.99 12.23
Scale at Revised
(Hourly) 12.72 12.98 01/11/2006 01/05/2007
(Hourly) 13.46 13.73 € €
(Hourly) 14.19 14.48 (Hourly) 11.30 11.52
APPENDIX

3
PIP LEVEL 1 PLAN DESIGN TEAM MANAGER Contd
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
Minimum 19,296 19,682 37,043 37,784
Revised Pay Scales

Maximum 27,826 28,383 38,911 39,689


PIP LEVEL 2 40,011 40,811
Scale at Revised
01/11/2006 01/05/2007 41,122 41,944
€ €
42,217 43,061
Minimum 24,015 24,495
43,340 44,207
Maximum 31,468 32,097
44,441 45,330
PIP LEVEL 3
Scale at Revised 45,539 46,450
01/11/2006 01/05/2007 46,675 47,609
€ €
Minimum 30,020 30,620 47,814 48,770
PLAN DESIGN TEAM MANAGER
120 Maximum 43,104
PLAN DESIGN TEAM MANAGER
43,966
Scale at Revised
01/11/2006 01/05/2007
Scale at Revised € €
01/11/2006 01/05/2007
€ € 26,743 27,278
26,743 27,278 28,435 29,004
28,435 29,004 30,398 31,006
30,398 31,006 32,425 33,074
32,425 33,074 34,700 35,394
34,700 35,394 Continued on next page
APPENDIX

3
PLAN DESIGN TEAM MANAGER Contd POST OFFICE CLERK
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
37,043 37,784 400.02 408.02
415.31 423.62

Revised Pay Scales


38,911 39,689
40,011 40,811 428.57 437.14
41,122 41,944 447.28 456.23
42,217 43,061 465.46 474.77
43,340 44,207 483.56 493.23
495.68 505.59
44,441 45,330
508.34 518.51
45,539 46,450
519.93 530.33
46,675 47,609
531.98 542.62
47,814 48,770
545.91 556.83
PLAN DESIGN TEAM MEMBER
559.73 570.92
Scale at Revised
01/11/2006 01/05/2007 574.47 585.96

39,289

40,075
595.25 607.16 121
645.68 658.59
39,951 40,750 PRINCIPAL
40,614 41,426 Scale at Revised
01/11/2006 01/05/2007
41,275 42,101 € €
41,936 42,775 74,223 75,707
42,599 43,451 75,760 77,275
43,265 44,130 77,298 78,844
43,924 44,802 78,835 80,412
44,587 45,479 80,375 81,983
APPENDIX

3
RETAIL SALES CONSULTANT SENIOR CHIEF NIGHT SUPERVISOR
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ €
€ €
42,171 43,014
17,402 17,750
43,049 43,910
Revised Pay Scales

18,280 18,646 43,926 44,805


19,190 19,574 44,794 45,690
20,106 20,508 45,681 46,595
21,066 21,487 46,557 47,488
22,021 22,461 SENIOR CHIEF SUPERVISOR
Scale at Revised
23,459 23,928 01/11/2006 01/05/2007
€ €
24,895 25,393 42,171 43,014
26,331 26,858 43,049 43,910
27,769 28,324 43,926 44,805
SENIOR ASSISTANT SOLICITOR 44,794 45,690
Scale at Revised 45,681 46,595
122 01/11/2006

01/05/2007

46,557
SENIOR NIGHT TELEPHONIST
47,488

55,118 56,220 Scale at Revised


01/11/2006 01/05/2007
56,716 57,850 € €
58,323 59,489 557.75 568.91
59,931 61,130 572.02 583.46
61,537 62,768 586.21 597.93
600.46 612.47
63,136 64,399
614.82 627.12
64,744 66,039 629.18 641.76
66,351 67,678 643.47 656.34
APPENDIX

3
SENIOR TECHNICAL OFFICER SENIOR TELECOMMUNICATIONS
Scale at Revised DRAUGHTSMAN
01/11/2006 01/05/2007 Scale at Revised
€ € 01/11/2006 01/05/2007
679.12 692.70 € €
41,759 42,594

Revised Pay Scales


695.10 709.00
42,727 43,582
703.98 718.06
43,711 44,585
712.26 726.51
44,682 45,576
720.62 735.03
45,676 46,590
728.86 743.44
46,656 47,589
743.13 757.99
SENIOR TELEPHONIST
752.12 767.16 Scale at Revised
773.15 788.61 01/11/2006 01/05/2007
€ €
778.90 794.48 557.75 568.91
SENIOR TECHNICIAN 572.02 583.46
Scale at Revised
01/11/2006 01/05/2007 586.21 597.93

671.82

685.26
600.46
614.82
612.47
627.12
123
679.12 692.70 629.18 641.76
695.10 709.00 643.47 656.34
703.98 718.06 SERVICES OFFICER
712.26 726.51 Scale at Revised
01/11/2006 01/05/2007
720.62 735.03 € €
728.86 743.44 417.00 425.34
743.13 757.99 432.91 441.57
746.40 761.33 Continued on next page
APPENDIX

3
SERVICES OFFICER Contd STORES SUPERINTENDENT
Scale at Revised
Scale at Revised
01/11/2006 01/05/2007
01/11/2006 01/05/2007
€ €
€ €
22,105 22,547
447.56 456.51
Revised Pay Scales

22,983 23,443
463.10 472.36 23,729 24,204
478.81 488.39 24,787 25,283
494.94 504.84 25,802 26,318
507.34 517.49 26,811 27,347
27,509 28,059
519.78 530.18
28,226 28,791
532.22 542.86 28,878 29,456
544.57 555.46 29,565 30,156
569.09 580.47 30,343 30,950
31,118 31,740
STAFF ENGINEER
31,953 32,592
124 Scale at
01/11/2006
Revised
01/05/2007 33,132 33,795
€ €
35,983 36,703
66,351 67,678 STUDENT ENGINEER GRADE I
Scale at Revised
68,278 69,644 01/11/2006 01/05/2007
€ €
70,190 71,594
345.96 352.88
72,109 73,551
350.22 357.22
74,028 75,509 357.22 364.36
75,938 77,457 359.80 367.00
APPENDIX

3
STUDENT ENGINEER GRADE 11 TECHNICAL OFFICER
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
340.93 347.75 29,356 29,943

Revised Pay Scales


341.50 348.33 31,662 32,295
344.01 350.89 33,960 34,639
347.35 354.30 37,962 38,721
350.22 357.22 38,747 39,522
357.22 364.36 39,483 40,273
359.80 367.00 40,205 41,009
SUPERINTENDENT GRADE 11 40,923 41,741
Scale at Revised 41,639 42,472
01/11/2006 01/05/2007
€ € 42,347 43,194
39,955 40,754 43,078 43,940
40,775 41,591 TECHNICAL TEAM LEADER
Scale at Revised
41,602
42,424
42,434
43,272
01/11/2006

01/05/2007

125
43,261 44,126 26,743 27,278
44,088 44,970 28,435 29,004
TECHNICAL OFFICER 30,398 31,006
Scale at Revised 32,425 33,074
01/11/2006 01/05/2007
€ € 34,700 35,394
22,446 22,895 37,043 37,784
24,748 25,243 38,911 39,689
27,054 27,595 Continued on next page
APPENDIX

3
TECHNICAL TEAM LEADER Contd TELECOM EXECUTIVE V1 (A.O.) Contd
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €
40,011 40,811 44,125 45,008
41,122 41,944 46,202 47,126
Revised Pay Scales

42,217 43,061 50,451 51,460


43,340 44,207 51,469 52,498
44,441 45,330 52,708 53,762
45,539 46,450 54,095 55,177
46,675 47,609 TELECOM EXECUTIVE V11
Scale at Revised
47,814 48,770 01/11/2006 01/05/2007
TELECOM EXECUTIVE V1 € €
Scale at Revised 26,743 27,278
01/11/2006 01/05/2007
€ € 28,435 29,004
47,211 48,155 30,398 31,006
48,308 49,274 32,425 33,074
34,700 35,394
126 49,393 50,381
37,043 37,784
50,451 51,460
38,911 39,689
51,469 52,498
40,011 40,811
52,708 53,762
41,122 41,944
54,095 55,177
42,217 43,061
TELECOM EXECUTIVE V1 (A.O.) 43,340 44,207
Scale at Revised
01/11/2006 01/05/2007 44,441 45,330
€ € 45,539 46,450
39,622 40,414 46,675 47,609
42,053 42,894 47,814 48,770
APPENDIX

3
TELECOM EXECUTIVE V111 TELECOM OFFICER 11
Scale at Revised
01/11/2006 01/05/2007 Scale at Revised
€ € 01/11/2006 01/05/2007
€ €
37,962 38,721
38,747 39,522 417.00 425.34

Revised Pay Scales


39,483 40,273 432.91 441.57
40,205 41,009 447.56 456.51
40,923 41,741
463.10 472.36
41,639 42,472
42,347 43,194 478.81 488.39
43,078 43,940 494.94 504.84
TELECOM OFFICER 1 507.34 517.49
Scale at Revised
01/11/2006 01/05/2007 519.78 530.18
€ €
532.22 542.86
423.63 432.10
440.45 449.26 544.57 555.46
454.76 463.86 569.09 580.47
475.01 484.51 TELECOM OPERATIVE
494.53 504.42 Scale at Revised
127
514.19 524.47 01/11/2006 01/05/2007
527.28 537.83 € €

540.95 551.77 Less than 2 years’ 514.24 524.52


continuous service
553.47 564.54
Over 2 years’ 538.56 549.33
566.48 577.81 continuous service
581.54 593.17 After 4 years’
596.36 608.29 continuous*service
542.88 553.74
612.30 624.55 Continuous (confined service in the grades of Temporary Labourer
634.90 647.60 and Quasi-Permanent Labourer

689.55 703.34 Temporary Telecom Operative and Telecom Operative)


APPENDIX

3
TELECOMMUNICATIONS DRAUGHTSMAN TELEPHONE SUPERVISOR
GRADE 1
Scale at Revised Scale at Revised
01/11/2006 01/05/2007 01/11/2006 01/05/2007
€ € € €

39,202 39,986 34,906 35,604


Revised Pay Scales

39,802 40,598 35,771 36,486


40,586 41,398
41,359 42,186 36,629 37,362
42,134 42,977 37,491 38,241
42,908 43,766 38,349 39,116
43,632 44,505
39,205 39,989
TELECOMMUNICATIONS DRAUGHTSMAN
GRADE 11 TELEPHONE TRAFFIC SUPERINTENDENT
Scale at Revised GRADE 11
01/11/2006 01/05/2007
€ € Scale at Revised
539.03 549.81 01/11/2006 01/05/2007
€ €
553.74 564.81
40,666 41,479
128 571.04
588.91
582.46
600.69 41,843 42,680
606.99 619.13 43,006 43,866
624.98 637.48
44,171 45,054
642.85 655.71
661.06 674.28 45,342 46,249
678.88 692.46 46,530 47,461
697.06 711.00 47,719 48,673
715.05 729.35
48,917 49,895
732.20 746.84
751.21 766.23 50,102 51,104
APPENDIX

3
TELEPHONIST TELESALES AND SERVICE REPRESENTATIVE
Scale at Revised GRADE 11
01/11/2006 01/05/2007
Scale at Revised
€ €
01/11/2006 01/05/2007
419.11 427.49 € €
430.30 438.91

Revised Pay Scales


27,769 28,324
434.92 443.62 29,410 29,998
459.78 468.98 31,051 31,672
466.61 475.94 32,694 33,348
473.36 482.83 34,340 35,027
480.12 489.72 35,983 36,703
489.17 498.95 TELESALES AND SERVICE REPRESENTATIVE
498.21 508.17 GRADE 111
507.33 517.48 Scale at Revised
01/11/2006 01/05/2007
516.35 526.68 € €
532.15 542.79 19,336 19,723
At entry
TELESALES AND SERVICE REPRESENTATIVE
20,318 20,724
GRADE 1
Scale at Revised
After 3 months
12,666 22,800
129
01/11/2006 01/05/2007 13,817 24,873
€ €
35,983 36,703 14,968 26,944
37,165 37,908 15,734 28,324
38,348 39,115
39,527 40,318 TEMPORARY CUSTOMER SERVICE EXECUTIVE
Scale at Revised
40,710 41,524 01/11/2006 01/05/2007
41,894 42,732 € €
43,078 43,940 423.63 432.10
APPENDIX

3
TEMPORARY SERVICES OFFICER TRAINEE CUSTOMER OPERATIONS
Scale at Revised TECHNICIAN 11
01/11/2006 01/05/2007 Scale at Revised
€ € 01/11/2006 01/05/2007
€ €
417.00 425.34
388.62 396.39
Revised Pay Scales

432.91 441.57 399.08 407.06


447.56 456.51 409.80 418.00
463.10 472.36 421.15 429.57
478.81 488.39 464.65 473.94
494.94 504.84
507.34 517.49
519.78 530.18
532.22 542.86
544.57 555.46
569.09 580.47
130 TEMPORARY TELECOM OPERATIVE
Scale at Revised
01/11/2006 01/05/2007
€ €

On Appointment 464.65 473.94


After 2 years 489.19 498.97
continuous*service
After 4 years 493.33 503.20
continuous*service

* Continuous (combined service in the grades of Temporary Labourer and


Temporary Telecom Operative