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
definitively state that we are the voice of the workers in
the mobile Communications industry.
The other key area where we must continue to
organise is in the call centre arena or what is known as
the new “Sweat Shops”. We have had some success in
that area as you will see from the organising report but
with the proliferation of those centres we will have to
Introduction
dedicate considerable resources in the coming years if
we are to make the inroads that those workers
deserve.
The main black spot in the sector is British Telecom
who continues to frustrate our efforts to achieve
recognition for our members. In circumstances where
British Telecom recognise CWU UK members in
2 Northern Ireland and where British Telecom claims that
it runs an “All Ireland” operation, we have no option but
to view their actions as discriminatory and one could
be forgiven if they construed those actions as anti-Irish
and a new form of British imperialism.
At Conference 2006 the Union attempted to address a
significant number of issues by passing Supplementary
Report No. 1 which set out to responsibly advance the
objectives set out within the Report. Since then a
number of considerable changes within eircom have
occurred which could not have been envisaged at that
time.
The Company has again been taken into private
ownership following a co-offerer bid by the Employee
Share Ownership Trust and the Australia company
Babcock and Brown with the ESOP increasing it
interest in the business to a 35% stake. As a
consequence the business is now heavily in debt and
subject to extensive scrutiny from its financial backers,
particularly in relation to financial performance and
strategic direction. One of the consequences of the
sale is that almost all the former senior executives and
quite a few senior managers left the Company.
Babcock and Brown appointed their own management
team to analyse the business and plan a strategic
direction. As a direct consequence no proper
engagement took place with the Unions and no new
business initiatives were taken for a considerable
period of time. While a strategic vision was given by
the Company to the Telecom Executive in March 2007,
any thoughts of proper engagement and dialogue
through partnership quickly disappeared with the stand
taken by the Company on the payment of the National
Wage Agreement. Each National Agreement contain
restrictive clauses regarding pay claims in excess of
the terms of those agreement, and therefore it is very

difficult to improve the pay and conditions for our
members. At the same time the business continues to
require changes to allow it reorganise its operation and
respond to industry demands and intensive
competition. Nobody could have anticipated the
dramatic changes that have occurred since
Conference 2006 and how these would impact on how
we do our business and on the priorities we set for
ourselves at that time.
The regulatory environment remains very challenging
with the constant drive for so called competition at
almost any price to the incumbent. Those regulatory
policies allied to the failure of Government to agree a
coherent and cohesive telecommunications strategy
for Ireland has led to the position where capital
investment and network development only happen
where there is at least some prospect of a return to the
shareholders. Failure to invest in the network and in
new generation technologies with a particular
emphasis in fibre, will damage the National economy
and will make it extremely difficult for the business to
provide decent customer services.
The long term Company agenda is still unclear, and
while the issues of new services like VOIP, IPTV, greater
bandwidth, NGN etc. need clearly defined strategies,
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1
the energies of Babcock and Brown seem to be solely
focused on the separation of the network and retail
functions with the disposal of key assets such as the
recently purchased Meteor Mobile. This critical issue
will need very serious examination by your Union
before we make any decisions as to whether we
support the process or not and our only consideration
must be the long term viability of the jobs, pay and
Introduction
conditions of our members.
Once again the partnership structures have come
under heavy scrutiny during the past two years with the
change agenda since the LRC agreement being
handled directly through the IR process rather than
partnership. Under that agreement once more we are
obliged to carry out a review of the partnership model
and we will have the opportunity at Conference for
Branches to express their views before the review is
3
finalised in June 2008. Whatever the result of that
process, we must develop a way to ensure the
involvement of our elected Branch representatives.
As the voice of telecommunications workers on this
island we will continue to face tough agendas on your
behalf .That we have done so successfully is a tribute
to all of you and your predecessors who have given so
unselfishly for so long. I look forward at this conference
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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

Overview
For a considerable period of time we have been trying
to establish the future strategic direction of eircom in
relation to key investment decisions. This information is
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
doubt in anybody’s mind that there is an urgent need
for the company to invest in its existing networks as
well as investing in next generation technologies if the
company is to be successful into the future. While we
all accept that the company’s future success is
necessary to maintain protect and improve our lot, there
is little doubt that those investment decisions will
impact on the day to day work that many of our
members carry out. As a result of the attached
presentations, the Union will shortly begin to engage
with the company on how these new programmes will
be implemented, what the impact will be on our
individual members and on what opportunities the
company’s investment plan presents for the Union
membership in eircom as a whole. We will also be
discussing with the company how this agenda can best
be facilitated along with the Union’s agenda.
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1
The following information, which is a summary of the
various presentations, should give each of you a better
feel for the future direction of the company.
Background
Overview
On the 21st of March a joint workshop was held in
order to provide, among other things, an overview of
the current and future trends within the telecoms
market in Ireland. Specifically, the purpose of the
workshop was to:
➣ Update participants on current issues and
challenges 5
➣ Act as a forum for information sharing
➣ Increase understanding of strategic
choices
The attendance included the CEO Rex Comb and
members of his executive and senior management
teams. The CWU participation was lead by the G.S.
Steve Fitzpatrick and included the D.G.S., National
CHAPTER
1
Officers, National Co-ordinators and the members of
the Telecoms Sectoral Executive. Following “words of
welcome” and introductions from both leaders, the
workshop commenced. It extended over approximately
five hours and during this period a colossal amount of
information was shared and commented on. The
following is a brief summary of the various
presentations and key messages, which were delivered
on the day by the CEO and his senior executive team.
Overview
Introduction and
Presentation 1
In beginning the presentations the CEO, Rex Comb,
set out the “context” under the broad headings as
6 follows:
1. “State of the Nation”/ Financial Overview
2. Key Strategic Programmes.
At the commencement of his input the CEO outlined
some financial commitments and the fundamental
need to maintain earnings from Fixed Line at several
hundred million € per annum for the foreseeable
future. In parallel with this aim, a capital expenditure
programme would be rolled out across a broad range
of technologies and services and would, over the next
three years, cost several hundred million Euro. These
two pivotal corporate objectives would be achieved by
a high level strategy consisting of:
➣ Growing revenue whilst
containing/reducing costs
➣ Targeting Capital expenditure and
optimising corporate finance
The CEO went on to give some details as to how these
aims could be achieved but stressed that the Fixed
Line costs could not grow by more than the revenue
growth, and that this would invariably require a
reduction in costs, both pay and non-pay. In
elaborating on this matter the CEO made the point that
while the number of employees had declined by nearly
40% since 2001, the overall pay bill had fallen only
marginally.
In turning to the Broadband Market the CEO confirmed
that the target of 500,000 subscribers, on the eircom
network, by December 2007 would be achieved early
and this represented a significant corporate milestone.
He added however that whilst it was expected that the
number of Broadband customers would continue to
grow, the average revenue per broadband customer
would decline and this decreasing margin would flow

from a combination of regulation and increasingly
aggressive competition. It was further expected that
the competition from “cable” would be particularly
challenging in the centres of major population, and that
this potential threat to eircom’s revenue base would
demand innovative solutions.
The CEO then went on to present some detail on the
excellent performance of Meteor and its increasing
market share as the 3rd Mobile operator. Figures were
also provided as to the cost implications associated
with the acquisition of the last 3G licence.
In concluding this part of his presentation the CEO
stressed that the overriding priority for the Fixed Line
Business was Customer Service. He reiterated that top
quality customer service was not just a “nice to have”
but was a “must have” if eircom was to maximise the
benefits from a dynamic and ever changing
marketplace. In this context there was an absolute
imperative to create a customer centric organisation
through a combination of productivity enhancement,
infrastructure performance and process effectiveness.
This would require “new things” to be done and “old
things” to be done in different ways across broad
swathes of the Fixed Line organisation.
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1
Key Strategic Programmes –
Presentation 2
In opening on this section of his presentation the CEO
stated that a detailed and probing current state
analysis of the organisation had been conducted over
the previous nine months. This had resulted in,
following consideration by the Board and Senior
Management conferences, the adoption of a portfolio
Overview
of Eight Strategic Programmes (See below) which
would deliver a combination of shorter term
improvement and transformational growth. Each of the
eight programmes would have a sponsor from the
Executive Team who would have overall responsibility
to ensure delivery of the programme benefits. The
realisation of the expected benefits would accrue in the
short, medium and longer term and overall co-
7
ordination and governance of the various programmes
would reside within a Strategic Programme Office.
Key Strategic Programmes
➣ Mobilise the Company to achieve our goals.
➣ Deliver on our customer service targets.
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1
➣ Maximise efficiency and cost reduction.
➣ Deliver improvement through people.
➣ Drive Broadband and Next Generation
portfolio growth.
➣ Design and build our Next Generation
networks.
➣ Design and build our Next Generation
business and system architecture.
➣
Overview
Drive growth in our mobile business.
In concluding on this section the CEO reiterated the
criticality of the eight programmes and their potential
to transform the organisation, thus securing eircom’s
competitiveness and prosperity into the future.
8 Network Operations –
Presentation 3
Strategic Challenges Facing Network
Operations
The financial year just ended has been an
extremely challenging one for Network
Operations:
Operating volumes: -
Operating volumes have increased significantly from
the previous year driven mainly by market demand for
broadband service, PSTN service arising from the
continuing strong housing growth throughout the
country. This strong demand has arisen from both the
Retail market and the Wholesale market. In addition,
volumes of faults have been significantly higher than
the previous year driven by a number of severe storms
throughout the year. Our network, particularly our
overhead network is vulnerable to severe weather
conditions.
Service Levels:-
While our service performance for service delivery has
improved throughout the year there are a number of
key areas where our service did not meet target. This is
mainly on repair for both PSTN and DSL services and
has been driven by the volumes outlined above.
In the short and medium term future there are a
number of significant challenges facing us:
Network Performance
It will be necessary to invest in the network in order to
maintain network performance and make it more
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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

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

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

The deployment of next generation technology in
the network is driven mainly by:
➣ Product demand for greater bandwidth.
➣ Cost effective connectivity to meet major
customer migration to IP.
➣ Continued housing stock increase and
broadband demand.
➣ Competitive threat from cable.
➣
Demand from OAOs.
Allied to the planned network upgrade is the equally
important plan to design and build next business
generation and system architecture to enable the new
technology to be fully exploited to maximise the return
on investment. The current IT architecture serves a
legacy business model and has developed over time in
an “ad hoc” manner to meet new products and
processes. It is in some respects inflexible and
cumbersome. To address this the company must
deploy new business systems that support:
➣ New IP based products.
➣ Broadband customers and their PSTN
services.
➣ All new products.
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1
In either case, network or support architecture, it is not
simply a matter of rolling out the new and switching off
the old. For a considerable period both next
generation and legacy technology & systems will
continue to stand side by side in the network as a
controlled migration is managed.
Retail – Presentation 5
Overview
The Managing Director outlined the overall current
position regarding retail. He spoke of the challenge of
maintaining earnings in the fixed line business, which
would require:
➣ Aggressively defending traditional
revenues.
➣ Growing new wave revenues. 11
➣ Significantly restructuring and controlling
our retail cost base.
He said that maintaining high levels of winback in an
intensely competitive market is becoming increasingly
difficult even before the relaunch of the cable threat
scheduled from another major player (UPC) for this
Autumn. He added that more focus would be required
to reduce churn and this represented a key imperative
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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

Pay & LRC Findings
Pay
We have been used to lodging claims at Joint
Conciliation Council in order that our members would
receive the percentage increases recommended under
National Wage Agreements. The first phase of the
agreement Towards 2016 was paid in the normal way
via discussions at Joint Conciliation Council. We had
lodged a claim well in advance for the 2% payment due
on the 1st May 2007 under Towards 2016 Agreement.
It was obvious that some posturing within the Company
was taking place due to the lack of decision taking
pertaining to the claim. A number of Joint Conciliation
Council meetings were held where the Company
indicated that they were still considering the claim.
The National Executive decided at its meeting in May
(3rd 2007) after being briefed that the Company were
still considering their position on the claim to sanction
the holding of a ballot of the members for industrial
action, if confirmation of payment was not received by
the 22nd May 2007. Notwithstanding the delay it came
as a major surprise when the Company by way of
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2
senior management issued a “Memorandum of
Pay & LRC Findings
Understanding” document at the end of May to the
CWU Officials. A delegation met senior management
and told them that Union the could not and would not
be signing the said document. Notwithstanding our
stated position the Company reiterated that they would
not pay the outstanding phase of 2% due since the 1st
May 2007, unless the Union was willing to sign the
Memorandum of Understanding.
The National Executive decided on the 12th June 2007
to ballot all of its members in pursuit of full and timely
payments of outstanding amounts due to them under
Towards 2016. The other three Unions who make up 13
the Union’s staff side in eircom informed us that they
too were balloting their members for the same reason.
The result of the ballot for industrial action in eircom
was:
Total ballot polled 5200
Total number of votes cast 4501
Total number valid votes in favour of proposal 4351
Votes against the proposal 146
Spoiled votes 4
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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.

• The parties commit to all the provisions of the
Private Sector Pay Agreement contained in
Towards 2016.
• In this context also and in a spirit of partnership
the parties commit to uninterrupted operation of
the Partnership structures in eircom.
• The parties confirm to the commitments already
agreed and articulated in JCC Report No. 601.
• The parties commit fully to immediate and
constructive engagement at JCC, PSG and other
appropriate business unit a on the Company’s
change programmes and initiatives with a view to
prompt finalisation of agreement. The Union side
will respond ideally within 20 working days of
each proposal being tabled.
• The parties agree to immediately carry out a
review to improve the effectiveness of internal
Partnership structures, processes and
accountabilities with external support or the
assistance of the NCPP as may be agreed. This
review should be completed by 30th September
2007.
• The parties agree that in the context of the
company’s change programmes and initiatives,
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2
priority agreement is required, ideally by 31st
August 2007, on the precise details of operation
of the Resource Business or other similar unit for
the eircom group as may be agreed, as an
essential tool to re-assign, re-train and upskill
Pay & LRC Findings
displaced staff in line with the principles agreed
as part of the ‘Blue Book’.
• The parties agree that in the context of each
change programme, prompt engagement is
required to develop jointly solutions to the
significant staff impact issues which flow from
them, including those arising from the current
VR/VL scheme. The Parties commit to utilising all
necessary internal procedures in order to resolve
to finality any issue of disagreement which might
emerge. The parties agree also to utilise the
services of the LRC, in the case of genuinely 15
exceptional matters and circumstances if
necessary where disagreement persists following
the exhaustion of all internal procedures.
Towards 2016
The next phase of Towards 2016 of 2.5% was due on
the 1st February 2008. This claim was lodged on the
17th October 2007. Agreement was reached on the
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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

Mobile
Vodafone
Introduction
Mr Charles Butterworth was appointed Chief Executive
Officer of Vodafone, Ireland in late 2006. At meetings
with staff and representatives, Mr Butterworth set out
his vision for a Vodafone Ireland under a project called
Destination 2010. Mobile penetration has reached
120% in Ireland and despite this phenomenal growth in
the market the average revenue per user has
decreased. Under Destination 2010 Vodafone intend
to become a communications provider for mobile, fixed
line and broadband the objective of becoming the
ground breaking leader in the Telecommunications
market. The strategy is underpinned by the decision
by Vodafone Ireland to purchase Perlico, a Company
which is in the fixed line business.
Vodafone International
In Countries where Vodafone employees are members of
Trade Unions, Vodafone have good working relationships
with the Trade Unions. The same cannot be said of
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3
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
dismissed staff for joining the Communications Workers’
Union. We have given support to our colleagues in
South Africa through a campaign organised by UNI. As
part of this campaign the attended the Annual General
Mobile
Meeting of Vodafone shareholders in London and
highlighted the plight the CWU in South Africa. The CEO
for the region met a delegation from UNI and undertook
to open up a dialogue with the CWU in South Africa with
a view to resolving their issues.
17
Subsistence Increases and
Arrears
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
the subject of a Labour Court hearing. The Labour
Court recommended that further discussions should
take place on this matter at the Labour Relations
Commission and following those discussions the
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3
following recommendation was issued by the LRC.
(i) The Company should pay the outstanding
arrears.
(ii) The parties should negotiate an increase in the
current rates of subsistence having regard for the
increases in the Consumer Price Index.
Both the CWU and the Company accepted the
recommendations and following a meeting with the
Company the implementation of the recommendations
were agreed.
Mobile
Outsourcing of AD & M
In 2007 Vodafone decided to outsource its European
Application Development and Maintenance operations
in Europe to IBM and EDS, IBM was selected as the
outsourcing partner for Vodafone Ireland. Several
meetings took place between CWU, Impact and
Management teams from Vodafone and IBM. Staff
who transferred to IBM did so on a voluntary basis.
The following was agreed between the parties and are
contained in a local service agreement between
Vodafone Ireland and IBM.

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

model across Finance, Supply Chain and HR. The 17
majority owned Vodafone OpCo’s including Vodafone
Ireland will be impacted by this development. The
timescale for the completed project is 2010.Vodafone’s
Executive Committee have taken a decision to locate a
Vodafone Operations Centre in Hungary (VOCH) to
handle this part of the business. The VOCH will operate
as a shared service centre and will deliver new
common processes to all Vodafone OpCos and this will
release OpCo Finance/SCM/HR teams to focus on
value added activities while the VOCH will focus on
process improvement and control and is due to be
operational from September 2008. A Vodafone
Procurement Company (VPC) has also been set up in
Luxemburg and will be operational by April 2008.
Vodafone Ireland was due to go live sometime in mid
2009 but following a review of the timescales and the
fact that India is to be integrated into Evo in a unique
stream. This would allow Vodafone to put in process
controls to support India’s rapid growth and to use
Evo’s Core Business Model to facilitate India’s
integration into Vodafone, this has now resulted in a
revised implementation programme with Ireland going
live along with Egypt and Turkey in April 2010.
CHAPTER
3
Global Technology and
Terminals Functions
Global organisational changes have recently been
announced regarding Global Technology and Terminals
functions.
From 1 April 2008 each European OpCo’s Technology
and Terminals functions will report to the Global GT.
This new structure will ensure a consistency of
strategies and architectures and will achieve an
optimisation of costs across OpCos.
Mobile
The proposed operating model for these functions will
be based on a ‘Hub & Spoke’ structure, which will
ensure clear accountability & aligned objectives across
Europe. To facilitate this evolution, European CTOs will
report into the Global Technology organisation. In the
case of Vodafone Ireland the CTO will report into the
UK which will be a hub. There will be no other changes
19
at this stage to the reporting structure. All HR functions
will continue to be managed by local OpCo Human
Resources Departments.
At a meeting with the Company the Union raised a
number of questions regarding governance and
individual OpCo responsibilities due to the change.
It was stated that OpCo CTOs will continue to be
responsible for all currently delivered OpCo services
CHAPTER
3
and will retain responsibility for local quality,
deployment and budgets. However, the local CTO will
share within the Global function design responsibility
and implementation for the European Network
Evolution program. The local budgets will be managed
by individual markets and results will be maintained in
the local OpCos’ accounts.
Both functions will also preserve a local reporting
relationship to the OpCos and will be integrated in the
local governance bodies to ensure alignment with local
operational and commercial priorities.
Mobile
Merging of Admin and Agent
Support
The Company presented proposals to Partnership to
merge the Back Office support teams both Agent
20 Support and Admin. The reasons for this included
gaining some cost efficiencies within the Back Office
area, to provide a greater span of work and increase
multi-skilling and to achieve a more equitable sharing
of the workload across the existing teams. The
Company believe that when multi-skilling is achieved
this will lead to further efficiencies.
The merging will be phased in as follows:-
• Phase 1 – Merge Postpay Admin & Agent
Support with Prepay Admin to follow at a later
date.
• Phase 2 – As further efficiencies are rolled out –
decrease the team size (as per previous
proposals – redeployment to front line teams
managed via:
– Churn
– Voluntary process
– Attendance
– Performance
Transfer of Credit Management
Resourcing to Vodafone
Partnership was advised in November that following an
internal operations review Vodafone had decided to
manage the Credit Management function internally with
directly employed Vodafone employees. Up to then
employees in the Credit Management function
consisted of a mix between Vodafone and Rigney
Dolphin employees. It was agreed that to implement
this, the transfer must be treated as a Transfer of
Undertaking for the purposes of the European
Communities (Protection of Employees on Transfer of
Undertakings) Regulations 2003. Under the regulations
all the Rigney Dolphin employees engaged on Credit
Management work for Vodafone Ireland were offered

transfer of employment to Vodafone Ireland. The terms
and conditions of employees transferring were
unaffected by the transfer with certain improvements
arising in all cases.
Customer Operations
Partnership
Public Holiday Scheduling
Early in the new year the Company presented proposals
regarding increasing the span of attendance for Public
Holidays. The main business reason for was that service
levels were not being met on Public Holidays excluding
over Christmas were other agreed arrangements are put
in place. The method of staffing on a Public Holiday by
scheduling some employees and seeking volunteers to
fill vacant slots has not achieved Customer requirements
on those days. So it was decided to extend the
scheduling of employees on a semi-scheduling basis. It
was agreed that staffing requirements on Public
Holidays will be kept under review.
Workforce Management
Workforce Management took on responsibility for the
processing of A/L-TIL requests quite a number of
issues arose in that WFM were not responding
CHAPTER
3
adequately enough to employee requests. When this
matter was raised originally with the company they
assured us that improvements would be put in place
and a contingency process was put in place with a
dedicated emergency number to deal with requests
that employees may see as urgent. Alternatively the TL
should be approached to assist. However from an
employee point of view little improvement was evident.
When this matter was further raised at Partnership it
was agreed that an SLA would be put in place, the
following terms were agreed.
Mobile
• 5 day SLA to be introduced and adhered to by
Bridge team.
• Currently processing 60% of requests within 24
hours.
– Additional FTE requirement on Bridge team
to answer all requests within 24 hrs is 2 x FT. 21
– Currently 100% of requests are completed
within 5 days.
– Emergency requests on the day are worked
on in conjunction with the Team Leader.
– Approx 30% of requests are for within the
next 48 hours.
• Calendar of events to be issued frequently
showing any current dates that are blocked off
and opening times for bookings.
CHAPTER
3
Other Items Discussed at the
Customer Ops Partnership
• O/T Payment in Dundalk
• Logged Hours
• Proposed Rota Changes – escalation process
• Data Team Expansion
• Managing Prepaid Campaign
• Intervention Vault Review
• Impact of Vodafone’s purchase of Perlico on
Customer Ops
Mobile
Field Force Reorganisation
In the early summer a presentation was given to
Partnership regarding a proposed reorganisation of the
Field Force. The Field Force are responsible for field
22 maintenance of 2G, 3G switch & base station
infrastructure plus supporting technologies. They also
carry out associated activities including customer
support, project support (access and testing), plus
building facility management. The present structure has
been in place since 1996. The main body of work carried
out by the team is seen as a vital component of the
overall technology Operations E2E Service Management
function. However, operational practices within the
team were not seen as optimal and a requirement was
identified for a reorganisation of the team.
Under this organisational review, it was proposed to
implement a major restructuring of the Field Force.
These Changes included 1) introduction of three new
teams, each team lead by a Team Co-ordinator. 2) The
introduction of an integrated workflow management
system giving real-time fault management and 3) The
removal of non-core activities from the team’s
responsibilities.
Following consideration by Partnership the
following was agreed:-
1. New Team Structure
The new team structure will consist of 3 teams, with
each team lead by a Team Co-ordinator. The 3 teams
will be North, South and Dublin. The Team co-ordinator
will be responsible for the day to day organisation of
each team and terms and conditions have been agreed
for these positions.
2. Integrated Workflow Management
Remedy will be redeveloped to improve the current
Trouble Ticket scheme and to provide for a remote
handheld solution. This will facilitate better planed,
scheduled working and where possible automate,
optimise, dispatch of TTs. It will also build on current
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
• AD& M outsourcing, IBM and EDS were selected
as outsource partners, this is progressing across
Group.
24 • Network Supply Chain annual savings forecast
on network spend within two years.
• EITO European Data Centre Consolidation.
• *RAN Sharing MOU signed by both Spain and UK.
• EVO in early stages of multi year programme.
Hungary selected as shared service centre.
• Vodafone Procurement Company.
*Network Sharing initiatives are locally driven. Situations need to be
examined locally to see if there is clear advantage in sharing, local
OpCo’s do not want to give away any competitive advantage with RAN
sharing.
Europe.
• Maintain superior profitability vs competitors.
• Have the best working environment and
management.
AD & M Key Milestones
January 06 IOC established project to explore alternate
outsourcing arrangements for AD & M. Based on a
feasibility study an outsource model was pursued.
• September 06 EDS and IBM selected as AD & M
partners.
• November 06 MSA signed.
• December 06 LSA for UK, Spain and Czech
Republic signed.
• December 06 – June 07 other OpCos follow.

Decision on Application
Operations
A decision was taken to have AD & M in a stable
environment before any further decisions were taken
regarding the future of Application Operations.
Vodafone’s options for AO are:
• Leave AO as it is and develop some efficiencies
through internal rationalisation.
• Centralise AO within VF, Global Operations or
EITO.
• Outsource it to Partners.
This decision on AO will be taken in the new-year.
EVO
Project EVO is the business transformation programme
to implement a single integrated operating model
across SCM, HR and Finance.
This programme impacts on 17 majority owned
OpCos.
It will provide:
• A single source of data.
• Standard common process.
• A universal language for products and
terminology.
CHAPTER
3
• Identification of the best commercial resources
across global supply chain.
• Consistent employee experience.
A Shared Service Centre has been selected for
Budapest which will enable VF to operate global
transactions from a central location. The SSC releases
SCM, HR and finance teams to focus on value added
activities while the SSC focuses on process
improvement and control.
Mobile
As part of the implementation of EVO a Vodafone
Procurement Company (VPC) is to be set up. In
January the Group Executive Committee approved the
implementation of a VPC which will be based in
Luxembourg and will be a stand alone company that
will procure goods and services on behalf of
Vodafone’s OpCos.
25
It is envisaged that the VPC when fully up and running
will have approximately 130 employees based in
Luxembourg (most migrating from global category
teams).
The VPC will commence with a team of 15 people in
October and trading will commence for a small number
of categories in April 2008.
CHAPTER
3
People Update
Employee Engagement
• Vodafone’s aim is to have employee engagement
levels in the top quartile of companies in each
market.
• Identified key touchpoints to address this.
• VF are focusing on those touchpoints that have
biggest influence on people engagement.
• These touchpoints are:
– Organisation and Change.
Mobile
– Communications and Involvement.
– Learning and development.
– Resourcing.
– Reward and Recognition.
– Health Safety and wellbeing.
26
Meteor
The Union supported eircom’s decision to purchase
Meteor. We regarded the purchase as a good strategic
move which enabled eircom to re-enter the mobile
market. We also saw it as an opportunity for the Union
to recruit new members in Meteor. Previous attempts
at recruitment had been stymied by local
Management’s anti-Union attitude.
The General Officers met Senior Management from
Meteor and eircom on a number of occasions with a
view to negotiating a framework relationship
agreement between Meteor and the Union. Despite
assurances from Senior Management in eircom that
they were supportive of the Union, it became obvious
the anti-Union mentality of Meteor Management was
prevailing. In view of the lack of progress the National
Executive Council decided in June 2007 to withdraw
co-operation from Project Nova. In July 2007 it was
decided to withdraw from Partnership. Subsequently a
meeting took place between the General Secretary,
Deputy General Secretary, Rex Comb, CEO, eircom
and Robert Haulbrook, CEO, Meteor and the CEOs
were left under no illusion about the Union’s
determination to recruit Meteor staff into the Union.
The content of a document which had come into the
Union’s possession was highlighted at the meeting.
The author of the document had set out what in their
opinion were the strengths, weaknesses, opportunities
and threats in Meteor and the following appeared
under the heading Threats:
“Involvement of some members in Trade Union
membership leading to more difficult management
situations”.
Both CEOs denied all knowledge of the document. We

eventually reached agreement on a relationship
framework agreement between Meteor and the Union
and the following joint communication was issued to
Meteor staff with the agreement:
Meteor Mobile Communications
And
The Communications Workers’ Union
A Joint Communication
to Meteor Staff
Meteor has always considered the wellbeing of
employees to be a fundamental value as the Company
continues to develop and grow the highest priority will
continue to be placed on employee welfare. As an
important part of this process Meteor and the
Communications Workers’ Union (CWU) have begun
working closely together to build a partnership for the
future.
We are pleased to announce that the CWU is now
formally recognised by Meteor Mobile Communications
as the sole representative body for staff members in
the Company and that Meteor acknowledges the right
of staff to join the CWU, should they so wish.
CHAPTER
3
The Communications Workers’ Union recognises the
business needs of Meteor and is committed to helping
the Company grow and prosper for the benefit of all
employees.
The CWU represents 16,000 staff in Ireland’s
communications sector, and it currently has almost
8,000 members in eircom.
The Union acts for its members collectively via
industrial relations processes and on a personal basis
by representing individuals. The CWU also offers free
Mobile
legal advice in addition to providing training and
development.
Meteor and the CWU are currently agreeing access
arrangements so that the Union can meet all interested
Meteor staff in the near future to explain the benefits of
membership.
27
In the meantime, should any Meteor staff member wish
to get further information about the CWU, call (01) 866
3000 or log on to www.cwu.ie.
Signed:
Robert Haulbrook
Chief Executive Officer
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

Structural Separation
It would not be possible to deal with all aspects of
Babcock & Brown’s proposals for Structural Separation
in one section of the report, and what follows is a
summary of events to-date.
In September 2007 Pierre Danon, Chairman of eircom,
Rex Comb, CEO and Senior Management requested a
meeting with the General Officers of the Union. The
purpose of which was to explain Babcock and Brown’s
proposals for the Structural Separation of eircom.
Under the proposal eircom will be split into two
separate companies, ServCo which will comprise of
the retail sections of the Company and NetCo which
will comprise of network operations. The rationale put
forward by Mr Danon for this proposal was that in late
2007 it was expected that Vivianne Redding, European
Commissioner, would issue a directive which would
require Regulators and telecommunications companies
to bring forward proposals for Structural Separation
and in these circumstances it would be advantageous
for eircom to commence the process of Structural
Separation in consultation with ComReg and the
CHAPTER
4
Structural Separation
Government. The advantages of Structural Separation
for the aforementioned is that it would eliminate the
difficulties on Local Loop Unbundling, as competitors
could use eircom’s network on an agreed price and this
in turn would lead to “an explosion of competition”.
ServCo would be sold and this would generate
significant cash return for Babcock and Brown.
NETCO would be classified as a utility company and
through a re rating, shareholders would receive a better
return on their investments.
Babcock and Brown engaged CRA Associates, a
consultancy group who issued a report recommending
Structural Separation. In November 2007 29
Commissioner Redding did issue a report on the
Telecommunications Industry in Europe, however there
is no mention of Structural Separation. Furthermore
Competition Commissioner Neelie Kroes and Industry
Commissioner Gunter Verheugen issued a document
stating “Separation is not only superfluous but also
damaging, it won’t stop former monopolies from
discriminating against competitors who need to use
their networks and damaging because the measure
CHAPTER
4
could deter investment in ultra fast broadband
networks”. The proposal for Structural Separation did
not find favour either with Alto the lobby group for
other Telecommunications providers. The Chairman of
Structural Separation
Alto, Mr Liam O’Halloran urged ComReg and the
Government to reject any eircom offer to sell its retail
arm and its Meteor Mobile Phone Business stating that
“prices to businesses and consumers would rise
further while service standards and broadband
availability would decline”.
The union engaged Mr Kevin Morgan Independent
Consultant. Mr Morgan lives in Australia and has a
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
30 Structural Separation of eircom. He also highlighted
the fact that CRA do not have a consistent approach to
the issue of Structural Separation and a report issued
by CRA in Australia on the issue of Structural
Separation states the following:
“Structural Separation in Telecommunications raises
far greater complexities and difficulties than those
encountered in gas, electricity, rail, ports and airports.
These complexities and difficulties arise from the
technically dynamic nature of the telecommunications
industry, which make it difficult to determine the
appropriate functional boundaries and from the
substantial uncertainty that characterises demand and
supply conditions going forward. In essence securing
the gains from the continued rapid development of
Telecommunications technology requires an integrated
operation that spans networks and services, fixed and
mobile, conduit and content. Placing artificial barriers
to such integrated operations is likely to be deeply
counter productive. Not only will this cause costs to
rise but even more importantly it is likely to mean that
consumers do not get the full benefit of new products
and services.”
In summary
– Only the US market has seen structural
separation with the 1985 AT&T break up into
eight companies. That break up damaged the
US telecommunications industry especially in the
cellular/wireless market
– It has taken two decades for the US industry to
reassemble the former Bell monopoly and re
establish the USA’s standing as a leader in the
telecommunications industry
– BT agreed to functional separation but there were
 CHAPTER

trade offs including the removal of price cap
regulation
– No regulator has sought to impose structural
separation and the weight of opinion amongst
4
in with the fixed network in an IP environment.
– Heavily impacts on consumers with increased
prices and severe impacts on quality of service
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

Wholesale Networks
Review of Access Network
Operations
Since our last Biennial Conference the Union has
negotiated and facilitated the implementation of a wide
range of change measures. This would not have been
possible but for the commitment and co-operation of
the SEC, Partnership Co-ordinators, Branch
Secretaries and a wide cross-section of Branch
representatives. Therefore thanks is due for the effort
put in to the finalisation of the various agreements,
some of which were both complex and staff sensitive.
Most of the issues, which arose, were dealt with in an
effective manner, however communications around
some of the possible impacts must be improved
particularly were redeployment issues arise. In the
wider context the Partnership process itself has been
under strain and is subject to ongoing review. (The
details of the new Partnership arrangements are
outlined further in this Report.)
The Access Network and the various functions that
support it represent a primary and vital asset.
CHAPTER
5
Wholesale Networks
Consequently any change initiatives need to make
good business sense, be flagged at an early stage and
indicate any staff impact. These are just a few of the
criteria against which that all proposed changes have
to be measured.
The following is a summary of some of the major
change measures concluded over the past two years.
Project Novo
Project NOVO, which involved a new platform for
Works Management and replacement of the
“Toughbook”, had been on the agenda for a
considerable time. It was proposed originally to the
33
ONPG and the Sectoral Executive in early 2005. Due to
a variety of reasons, some technical, the project
experienced significant delays.
Following the Union’s successful campaign on the
METEOR recognition issue in mid 2006, the Executive
agreed to reengage with NOVO via the Works
Management Focus Group. Consequently a project
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

to NOVO to ensure user familiarity and confidence.
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
rollout in Spring 2007.
Service Order Incentive
Scheme
Sservice Order Incentive Scheme was an issue, which
took up a considerable amount of time in 2006. Part of
34 the difficulty was the opposing positions “in principle”
taken by different branches and the requirement for the
SEC to try and reconcile these positions. In October
2006 a circular was issued from Head Office which
stated, inter alia, “While it is fair to say that not all
branches support the present scheme as their
preference is for overtime or because they view it as
divisive, it was still the belief of the NEC that there is
enough merit to the scheme to continue with it. The
voluntary nature of the scheme means that nobody is
wound down and no proposals have been advanced to
discuss an alternative.
PQO Right Sizing
At the end of 2006 a comprehensive report was issued
by the N.E.P.G. and agreed by the SEC. An extract
from the report stated that:
“The purpose of this report is to right size the PQO
organisation in line with current contractor spend and
activity. The company are committed to introducing a
new contractor self-auditing model for the start of the
next financial year (April 07). The PQO role will change
accordingly and will be reviewed in partnership to meet
the demands of that model. This new model will be
agreed in the intervening period and any opportunities
within that new organisation will be open to those 76
currently in the PQO organisation.”
While most elements of this report were implemented
some issues, which were discussed but not formally
agreed, remain, most notably the “understanding” that

was reached around the issue of PQO regrading. This
matter has not yet been finalised.
Cable Pressurisation and
Maintenance
In the Autumn of 2006 the Service Assurance
Partnership Group brought forward an agreement
which provided for a new method of operation within
the Cable Pressurisation area.
SAPG Agreement
New method of operation for cable pressurisation &
maintenance.
The SAPG met and considered a proposal on a new
method of operation for cable pressurisation and
maintenance as part of discussions on the new FMO
for the SA field organisation. Following these
discussions the SAPG has agreed to:
1. Centralised Operating Model
The centralisation, control and live monitoring of the
pressurisation system and alarms will be carried out in
the National Fault Management Centre (NFMC) in
Limerick which will be responsible for:
CHAPTER
5
• Centralised monitoring of alarms and
performance of alarm diagnostics.
• Network management including change
management procedures for NE & Contractors.
Wholesale Networks
• Network administration & reporting.
• Existing resources in the NFMC will be trained to
perform these roles.
Pressurisation jobs and routine maintenance will be
dispatched to the field teams by the Service Assurance
Work Management Centre (WMC) via the Advantex
work management system. Service Assurance Teams
will carry out first level fault condition assessment and
clearance, based on priorities set by NFMC.
The National Pressurisation Team will provide 2nd
Level expert support on hardware problems and
leak/fault localisation and repair.
35
• Fault condition assessment and clearance, based
on priorities set by NFMC.
• 2nd Level expert support on hardware problems
and leak/fault localisation.
• Joint repair and cable changeovers as required
• Carry out the compressor machine and hardware
maintenance tasks and routines.
• Transducer programming and distribution.
• This team will work into the national Preventative
CHAPTER
5
Maintenance organisation.
• IT systems administration e.g. user access etc.
will migrate to Systems Administration in
Business Planning and Support.
Wholesale Networks
2. Network Blackspot Task Force
It was agreed that exchanges in the Eastern part of the
country would be brought up to target standard using a
task force approach comprising staff members of
pressurisation teams and others where necessary.
3. Pressurisation Team
On completion of the implementation of centralisation
and centralised work management and the elimination
of pressurisation black-spots the pressurisation team
will be right sized in accordance with span of control
36 agreements. The National Pressurisation Team will
work into the national Preventative Maintenance
organisation.
4. Next Steps / Implementation
The SAPG agreed on the following next steps:
• Communications to key stakeholders.
• NOPG.
• NFMC, Pressurisation teams, SA Field Managers
and teams.
• Phase 1: Establish a project team of appropriate
subject matter experts to implement centralised
operating model.
• Phase 2: Establish task force for phase 2.
Resourcing for Service
In December of 2006 a four-page letter was received
by the Union from eircom’s Director of Operations. The
letter set out in some detail the then pressing customer
service issues. A report titled “Before the Storm” on
the contents of this correspondence was presented to
the SEC at its December meeting.
“Before the Storm”
Operations Director met informally with National
Officers Fri 1st December followed by note to G.S.
and National Officers on the Service Issues.
Key Points
➣ Pressure from Customers and COMREG
regarding eircoms Service Performance.
➣ Backlogs in both Service Assurance /Service
Delivery.

➣ DSL Volumes are up 49% year on year.
➣ PSTN/ISDN demand up 13% year on year.
➣ Retail/Wholesale demand 26% ahead of
forecast.
➣ Fault volumes up 16% Eastern Areas and 11%
overall.
➣ Doing lots of work (good productivity) “going
backwards”.
➣ Pending Orders touching 19,000.
➣ Faults could reach 10,000 normally resourced to
clear approx. 1450 daily with Proactive Repair
support.
➣ Cannot allow service to continue to deteriorate,
particularly in high revenue areas where there is
most competition e.g. Cable Operators.
Proposed Next Steps
Establish Joint Group to agree detail of effective
initiatives and monitor implementation.
Initiatives could involve (both short term and longer
term).
➣ Additional resourcing/ staffing in Service
Assurance and Service Delivery in Eastern Areas.
CHAPTER
5
➣ Movement of staff between NE, S.A. and S.D.
(Team Rebalancing)
➣ TESL involvement in DSL jumpering
➣ Recruitment.
Wholesale Networks
Following consideration of the above report and
additional information it was agreed to establish a Joint
Group to deal with the issues arising. This group was
titled the Resourcing for Service Group.
Resourcing for Service -
Partnership Agreement
1. Introduction
Due to increased demand for broadband our DSL
volumes are up by 69% year on year. The PSTN and
ISDN demand is also up by 13%, year on year. Overall 37
this year our retail and wholesale demand is up by
26% based on previous forecasts. On repair our fault
volumes in the field are up by 16% in eastern areas.
Furthermore we have not been able to resource our
preventative maintenance programmes on the East
Coast due to the high levels of faults.
In the context of the above there is an absolute
imperative on eircom to meet customer service
demands. The Company and Union in partnership have
CHAPTER
5
therefore explored and agreed how best these service
challenges can be met.
Outlined below and in the attached appendices are the
key elements of the agreed measures for Quarter 4
Wholesale Networks
(Jan to March 07).
• Mobilisation of existing Service Assurance,
Service Delivery and Network Engineering staff to
meet required demand in Service Assurance and
Service Delivery.
• DSL Jumpering initiative in Dublin to release
suitability skilled technical staff for Service
Assurance field activities.
• External resource requirements.
2. Mobilisation of existing Service
38 Assurance (SA), Service Delivery
(SD) and Network Engineering
(NE) staff to meet required
demand in Service Assurance
and Service Delivery
This measure is designed to address deficits through
the deployment of SA, SD and NE staff. Suitably skilled
individuals will be identified and assigned immediately
to the local team where the deficit exists within 50
miles.
In addition there may be scope to assign some Retail
Enterprise unit staff.
Following the assignment of such adjacent resources,
deficits will still exist, primarily in eastern-based teams.
These deficits will be addressed by deployment on
mobility (i.e. > 50 Miles) of resources from SD, SA and
NE for Quarter 4. Mobility is a key feature of this
agreement and all teams in scope will be expected to
make the required contribution. Also as part of the
mobility process, local consultations will take place
prior to the deployment.
To facilitate this and as an exceptional measure, a
productivity incentive scheme will apply for SA, SD and
NE staff in scope. This will apply for SA, SD and NE
staff mobilising greater than 50 Miles into Dublin on
Service Assurance. Details of this scheme are outlined
in Appendix 1.
3. DSL Jumpering initiative in
Dublin to release suitably skilled
technical staff for Service
Assurance field activities.
The primary driver for this DSL jumpering initiative is to
release suitably skilled staff for SA field activities. This
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
The Union received the note below which, following
consideration was agreed.
Wholesale Networks
Medical certification of fitness for
rigging duties
Due to the nature of rigging work, there is a strong
burden of duty of care on the company in relation to
the safe working of these staff. It is essential that
riggers be medically fit to perform their duties safely.
While riggers undergo an initial medical when they are
appointed to these duties, the process is not repeated
at this time. In recognition of this duty of care, we
intend to introduce ongoing medical certification for
fitness for rigging duties.
40 The Safety, Health and Welfare at Work Act 2005
makes provision for this requirement in Section 23.
Section 23 provides for:
• An employer to require that an employee undergo
assessment by a registered medical practitioner,
nominated by the employer.
• The employee to notify the employer in any case
where the assessment indicates that the
employee is unfit to perform the work activities.
• If at any time the employee becomes aware that
he/she is suffering from any disease or physical
or mental impairment, which would impair his/her
ability to perform the work activities safely, then
he she must notify the employer or the registered
medical practitioner, who will in turn inform the
employer.
Best practice in industry is that rigging staff would
attend every 2 years up to age 50 and annually for over
50 year old. This is practised in BT. It is intended that
this best practice, medical fitness certification cycle,
be introduced immediately for all rigging staff in
eircom.
Arrangements will be put in place to identify suitable
medical practitioners to carry out this certification and
make appointments for staff who have not had medical
certification in the last two years.
The medical check is intended as a specific check on
fitness for rigging duties and not a general medical
check up.
Head of Core Network Build
Network Engineering
November, 2006

Business Support Restructuring
A report from the NOPG on Business Support
restructuring was presented to the Union in early 2007.
The report set out a number of proposed changes in
the support functions within Network Operations. The
report further recommended a process, to be known as
the Network Operations Enterprise Unit, through which
the ensuing redeployment issues might be addressed.
Network Operations Enterprise unit
A key element in the restructuring of Business Support
functions involves finding solutions for the staff who will
be displaced through the restructuring process. It is
proposed to establish a dedicated unit within the
Strategy & Change organisational unit in Network
Operations to manage this transitional process.
Based on experience and existing models, the
following principles have been developed and will be
adopted by the unit: -
• It is recognised that for change to proceed
successfully the implications for staff re-
deployment, must be assessed as a top priority
CHAPTER
5
and therefore, alternative options for individuals
must be identified.
• Re-deployment is an on-going process.
• To support re-deployment, a number of enablers
Wholesale Networks
are required:
➣ Training and Development
➣ Mobility across organisational boundaries
➣ Flexibility
It is important to stress that the unit should be viewed
as a process rather than a physical place and that the
number of staff assigned to the unit will be a function of
the ability of the unit to absorb them. In this regard it is
the objective of the unit to ensure where practical that
each member of staff will prior to assignment to the
unit be designated either their new redeployment role
or a specific project role. 41
This unit will initially consist of staff displaced from the
Business Support restructuring. People assigned to
this unit will be available for project work or re-
assignment to alternative positions that may become
available within Network Operations or across the
eircom Group.
This unit will have a line management structure and will
CHAPTER
5
have a separate cost centre. The role of manager of the
unit is to: -
• Ensure resources are optimised to meet the
needs of the business.
Wholesale Networks
• Support people through change.
• Facilitate the identification of realistic career
options and life choices.
• Foster ongoing personal development with a view
to optimise resource opportunities.
• Encourage mobility across work disciplines
• Manage stakeholder relationships.
Celerant Engagement
In early 2007 the Union considered a Company
proposal to engage with the Celerant Review
Extension. Celerant was (is) a U.K. based consultancy
42 with expertise in the telecommunications industry.
They had been engaged by eircom to undertake, inter
alia, a comprehensive analysis and review of all
aspects of the field and centre activities within the
Service Delivery and Service Assurance organisations.
After some internal debate the Union agreed to further
engagement with the Celerant Review and the
outcome of this review was labelled “Project Clear”.
(Further details on Project Clear are outlined elsewhere
in the Conference Report)
Utility Vehicle
Restructuring/Centralised Poling
Discussions on the above proposal began during 2006
at a Sub Group of the Operations National Partnership
Group. Following a series of meetings the document
below was agreed with the Union in Spring 2007. It
was also recognised that issues would arise that would
need to be dealt with during the implementation phase
of the agreement.
Update on UV Centralised
Poling Fleet/Utility Fleet
restructure
The issue of the UV Centralised Poling Fleet Model has
been under discussion at the Network Operations
Partnership Group (NOPG) up to last December. You
will be aware that since December the focus of the
partnership process has been to address the Customer
Service crisis and that a joint Company/ partnership
group was formed to explore and agree measures to
address these service pressures.
It is now timely to revisit the UV Centralised Poling
model issue with view to implementing the proposal
and thus free up resources in a efficient way to address
the customer service pressures.
 CHAPTER

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

flexible and useful vehicle, used to stand poles and
erect cable. There are approx. 117 vehicles across
Service Delivery, Service Assurance and Network
Engineering, usually one per team.
Wholesale Networks
crew.
In summary, the UV fleet is poorly utilised and the
current operational model too expensive and require
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
Complaints Function
Introduction
Wholesale Networks
The agreement on Business Support Restructuring set
out the arrangements for a customer complaint unit
within Network Operations as follows:
“A centralised customer complaints unit, located in one
centre, under the management of this centre while
servicing the needs of all the Functional Business Areas
within Network Operations. This unit will consist of a
number of full time customer complaint resolvers
located in Cabra.”
46 This agreement has not yet been implemented as it
was considered prudent to continue with the business
as usual arrangements in the Business until the volume
of complaints became more manageable and there
was further clarity on the strategy for centres.
The turnaround on resolving complaints is significantly
off the target of 80% resolved within 10 days, and
requires the constant scrutiny of the resolvers to
progress updates and closure of complaints.
Revised proposal
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
original decision to locate the unit in Cabra it has been
decided to propose relocating the function to the
Galway FSC with a staffing of one manager and 5 staff
on complaint handling. This will deliver the required
focus and efficiency to allow us reach our stated
targets on complaint handling. The work that this team
currently handles would be distributed across the other
4 Field Support Centres (Dundalk, Ennis, Waterford
and Killarney).
The staff in Cabra currently on customer complaints
will be re-assigned to PCC duties.
Why Galway FSC?
Galway is the preferred candidate centre for this
centralisation opportunity for the following reasons:
• The current FSC in Galway which is located in the
administration building, has 5 COTs plus 1 CTM,
currently carrying out the Field Support function
for the old West Region (Galway and Sligo areas).
• This is right sized for the requirements to deliver
on our complaint handling targets.

• With the reorganisation of the field organisations
there is no longer a need for regional specific
focused centres.
• The centre in Galway is of such a small size that
its viability as a FSC is in question.
• With the roll out of the blackberry units to field
staff and the reduction expected in call volumes
space will be created across the other centres to
allow calls to be answered in them.
Terms and conditions
All existing Galway staff will retain their current terms
and conditions.
Implementation Elements & Timing
The successful migration of the Galway centre onto
customer complaints will require the following
implementation elements to be completed as part of an
overall project plan:
• A communications process for staff and
stakeholders.
• The migration of FSC work from Galway needs to
be planned and implemented, and embedded in
the other centres.
• The migration of the Alternative CPE despatch
CHAPTER
5
function (currently being progressed with Retail)
needs to be completed.
• Customer Complaint handling training needs to
be put in place for Galway staff to ensure that the
Wholesale Networks
unit has the necessary skills and capabilities to
manage customer, internal SD, SA and NE and
Retail/Wholesale interactions.
It was proposed to complete the appropriate training
following weeks and effect the transfer of both
functions in August 2007.
The above proposal was received in mid 2007 to
relocate the Customer Complaints function from Cabra
to Galway FSC. Following discussions it was agreed to
proceed with the relocation and this was completed in
autumn 2007.
47
Quick Wins (CSIIs)
In mid 2007 a number of Customer Service
Improvement Initiatives (Quick Wins) were proposed as
outlined below. Following a number of meetings they
were agreed and a sub group was established to
monitor their roll out. At the time of writing this report
some enhancements to these “Quick Wins” have been
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
Management Restructuring
Implementation of Project Clear in
Service Assurance/Service Delivery
through the following:
Wholesale Networks
• Centre consolidation
• Revised centre Field Model
• Management restructuring
Network Operations • Resource Plan Optimisation
implementation
Enhance mobility via new
subsistence distance parameters
Flexible resourcing to meet
customer service demands
including tactical resourcing as
appropriate
Consolidation and review of Cork IT
IT
centre
50 Table 3
3. Staff impact
The following staff impact is common to all of the
proposals as follows: -
• Staff in scope are currently eligible and have been
comprehensively informed regarding the terms of
Voluntary Leaving opportunity available to them.
The terms of the V/L at present are at 100%.
• Displaced staff will be assigned to the Resource
Business and will remain eligible for Voluntary
Leaving.
• Staff displaced will retain their conditions on
assignment to the RB. Staff will be assigned to
project work and/or different roles where
available across the business. In this context staff
assigned to the RB will be given a briefing by a
member of the RB team on a ‘one to one’ basis
outlining their realistic career options and life
choices.
4. Engagement
The Joint Conciliation Council (JCC) agreed report
which formally endorsed the agreement reached at the
Labour Relations Commission committed the parties
fully to immediate and constructive engagement at the
appropriate business unit on the Company’s change
programmes and initiatives with a view to prompt
finalisation of agreement.
This process began with the PSG and it was proposed
to commence the Wholesale and Networks change
programme partnership engagement process as per
the schedule detailed in the table 3 on the next page.
 CHAPTER

When Action
Monday, July 30th Proposals to issue
Network Operations
Tuesday, July 31st
engagement
5
Discussions on the change programmes continued
throughout August and September and it was agreed
to “park” a number of the original proposals. At its
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
introduction
Business Context
eircom currently has four key strands to its strategic
policy:
• Improve customer service.
• Reduce Operating Costs.
• Increase Revenue.
52 • Deploy Next Generation Networks.
Network Operations, Service Assurance and Service
Delivery have key roles to play in delivering improved
customer service and as the largest operating units
within the company will be central to cost reduction
plans.
Project Clear addresses the customer service and the
operating cost agenda within Service Assurance and
Service Delivery.
While significant progress has been made since 2001,
the vision for the Centre/Field operating model, as set
out in 2001, has to date not been fully realised. This
was acknowledged in the partnership agreement in
2005, which established the new national functional
organisations for Service Assurance and Service
Delivery under the New Networks, New Horizon
change programme. However this agreement
reconfirmed and consolidated the principles envisaged
in the original 2001 agreement of the Field/Centre
model.
In November 2006 the company engaged Celerant
Consulting to work on a project to review the centres
under project Connect and subsequently the field on
the Field Management Module (FMM) project. Celerant
were selected for their track record on similar proc/
people change projects with other similar
organisations. Throughout the analysis circa 160
people from eircom gave their input to the project. The
CWU were represented on both projects and CWU

head office was given regular updates on progress and
findings throughout the process. This review was
completed over a 4 month period and was then
reviewed and signed-off by the company’s executive
and board. Since then detailed design and planning
work has been completed. For implementation
purposes both projects have now been combined into
a single project known as “Project Clear”. The scope of
Project Clear includes the operations centres, field
support centres and Service Delivery and Service
Assurance Field encompassing circa 1,800 people in
total.
Objectives
Project Clear focuses on delivering improvement in a
number of key, customer service, and performance
levels:
• Service Order Delivery to Due Date.
• Non Standard Service Order Delivery to Forecast.
• Management and delivery of appointment based
service.
• PSTN / ISDN 2 Day Service Restoration Levels.
• Broadband 2-Day Service restoration levels.
Project Clear focuses on delivering operational
effectiveness in a number of key areas:
CHAPTER
5
• Continuing the functionalisation introduced in
New Networks New Horizons and deploying as
planned in the Service Assurance and Service
Delivery Centres.
Wholesale Networks
• Rebalancing the field organisation to match
predicted workloads.
• Deploying work prioritisation and management
tools, processes and work flows.
• Implementing a revised field and centre
management structure.
• Reducing the number of centres in operation.
Current Status and Next Steps
The current status is that all detailed design work has
been completed and the company wishes to run a pilot
to test the new processes, management systems and
organisation changes prior to full implementation which 53
is targeted for January 08.
At the time of writing Project Clear discussions are
ongoing. Further details on “Clear” may be given to
Conference in a Supplementary report.
Review of Network Engineering
The Union received the following memo from the
company in late 2007.
CHAPTER
5
Memo
Background
Assessment of current operational performance
Wholesale Networks
by NE management identified a number of issues
that need to be addressed. This high-level
analysis indicated a need to review in detail end
to end processes from Plan & Design, through
Network Build to Inventory Recording, including
resource, workflow and programme
management.
Proposed Approach
It is proposed to perform an in-depth analysis of
NE and to design new processes and
54 management control process. The central aims of
this project are to improve the predictability of
service provision for non-standard orders (PSTN
and Fibre), implement appropriate
work/resource/programme management
processes and improve workflow efficiency.
Staff and managers in NE have told me that the
processes are perceived as not fit for purpose
and are largely dependent on people’s
intervention to manage to resolution. CTMs,
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
people doing the work is received to ensure we
get the full picture and we would hope to have
the co-operation of all staff in discussing process
and problems with the project team.
Project team
Following a selection process, Trinity-Horne has
been selected to support the eircom-led project
team to carry out this review. They have been
selected primarily because of their strong
process capability, applying Lean Sigma
principles and techniques. They recently
completed a similar analysis for Leased Line
Service Delivery and were selected for
implementation support on that programme.
John Moore will lead the project team of up to 16
full and part-time people drawn from across NE.
Timelines
The project team will complete an analysis and
process design over a 14-week period
commencing on Monday 3rd December 07.

Following consideration of the memo by the SEC
the Union agreed to nominate a representative to
the project team. This project is known as
“Project Fastnet”.
Major Fibre Cable breaks
A proposal to modify the arrangements, as set
out below, for dealing with major fibre breaks was
considered and agreed.
Proposal to standardise the
response to Major Fibre Cable
breaks
Nov. 2007
Business Context
Currently there are two models in operation in relation
to responding to Fibre cable breaks. In the Dublin area
there are dedicated Network Engineering teams who
deal with this type of break. Outside the Dublin area the
response is dealt with either by Network Engineering
staff or by Service Assurance staff. The skill set and
resources for this type of work lies predominately in the
Network Engineering area and invariably S.A. will pass
the fault over to N.E. for final resolution.
CHAPTER
5
Whereas the volume of this type of work is low, circa
50 breaks per annum, the impact can be significant
depending on the traffic carried and the customers
involved.
Wholesale Networks
Proposal
It is proposed to standardise the process by fully
migrating the response to fibre breaks, in the above
category, to Network Engineering in order to reduce
the “non-value add” hand overs between Service
Assurance and Network Engineering.
Benefits
The benefits of this proposal are as follows: -
• Improve the Customer Service as the elimination 55
of the hand over will increase the speed of repair.
• A single standard process will improve the
assigning of the work to the correct resource.
• Enable eircom to meet its customer SLA
requirements; decreasing penalty exposure.
Note: These proposed arrangements are not intended
to set a precedent as to how or whom will deal with
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.

Between March and May 2007 the focus group met the
company twice to examine the proposal in detail and
to get answers to questions regarding the
implementation of the proposal. During the same
period meetings were also held with members in the
distribution area to get reaction and feedback.
Following this the proposal was included in the
appendix to the MOU presented at the time and no
further meetings took place until after the settlement of
the dispute regarding the payment of Phase 2 of
Towards 2016.
In August 2007 the focus group met under the
auspices of the Plenary group dealing with all change
proposals arising from the LRC settlement document.
The focus group considered a revised proposal
(Appendix 2) from the company and the report
contained in Appendix 3 was presented back to the
plenary group on 9th August. Further meetings with
staff, branch Secretaries and Co-ordinators took place
in September 2007, and the proposal was agreed by
the SEC on 2nd October 2007.
Implementation of this agreement has given rise to
a number of issues and was discussed on several
occasions at the SEC:
CHAPTER
5
• Issue of seniority for selection of drivers.
• Change of proposal by the company relating to
contractor direct procurement.
• Contractor access to SAP.
Wholesale Networks
At time of writing the only aspect of the agreement that
has been implemented is the introduction of the
defined delivery schedules and due to difficulties with
the warehouse operation over the past few months the
feasibility of the schedules has not been proven.
Backlogs in the warehouse due to storm situations and
the closure of the warehouse for a stock take have
given rise to delays in deliveries from the warehouse. A
sub group has been charged with examining the
operation in the drop points and a report is expected
over the next two weeks. 57
A number of people in the warehouse have availed of
the terms of the VL scheme and this has dealt with the
first phase of reductions planned for the warehouse,
the further reduction of staff in both the warehouse and
the distribution operation is dependant on the
introduction of new processes and systems.
An update will be given at conference.
CHAPTER
5
Technology Operations
Partnership Group
The TOPG deals with all matters relating to the Core
Wholesale Networks
Network Services. The CWU members of the group
also deal with LanComm and eBS. In addition to
managing the impact of changing processes,
structures and technology the group has also managed
a number of successful redeployment strategies. Since
Conference 2006 Flexinet, a redeployment vehicle in
CNS to deal with the impact of changes there, has
completed its business and dissolved by agreement.
Flexinet is mentioned only to illustrate what genuine
commitment, responsibility and patience on all sides
can achieve. Graduate programmes in CNS, LanComm
and eBS - while not strictly redeployment - have
58 delivered opportunities for members, in response to
business needs, to improve their skills and conditions.
These graduate schemes were sought and delivered in
response to previous resolutions to Conference, which
identified real opportunities for members in a changing
environment. The recently agreed RBU is now part of
change management in CNS as everywhere else in the
organisation, if the RBU is to be successful then
imagination and commitment must be evident.
There is no doubt that the deployment of NGN and the
increased expectations from customers, ever more
reliant on complex telecomm solutions, will place new
demands on the members we represent throughout the
organisation. The need for flexibility and so-called
“smarter” ways of working will, as previous change
programmes did, produce new challenges and difficult
choices. To date our members have proven themselves
equal to successive waves of technological
development and the associated challenges; there is
no reason to believe they will not continue to do so.
Core Network Operations
In Core Network Operations the deployment of a next
generation core network presents a challenge at least
as great as the digitalisation programme of the 1980’s
did. In this generation of tailor made networks high
profile vendor involvement is inevitable. The focus for
ourselves must be to ensure that our members retain
key involvement in the deployment and maintenance of
these new technology solutions.
CityWest and Mallow remain the technical hubs for
Core Network Operations and this will continue for the
foreseeable future. Service Delivery processes and
procedures both centre and field have recently been
examined by consultants. The objective here was to

explore methods of improved delivery to meet
customer demands and particularly to seek improved
predictability with non-standard orders. NGN has the
capacity to deliver many of our currently non-standard
products as standard and exploiting this will be key in
securing our capacity to meet customer demands in
the future. The outcomes of the Trinity Horne study will
be presented and fully discussed at the TOPG.
On the Assurance side the company have clearly
signalled the need to examine the deployment of our
members in the CityWest centre. There are a number of
drivers for this, the principle ones being:
• NGN deployment of new platforms.
• Customer demands for extended same day
response.
• Ongoing demand to support legacy platforms.
The available resource in CityWest is confined to
existing members in the centre, limited capacity for
redeployment into the centre and external recruitment.
That said it is important to mention the recently
completed successful Graduate scheme and
congratulate the participants and wish them well in
their careers.
The Service Assurance Field Force continues to be the
eyes and arms of the assurance centre in the field.
CHAPTER
5
Repeatedly members in the SAFF have proven the
value of an experienced and responsive field team in
responding to major network outages in all
circumstances.
Wholesale Networks
Meeting the current and forecast demands inevitably
means examining the current structure particularly in
the centre and deploying the available staff in a new
manner. This is important not simply from an
operational point of view but must be completed in a
manner that addresses the legitimate concerns of our
members working there. The deployment, maintenance
and management of technology, old or new, is and will
remain the business of our members.
Core Network Integration
The establishment of Core Network Integration as it is 59
currently structured with an integration desk in
CityWest and field staff of Deployment Execs and
Deployment Techs marked the completion of a series
of targeted restructuring in Core Network Operations
was reported to Conference 2006. As anticipated the
demand for out of hours attendance in the area has not
diminished and future developments are unlikely to
change this. The out of hours attendance trial reported
in 2006 highlighted some difficulties but after an
CHAPTER
5
extension of the trial period and greater feedback from
members in the area the scheme and associated
allowance were adopted as permanently appropriate in
the area. In the coming years the demands on this area
Wholesale Networks
will be significant and any re allocation of resources,
particularly in CityWest must address this.
Core Build
Core Build or National Deployment Installation Division
(NDID) play a pivotal role in expanding network
infrastructure and delivering the accelerated DSL
programme. Since Conference 2006 a number of
agreements have been concluded in relation to this
area and each agreement is predicated on the existing
members in the area being fully occupied. The
60 agreements include the deployment of contractors on
MDF installation and extension, contractor work on
Cable Management Systems and additional resources
for the DSL programme. In a word the augmentation of
resources only occurs where our members in the area
cannot meet work volumes. In the case of the DSL
programme the first port of call is within the company
and as referred to elsewhere a number of members
from the REU have been trained to help meet
requirements on this programme.
Chief Technology Office
The CTO has responsibility for the deployment of next
generation infrastructure in the network. As with other
previous large scale network upgrades this project is
turnkey from the perspective of the suppliers with huge
infrastructure and integration involvement by our
members in the Chief Technology Office and Core
Network Services. Delegates will already be aware that
a number of members from IT, specifically Field
Services and NSG, were redeployed to the CTO
following a number of agreements reached post the
LRC findings last autumn. The NSG members are
working in project management roles expanding the
WDM infrastructure with the fieldwork going to their
colleagues who formerly worked in IT Field Services.
The CTO office is also trialing both fibre to the cabinet
and fibre to the home solutions.
Flexinet
Delegates will recall that Flexinet was established to
provide a flexible resource for project work in the Core
Network, in the main, staffed by members for whom
immediate permanent redeployment opportunities
were not available following various agreements. The
unit operated with considerable success providing a

technical resource for value add projects and
redeploying people to permanent positions as the
opportunities arose. In April ‘07 the remaining possible
assignments from Flexinet were implemented and the
unit dissolved by agreement.
LanComm
Conference 2006 received a report on the merger of eBS
corporate and LanComm. One of the primary drivers for
this step was the increasing demand for integrated
voice-data solutions. This demand developed more
slowly than anticipated initially but is now exceeding
expectations. Equipment vendors are now competing
for business in the market served by LanComm. Since
Autumn we’ve had a number of meetings with
LanComm management where a view of the business
and how it may develop has been explored. To date
there is not a set of proposals on the table but there is
little doubt that such a development will happen soon.
eircom Business Systems
As noted at Conference 2006 when reporting on the
“Project Halpin” agreement, eBS continues to operate
in a highly competitive market. Since then a number of
difficulties arising there have been resolved and a
CHAPTER
5
Graduate scheme was successfully completed in the
area. However a number of items, at the time of
writing, remain outstanding and one has been so for
quite some time. The company have indicated that
Wholesale Networks
they will be filling a TTL position there arising from V /L
but the vacancy notice has not yet issued.
Much more difficult to resolve has been the grading
issue for members working in the eBS RMC which is
located across two centres in Sligo and Cork. This is
really unfinished business arising post the “Halpin”
agreement and one would have imagined easily
resolved. The company have, following repeated
requests for a written response, finally rejected the
claim for level 7 grading for members working there.
These members provide remote maintenance and fault
resolution support across a wide range of systems in
the eBS portfolio and it is not acceptable that the 61
appropriate grading cannot be agreed. At their February
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.
Retail Enterprise Unit
The establishment of the Retail Enterprise Unit, as part
of the agreement on the restructuring of eBS, was
CHAPTER
5
reported to Conference 2006. Since then members in
the REU have been engaged in various projects e.g.
• Martis Purification.
• LanComms.
Wholesale Networks
• Schools Cabling.
• FW A Antenna Replacement.
More recently a number of members in this unit have
attended training to equip them for a role in accelerated
DSL programme as additional resources become
necessary. There are currently members in the REU.
Training
Delegates will be aware that the company have, for
some time now, made no secret of their wish to
examine Technical Training with a view to regularising
62 the situation there and aligning the delivery of courses
more closely with the business needs. The members in
the area have also had issues for resolution, not least
of these being grading. Following a recent review
under project Agile and considerable engagement with
the CWU the principles around a new model have been
agreed.
The key points from this agreement may be
summarised as follows:
Access Training:
• Agreed Technical Trainer Role Profile graded at
level 7.
• Multi course portfolio.
• Regionally based course delivery.
• Flat reporting structure.
• 180 days training p.a. per trainer.
• pay progression based on performance.
Core Network:
The technological step towards the deployment and
exploitation of Next Generation Networks in the Core
presents significant challenges for members in that
area. In addition as the technical solutions presented
become more tailor made vendor accredited and
delivered training will play an increasingly significant
role at the higher end. However the emerging need for
general principles training, process development and
skills transfer within the Core Network area cannot be
understated. To meet this specific requirement and
also help address the more general resource
requirement in CND it has been agreed that Core
Training will transfer to Core Network Services:
• BSS grading will apply.
• IP principles and process development.
 CHAPTER

• Skills Transfer.
• Continued support and training for legacy
platforms.
• Pay progression based on performance.
5
Galway. IT management has indicated that this phase
will be implemented in March and the members have
been advised accordingly. More recently agreement
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

Retail
Operator Services
Partnership Agreement
New Operating Model
In December 2007 the Union agreed a new Operating
Model for operator services.
The need for the introduction of this further phase of
restructuring arises from continuing shifting dynamics
in the market resulting in a decline in the growth of the
business and reducing demand for some of the
services.
Over a period of time, there has been a significant
change in call volume mix. For example calls from
mobile phones now account for over 70% of off peak
volumes. This wholesale traffic attracts lower revenue
per call.
The aim of the programme is to implement a
sustainable business model which will strategically
position the business for the future.
CHAPTER
6
New Operating Model –
Agreement
o Cork Call Centre will become a Managed
Services Centre, managed by Capita. eircom
staffed DQ activity will cease in Cork.
o The implementation of the New Operating Model
Retail
will require significant adjustments to Rotas both
at the outset and on an ongoing basis thereafter.
The current Quota Arrangements for Annual Leave
and Time-in-Lieu will need to be adjusted to take
account of the revised rotas particularly for
weekends. Discussions will take place at 65
Partnership, to ensure that on initial
implementation of the New operating Model, a
new set of rotas and AL/TIL quotas will be put in
place. Rotas will be reviewed regularly thereafter
and adjusted promptly to take account of changes
in structure, calling patterns and staff turnover.
o Opening, Closing hours for Centres.
➣ Mullingar will operate between 8 am and 11
pm, Monday – Sunday pending the
CHAPTER
6
outcome of the current property
development discussions.
➣ The remaining 3 Centres – Athlone, Tralee
and Dublin will retain current operating
hours.
➣ Operating hours in all Centres will be
subject to review on an ongoing basis.
o Cork Managed Service Centre will be a 24/7
operation, initially handling:
➣ All call volumes for evenings/early
Retail
mornings (11 pm – 8 am).
➣ A significant portion of weekend, Bank
Holiday and Privilege Day traffic.
➣ A portion of 5 pm – 11 pm traffic.
66 ➣ Some peak time week day traffic.
➣ Actual traffic volumes transferred will be
dependent on final number of Voluntary
Leaving exits/re-deployments.
o As eircom staff numbers reduce over time,
increased traffic volumes will be handled in the
Managed Service Centre in Cork.
o TUPE: Staff in the Cork Call Centre will be given
the option of transferring to Capita in Cork under
their existing terms and conditions.
o Redeployment/Secondment: Staff in Cork, not
wishing to take either the Voluntary Leaving or
TUPE options will be re-deployed to CSS in Cork.
o During the transition from eircom to Capita in
Cork it may be necessary to second existing
eircom Operator Services staff to Capita, for a
temporary period of up to 6 months.
o A Voluntary Leaving Programme will be launched.
All staff in Operator Services including staff in the
Emergency Services Unit will be eligible to apply.
o Vacancies arising in the Emergency Services Unit
will be back-filled by staff from the existing
Commercial Centre in Dublin.
o Mark-time will be paid to staff arising from
loss/reduction of all pensionable allowances
comprehended by the Mark-time Agreement.
o Staff transferring to the Emergency Services Unit
in Dublin will continue to be eligible for bonus
payments for the quarter during which the
transfer takes place plus the following quarter.
o Staff in Cork, who are re-deployed to CSS in
Cork, who at that time are working a 3 day week
arrangement, will be allowed to retain the facility
but subject to agreement with the CSS
Management on attendance hours.

Cards & Payphone
Restructuring Proposal
In November 2007 the Union entered in discussions
with the Company regarding proposals to restructure
the Card and Payphone area. Part of the restructuring
proposal involved the outsourcing of maintenance
work which is currently performed by eighteen staff in
the Dublin area.
The Company stated the need to restructure the area
was based on the following:
• For the last number of years the payphone
market has been in serious decline.
• Since 2002 the number of calls made from
payphones has declined by 80% and revenues
have fallen by over 70%.
• Introduction of new services e.g. public internet
terminals – 07/08 revenue forecast at €1.1m)
does not compensate for the decline in
Payphone revenue.
• With network charges included Card and
Payphone services will be unprofitable in 07/08.
• The Company are also proposing to take out a
large number of unprofitable phones.
• At the time of writing a partnership focus group
CHAPTER
6
had been set up to examine the proposal and to
deal with any staff impact which may arise
following discussions.
“999” Emergency Services
As reported at Conference 2006 the Department of
Communications are proceeding with their plan to set
up two Call Centres in Ballyshannon and Navan. They
have invited tenders for this business and eircom have
tendered for the work. A decision regarding the
awarding of the tender was expected in March or April
Retail
2008.
Credit Management
The Management in this area have outlined to the
Union their view on the changes required to drive a 67
reduction in debtor balance.
The changes required would involve the following:
• More pro-active Debt collection
• Development of a compliance reporting system
• Need for specialist skills and proactive client
engagement
• Consumer – process excellence driven by
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.

CSS Consolidation of Centres
In November 2006 through a Partnership agreement,
CSS Sligo came off the CSS Platform and staff were
redeployed into back office work. This decision was
arrived at due to the fast moving environment that Call
Centres are by their nature and the challenges posed
by very small centres in keeping pace with this
environment. At the time a commitment was given to
facilitate exits under a VL programme when one was
available. Following on from this agreement a VL
package was made available to the staff involved.
In September 2007 agreement was reached that a
further two centres, Waterford and Portlaoise would be
removed from the CSS Platform into back office non
call handling activities.
It was agreed that the staff moving to the back office
arrangements would be involved in various types of
work which would for example involve on-line ordering
processing. TIS query resolution, eCom exceptions,
variety of backlog reductions and frequent callers
project. It is also envisaged that the people involved
would be utilised on further projects that may arise.
It was also agreed PIP staff would transfer to the TE01
scale of pay and pay progression would be in
CHAPTER
6
accordance with normal increment progression
thereafter. The PIP bonus would cease for those
involved.
The question of flexi-time would be reviewed by the
Focus Group and a continuous review of the agreement
would take place with the Focus Group.
Phonewatch
eircom Phonewatch has experienced continued growth
since 2006. Now employing 140 staff nationwide the
Retail
company has a customer base in excess of 90,000
customers and accounts for almost 20% of all intruder
alarm systems installed in the Country. From its
Sandyford base in South Dublin the company monitors
40% of all monitored alarms. Phonewatch has recently
implemented and updated and improved performance 69
management process and has also introduced
performix software to aid visibility and clarity within its
performance management model. A training and
development programme was agreed with the Union
and considerable investment has gone into the
programme. Agreement was also reached on a loyalty
scheme to reward service in Phonewatch and on a
mechanism to increase allowances in line with the CPI
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.

Central Services
Central Services Report
Over the past two years the significant changes in
company ownership, management personnel and
reporting structures had major affect on the Central
Services National Partnership. Because of these
changes the National Partnership Group effectively
ceased to operate with proposals for change being
dealt with either by existing focus groups or ad-hoc
groups established to deal with specific items.
Items dealt with included:
• 1HSQ – Development of new corporate
headquarters close to Heuston Station, St
Stephens Green and Cumberland House being
vacated with staff moving from various other
locations in the city due to Business area
consolidation.
• Central Services General – headcount reduction
target of 60 announced in November 2007, VL
scheme launched in November. No specific
restructuring proposals to hand at time of writing.
CHAPTER
7
• Facilities Helpdesk – move from Leitrim Hse to
Naas.
Central Services
• Finance Re-organisation.
• Credit Management – move to Retail
Organisation from Central Services.
• Finance Solution Centre – Re-organisation.
• Sligo HR Shared Services Centre – New Flexitime
System.
Arising from the LRC settlement a number of other
proposals were dealt with by the Telecoms Sectoral
Executive, these included: 71
• 1.3.5 Core Facilities Management – integration of
Core Network Facilities into National Facilities
Management Organisation.
• 1.3.6 National Switch Resizing – reduction of 3
FTE, staff in Drogheda assigned to RBU.
• 1.3.7 Facilities Management Restructuring –
reduction of 5 FTE.
• 3.1 Warehousing & Distribution (see separate
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

Partnership
Under the terms of the Labour Relations Commission
Report both the Union and the Company are to
examine the Partnership model that is presently in
place. At the time of writing this review has not taken
place. The Company did suggest at national steering
group to bring in outside consultants, the Union’s view
was that the service of the National Partnership Forum
could be used for this purpose.
Since our last Conference, Partnership has had a very
difficult and at times rocky existence. From the
Company paying lip service when they felt like it, to the
Union trying to engineer a model that embraced
everyone having a say in proceedings. It is fair to say
that with the best of endeavours, the Executive have
been bedevilled with debate after debate depending on
the agenda being dealt with at the time on what model
partnership should be used. It is at best a difficult
balance but with a constant changing agenda and a
management that has got to be chased at all times the
issue is made more complex. The Partnership model
has been blackened by certain Managers in the
business who have ignored it on the basis that it is too
cumbersome. This can be clearly seen with the
CHAPTER
8
confrontational manner which has been the Company’s
behaviour since the new owners arrived. But again
when you behave rationally, as the Union has done and
to the best of our ability to implement agreed change,
it does come to be realised that co-operation is better,
Partnership
easier and more worthwhile. However no business, no
union, is faced with a changing agenda like the CWU
and again it is a measure of our resolve, with all the
difficulties, that we continue to do the business.
Pending the outcome of the review the Executive now
consider agreements that need to be finalised. This
dilutes the Partnership process and in the long term
could make it more difficult to structure partnership to
our satisfaction. The new date for Partnership to be
73
reviewed is the end of June 2008.
Various Partnership Groups continue to operate with
different degrees of success. The Retail partnership in
general operated as before without any major
difficulties encountered in regard to its operation.
Central services partnership group encountered
difficulties in trying to get meetings arranged with the
imminent move to the new company headquarters it is
CHAPTER
8
now in various discussions trying to iron out any
difficulties in relation to the move to the new corporate
headquarters.
The TOPG met on a number of occasions and issued a
number of reports as with retail partnership this group
in general operated well.
It would be fair to say where the difficulty arose in
regard to the 3 partnership groups i.e. service delivery,
Partnership
service assurance and network engineering. Every
District Branch had a representative on each group. It
was accepted that, at times, due to the size and
complexity of the groups, it was difficult to get
meetings arranged and a concencious on any
particular issue. To make matters worse for these
groups some of the management nominees did not
operate in the spirit of partnership.
74 All this helped to come to the point where the issue of
a review to improve the effectiveness of internal
partnership structures processes and accountabilities
was agreed as part of the LRC Findings in July 2007.
Subsequent to all this, General Circular No 17/07 re
Partnership in eircom was issued as a result of a
telecoms executive debate in December last.
GS Circular 17/07
6 December 2007
RE: Partnership in eircom.
Dear Colleague,
As a result of correspondence to Union Headquarters
from a number of Branches the December meeting of
the Telecoms Sectoral Executive once again had an in
depth debate on the operation of Partnership in
eircom. As a result of that debate the Executive has
asked me to clarify for all of our members exactly what
the up to date position in relation to Partnership is.
Since the Agreement at the Labour Relations
Commission which brought to a conclusion our dispute
regarding the payment of the National Wage
Agreement, we as a Union along with the Company
have been operating on the basis of the various
elements of that Agreement. In relation to Partnership
the Agreement makes it very clear that the Labour
Relations Commission saw the need to have an in
depth review of Partnership and its operation in eircom.
Pending the outcome of that review the manner in
which decisions have been taken between the
Company and the Union has been by necessity altered.
Therefore all decisions reached through discussions
with the company now have to be approved by the
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

RBU
The RBU as agreed under the blue book agreement
had, it is agreed a chequered life. A lot of resources
were put into the operation of the Resource Business
Unit in the Early days.
As part of the LRC Finding it was agreed that “the
parties agree that in the context of the company’s
change programme and initiatives, priority agreement
is required, ideally by 31st August 2007 on the precise
details of operation of the Resource Business or other
similar unit for the eircom group as may be agreed, as
an essential tool to re-assign, re-train and upskill
displaced staff in line with the principles agreed as part
of the “Blue Book”.
A number of meetings took place over the period July
to November. Agreement was reached in November
2007.
Resource Business
This document outlines how the Resource Business for
the eircom Group under sponsorship of the Chief
CHAPTER
9
Executive is to operate in respect of staff whose roles
are declared surplus and following assignment of such
staff to the Resource Business facility established for
the region ! locality concerned.
1. Basic Principles
1.1. That the maximum number of jobs must be filled
RBU
from within the company
1.2. Every effort will be made to ensure persons have a
real, fulfilling role and the contracting out of work is
limited, having regard to commercial and operational
imperatives. 77
1.3. This must be achieved in a manner, which protects
the individual staff member from unreasonable
demands and keeping the aspirations of filling as many
vacancies internally as possible i.e. where a vacancy is
suitable for the employee with any necessary training,
the employee will be assigned to such a vacancy.
1.4. However if a job is presented that an employee can
do now or is likely to be able to do satisfactorily \within
CHAPTER

9
a reasonable period with any necessary training and
other support, and without serious dislocation to
themselves or their terms and conditions, then, within
the parameters outlined in Appendix A, they will be
required to perform that duty.
2. Resource Business
Functions
meet the needs of the business in respect of identified
skill shortages and work requirements.
2.4. Operating as a mechanism for filling vacancies in
the organisation.
2.5. Encouraging mobility across the work disciplines.
2.6. Where necessary, to provide professional support
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

redeployment opportunities that may meet both the
needs of the individual and the business. Every
reasonable effort will be made to ensure that staff are
satisfied with their redeployment outcomes. Should the
persons and the RBU disagree as to what is
reasonable, then the issue must be referred initially to
the RB Partnership Forum for resolution. At the end of
the day, should the person disagree as to what is
reasonable, the issue can then be taken through the
grievance procedure and referred to a third party for a
determination which will be binding on both sides.
3.4. It is recognised that as far as practicable the
problems of both parties must be addressed.
4. Resource Business Process
4.1. The Business Unit initiating change will proactively
engage with the R.B in seeking to identify alternative
work for staff likely to be displaced. Immediately upon
displacement, employees will be directed to report to
the RB. All available alternative work will be assigned
via the RB. The Business Unit will continue to actively
liaise with the RB and carry the employment costs of
displaced employees until successfully placed by the
RB in alternative work.
4.2. The purpose of the process is to proactively
CHAPTER
9
manage and develop people and their career
opportunities to match the demands on the business,
technological change, customer demands and
retirements both early and full term. This will be
achieved through constructive, continuous and
interactive dialogue with company management, Trade
Unions, HR and dedicated RB facilitators.
4.3. If this is to work all constituents must interact in an
honest and open manner that acknowledges the rights,
responsibilities and aspirations ofa1l involved.
4.4. All parties are to adhere to the spirit of Irish
employment legislation.
RBU
4.5. Resource Business facilitators must commit to the
process and the provision of timely feedback, this is
crucial if maximum benefit is to be derived from training
and development programmes.
4.6. Participants commit to provide honest, constructive
79
feedback.
4.7. All business areas commit to positive engagement.
4.8. To ensure transparency an agreed comprehensive
information document clearly outlining the applicable
processes is issued to all participants. Such a
document could outline the process milestones
4.8 .I. Identification of members who are available for
release to other work
CHAPTER
9
4.8.2.Skills identified together with manager before any
participation in RB process 4.8.3.Exploration of
possible alternative roles for which the individual is
currently
suitable and where appropriate assignment to that role.
4.8.4.Where necessary, identification of potential roles
which would require
participation in a reskilling programme
4.8.5.Participation in such programme J programmes
4.8.6.Assignment to new role permanent J project
4.8.7.Support through and following training, in all cases,
RBU
by the RB facilitators and "buddy" system on the job.
4.9. In this context the participation in the Resource
Business Unit does not in any way invalidate a person's
entitlements e.g. under provisions contained in the
80 Transformation Agreement (Blue Book) and the
relevant sections in the 1983 Postal &
Telecommunications Act.
4.10. As per the conditions in the Transformation
Agreement any decision to leave the company is taken
on an individual basis and is voluntary on both sides.
4.1 1. An individual schedule for any 'necessary and
appropriate general training and technical training will
be produced for each participant.
4.12. This schedule will ensure that all reskilling is
focused to equip the individual to meet current and
emerging demands in the business and facilitate VL
release where appropriate.
4.13. It is envisaged that in many instances skills
transfer can successfully be achieved in the working
environment through "buddying" individuals with
experienced colleagues.
4.14. In other circumstances, particularly where there is
a significant functional difference between current and
projected roles, attendance at one or more courses
may be required, experience would indicate that the
majority of this training can be delivered "in house" and
"on the job".
4.15. There will be no obligation for anybody to move
house at any stage.
5. Pay Review - Staff in
Resource Business Process -
Personal Contracts (including
Service Agreement) Staff
5.1. That each person will have a performance review
including a pay review (salary and bonus) at the normal
date.

5.2. That PC reviews in RB will conform to the normal
eircom policy guidelines that applies generally year on
year.
5.3. That these reviews will take place in the normal
timeframe for annual reviews that applies generally in
eircom.
5.4. The rating developed will take account 0f 5.4.1.Any
project activity undertaken, 5.4.2.Full participation in the
RB process,
5.4.3.As well as any work performed in a "line"
organisation role in the relevant twelve months.
5.4.4. Staff who receive a rating lower than “strong” will
receive couching in a similar manner to what would
apply to their colleagues in ordinary line roles.
5.5. Graded Staff: Normal pay rises will apply.
6. Communications
A communication process supported by all parties will
be agreed and adhered to.
Appendix A
Resource Business Employees - Pay
Principles
Principles governing employees who move from the
CHAPTER
9
Resource Business into a position outside the normal
range of duties of their grade:
1. Employee retains current grade and terms and
conditions. However certain terms and condition
may have to be amended to take account of
exigencies of new role.
2. Employees will be eligible for appointment to jobs
if the maximum point of their current payscale
does not exceed 125% of the maximum point of
the payscale appropriate to the new job.
3. The pay movement of employees appointed to
RBU
jobs under the arrangements at 2. above will be in
accordance with their substantive grade, subject
to their base pay not exceeding 125% of the
maximum of the scale appropriate to the new job.
4. Any mark-time compensation arrangements are
independent of the above.
81
As a consequence of the current voluntary leaving
scheme it is intended to apply voluntary leaving
substitution for as many people as possible who are
placed in the RBU. Exact details will be presented at
conference.
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

eircom ESOP
The ESOP has once again gone through another
transaction since our last conference. At that time it
was reported that the ESOP had engaged with
Swisscom before the unexpected termination of their
interest in buying the business.
Babcock and Brown having acquired (together with it’s
affiliates) a 28.8% stake in eircom approached the
Trustee with a view to becoming a co-offerer.
Following careful consideration of the matter, and
having taken advice, the Trustee Board agreed to enter
into discussions on a possible joint approach with
BCM ( Babcock and Brown Capital Limited).
These discussions concluded with BCM and the ESOT
making a joint approach to eircom. The reason to
become a co-offerer included the attractiveness of co-
investing with BCMIE to increase its already significant
investment in eircom through its 35% equity stake in
BCMIE and its continued involvement in running
BCMIE and eircom through Board representation and
contractual arrangements. The other issue was that of
a cash offer being made. If the ESOP Trustee were to
CHAPTER
11
accept, or be forced to accept, a cash offer for a stake
in eircom, and to the extent it did not use such cash
proceeds to repay borrowings, make payments to
relatives of deceased participants, or meet expenses,
eircom ESOP
then the ESOP Trustee would have to pay capital gains
tax on the increase in the value of eircom shares since
they were acquired in 1999. The ESOP trustee would
then deduct PAYE and PRSI (both employers and
employees) and pay out the nett proceeds to
participants. This would result in a large loss of value
and greatly reduce the nett benefit for all participants.
The participants voted on the proposition and
accepted by a large majority the recommendation of
the ESOP Trustee Board to support the approach
85
adopted by them. Since the first distribution in May
2002 the total amount distributed to participants to
date is over €625million. The Trustee hopes to
continue to make further distributions to you into the
future. Presently the Share classes are:
• BCMIE ordinary shares (35% stake in eircom
€194million).
• 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 – eircom Ltd.
Staff Side Panel Annual Report – 2006
Secretary’s Annual Report
2006
Introduction
Corporate Activity
The past year has been notable for the huge amount of
corporate activity in eircom, the latter end of 2005 saw
the acquisition of Meteor and the speculation about a bid
for the company firstly from Swisscom and then from
Babcock & Brown which culminated in the joint offer for
the company by Babcock & Brown and the ESOP, with
B&B owning 65% and the ESOP 35% of the company.
The take-over was concluded on 18th August and eircom
de-listed from the stock exchange in November.
Management Changes
As a result of the change of ownership there has been
significant change to the senior management team,
APPENDIX
1
eircom Ltd. Staff Side Panel
Annual Report – 2006
Philip Nolan, Peter Lynch, Dave McRedmond, John
Mason and Brian Montague all left the company at
various points through the latter part of the year. Pierre
Danon, Rex Comb, Andy McLeod and Peter Tarrant
have been appointed as Chairman, CEO, COO and CFO
respectively. There has also been significant change in
employee relations, Rory Burke, Head of Employee
Relations departed the company in August, Jim Foley
has been appointed acting HR Director until April and
Grainne O’Boyle is acting as Head of Employee
Relations at present. This has led to some difficulties
with the operation of the JCC and hopefully this will be 89
resolved in the coming weeks.
Company Structures
The company structures have not been unaffected by
the changes, it was announced in November that the
company would be restructured on the basis of three
operational divisions (Retail – Cathal Magee,
Wholesale/Network – Andy MacLeod, Meteor – Robert
APPENDIX
1
Haulbrook). The composition of the executive team has
eircom Ltd. Staff Side Panel
also changed, in addition to the three divisional heads,
the executive team now comprises, CEO – Rex Comb,
CFO & Shared Services – Peter Tarrant, Human
Annual Report – 2006
Resources – Jim Foley, General Counsel/Company
Secretary – Ann Marie Kearney (in place of John Mason),
Strategy/Regulatory – TBA.
The central function has been streamlined and a number
of functions have new reporting lines, (IT, Supply Chain,
the CTO’s office, Wholesale and Facilities Management
moved to Wholesale/Netorks).
Some Finance and HR functions have also been
devolved to the divisions. The Commercial Unit has
been devolved, (Brand & Sponsorship moved to Retail,
Communications and Property now report to CEO). A
90 new stand alone unit dealing with Strategy, Regulation,
Public Policy Pricing has also been formed.
HR for Retail and Wholesale/Networks have been
devolved to the respective divisions and report directly
to the relevant directors. (Carmel O’Brien – WN, Marie
Lee – Retail).
March also saw the introduction of new structures in
Network Operations with the launch of the New
Networks New Horizons organisation, this structure has
changed from being regionally based to a nationally
managed structure, namely, Service Delivery, Service
Assurance, Network Engineering, Core Networks,
Business Planning & Reporting and Strategy & Change.
Phase 1 of this reorganisation has been completed in
relation to new management structures but further
implementation of change in this area is contingent on
discussions around a number of key issues from the
staff side point of view.
Customer Service
The company’s performance on customer service has
been brought into sharp focus in recent weeks. There
has been much adverse publicity in the media and
complaints about delivery and restoration of service,
fault volumes over the past two months have been the
highest for the past 5 years. Severe weather over the
past few months has certainly contributed to the high
volume of faults, but the jury is still out as to whether the
disruption brought about by the recent changes has
contributed to the problems.
Telecoms Market/Regulation
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.
The Government is also considering legislation (The
Communications Regulation Amendment Bill) to give
Comreg more powers to increase competition in the
market.
eircom have made a submission to Comreg for the
establishment of a USO fund. Comreg have responded
basically saying that they will examine the issues based
on the results of the current financial year.
payment of 2.5% from 1st May 2006.
Towards 2016
A new National Pay Agreement was negotiated to
succeed SP, this agreement titled Towards 2016 allows
for pay increases of 10% over a 27 month period.
The schedule and dates as they apply to eircom are as
follows:
• 3% for the first six months
(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

Pat Feenan (IMPACT) retired from the company during
the year and Paul MacSweeney was reassigned within
CPSU. I would like to place on record our appreciation
for the work done by both Pat and Paul on behalf of the
committee.
The items discussed at the JCC Diversity sub-
committee throughout the year included:
• Sabbatical Leave – Term time leave was revised
during the year and a revised sabbatical leave
policy was agreed to replace term time, this
revised policy included a two month sabbatical
leave option, it was also agreed that pay during
sabbatical could be averaged out over the tax year
if so requested. Difficulties in the operation of the
sabbatical leave in the early part of the year led to
the staff side withdrawing from the Diversity Sub-
committee for a period of time, the issue was
resolved at full council.
• Workplace Charter on Bullying and Harassment – a
revised charter is currently being worked on. The
charter is being reviewed to take account of recent
legislation and to include a stronger emphasis on
mediation.
• Skillnets/Positive 2 Work – eircom and the unions
are involved in a training initiative under the above
APPENDIX
1
program. This program involves approx. 40
eircom Ltd. Staff Side Panel
companies who are pooling resources in relation to
training. Stress management/ resilience training
workshops have been conducted.
Annual Report – 2006
• Equal/Decision Path – A software tool to assist
managers relating to 8 HR policies is being
developed. Policies involved are - Dignity,
Discipline Code, Grievance Procedure, Sick Leave,
Parental Leave, Maternity Leave, Force Majeure,
and Accidents at Work.
• Bereavement Leave – a claim for an amendment to
compassionate leave to include grandchildren and
brothers/sisters in law was lodged. Company
disposed towards amending to include
grandchildren. Others pose some difficulties re
existing definitions in legislation. Will be kept under
93
review.
• Definition of Spouse – a claim to extend the
definition of spouse to include same sex
relationships was lodged. Implications under
current legislation. Will be kept under review.
eircom appointed Louise Doyle as new Diversity
Manager in March 06.
APPENDIX
1
Voluntary Leaving Programs
eircom Ltd. Staff Side Panel
The VL program launched in December 2005, closed in
March 2006. A special VL program was introduced
Annual Report – 2006
towards the end of the year aimed at Senior Managers,
details of which were not published. No further VL
programs are planned at this point.
Review of the Welfare
Service/EAP
This matter has been referred to Third Party, awaiting a
date for hearing.
eircom Restructuring and
94 Property Strategy
The Board of eircom has approved the sale & lease back
of Heuston South Quarter, eircom’s headquarters
building, currently under construction beside Heuston
Station.
The building is being sold in conjunction with Jones
Lang LaSalle under a sale and leaseback arrangement.
eircom’s decision to enter into this transaction enables
capital to be freed up to re-invest in its core business.
This sale and lease back arrangement, will have no
adverse impact on the relocation of eircom or Meteor
employees and the target for Phase I completion date in
March 2008 is proceeding well.
The programme of consolidation of office
accommodation in Dublin is continuing. The Company
are also pursuing opportunities to develop both
commercial and residential developments on sites
around the country where spare capacity exists. These
proposals are being dealt with through Partnership at
Central Services NPG.
Renewal of the eircom Scheme
of Conciliation
The Management Side put forward proposals to finalise
the permanent scheme in February 2003. This matter is
still on the agenda but has not yet been finalised.
Increase in the Death in Service
Benefit
The Staff Side presented a claim for an increase in the
Death in Service Benefit in February 2003. The
Company took it away for consideration. At the
November 2003 JCC meeting the company indicated

that it was still awaiting Department of Finance Actuarial
advice which would not be ready until January 2004.
This matter is awaiting finalisation.
Electronic Communications
Policy
A new suite of Electronic Communication and IT
Security policies were introduced during the year.
PixAlert Audit
The company engaged a consultant to conduct an audit
of company PC’s to assess whether existing controls to
protect from inappropriate content are adequate and
operating effectively. A high level report will issue to
Council on the results of the audit.
Information & Consultation
Directive
The Employees (Provision of Information & Consultation)
Act 2006 became law on 10th April 2006. The JCC is
currently working on a draft document titled “Handling
Significant Change through Partnership”. While existing
partnership and collective bargaining procedures provide
APPENDIX
1
a robust mechanism for Information & Consultation, there
eircom Ltd. Staff Side Panel
is a requirement for an employer to provide I&C to
employees who are not members of unions. This is
obviously an area of concern for the staff side who will be
Annual Report – 2006
ensuring that any process does not dilute the traditional
methods of representation.
ESOP
The ESOP conducted a ballot of participants in July
2006 on the joint offer for eircom, 92% of participants
who voted were in favour of the proposal. The resulting
transaction saw the ESOP stake in the company rise to
35%. A distribution of approximately €80 million was
made to participantsixcipants in November 2006, it is
expected that further distributions will be made as
follows, 2007 - €80m, 2008 - €70m and 2009 - €70m.
95
Paul Reid was appointed a Trustee Director in place of
Peter Lynch.
Joint Conciliation Council
Meetings
Five meetings of the Joint Conciliation Council were held
during the year.
APPENDIX
1
Chairman
eircom Ltd. Staff Side Panel
Mr. Rory Burke continued as Chairman of the JCC until
his resignation from the Company in August, Jim Foley
replaced Rory as Chairman on an interim basis
Annual Report – 2006
Management Side Secretary
Mairead Ryan continued as Management Side
Secretary.
Management Side Team
The management side team comprises of Jim Foley,
Grainne O’Boyle and Mairead Ryan.
Staff Side Panel
The Panel Officers appointed at the Annual Meeting
96 2006 were:
Mr. J. Barrett, Joint Chairperson / PSR,
Mr. S. Cody, Deputy Chairperson,
Mr. B. Moorhouse, Secretary.
Claims Lodged 2006/7
• Claim that those availing of Parental Leave may
have their salary averaged out over a 12-month
period.
• Claim that bereavement leave be extended to
cover grandchildren, brother-in-law and sister-in-
law.
• Claim to have the increase in basic pay as set out
in the Mid Term Review of the Sustaining Progress
Agreement applied to all staff comprehended by
the Scheme – Final Phase - 2.5% from 1st May
2006 for six months.
• Claim that the definition of spouse be expanded
on all eircom HR circulars.
• Claim for a review of Subsistence Allowances from
1st July 2006
• Claim for a Review of Mileage Rates from 1st July
2006.
• Claim for a 3% increase in basic pay from 1st
November 2006, for all grades comprehended by
the scheme in line with the terms of the Towards
2016 National Agreement.
• Claim for a 2% increase in basic pay from 1st May
2007, for all grades comprehended by the scheme
in line with the terms of the Towards 2016 National
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 – eircom Ltd.
Staff Side Panel Annual Report – 2007
Secretary’s Annual Report
2007
Introduction
The past year has been an extremely difficult one from a
JCC perspective, in last years report I described
problems with the operation of the JCC due to the many
changes in management following the take-over by
Babcock & Brown and the departure of some senior
managers. At the time I was hopeful that the situation
would settle down and matters would improve.
Unfortunately that has not been the case and indeed in
my view the situation has worsened. The low point of
the year was the fact that the unions in the company
were forced to conduct a ballot of the membership for a
mandate for industrial action due to the company’s
refusal to pay the 2nd phase of Towards 2016. This led
to strike notice being served and ultimately the
intervention of the LRC to settle the dispute.
APPENDIX
2
eircom Ltd. Staff Side Panel
Annual Report – 2007
The settlement arrived at the LRC was not without it’s
difficulties and while the unions were successful in
having the matter of payment of the National increase
settled, it was not without preconditions. Immediately
following settlement the company presented a suite of
28 proposals for restructuring in various parts of the
business which called for an overall reduction in
Network Operations of 254 people and consequent
restructuring of the business areas concerned. Twelve of
the proposals were agreed in October and are in varying
stages of implementation through the partnership
process. 99
While the JCC actually met on six occasions during the
year the majority of these meetings were concerned with
the issue of payment of the increase due on 1st May.
The council met on 23rd July to finalise the agreement
arising from the LRC settlement and did not meet again
until 15th February 2008 in order to sign off on the 3rd
phase payment (actually due from 1st February). The
staff side is totally dissatisfied with the manner in which
APPENDIX
2
the company dealt with what is properly due under
eircom Ltd. Staff Side Panel
nationally negotiated agreements and the delays that
this causes in payment. The final phase of this
agreement is due to be paid in August 2008 and the
Annual Report – 2007
unions will not accept any further problems in this
regard.
The main difficulties arose from the company’s failure to
follow proper process and protocols, which have served
the JCC well in the past. Indeed there was a worrying
development during the period of the dispute where the
company through the CEO and HR Director were
communicating directly to staff, bypassing the normal IR
channels.
Management Changes
100
There have been further significant changes to the senior
management team, Andy McLeod and Peter Tarrant left
the company, Peter Cross was appointed as CFO, Tony
Olthof appointed as Group HR Director in March, Jim
Foley appointed as Deputy HR Director and Grainne
O’Boyle was appointed as Head of Employee Relations.
Paul Reid appointed as interim Director of Wholesale
Networks pending the completion of Project Tiger.
Company Structures
As mentioned above Project Tiger was initiated in
October 2007 to further examine the company
structures. This project is looking at the creation
business units focussed on consumer market, business
market and wholesale networks market. The result of
this is that some of the changes reported on last year
have been reversed. Wholesale, IT and CTO office now
report to CEO, Supply Chain reports to CFO.
The single biggest issue which will face the unions over
the coming months is the plan by Babcock and Browns
for structural separation of the company. The
Government and Comreg are examining the plans,
Comreg have appointed a number of consultants to look
at the issues. The CWU have also commissioned an
independent study of the issue to be published shortly,
the ESOP will also be examining the matter through the
appointment of their own advisors.
Pay
Towards 2016
The Towards 2016 agreement on pay concludes in
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
• 2% for the next nine months (due 1st May 2007).
Paid August 2007
• 2.5% for next six months (due 1st February 2008).
Due March 2008
• 2.5% for final six months (due 1st August 2008).
Subsistence and Mileage
Agreement was reached regarding increases in the
above with effect from 1st July 2006. Claims have been
lodged for increases w.e.f. 1st July 2007, sub-groups of
the council are considering these claims. To date no
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
eircom Ltd. Staff Side Panel
are involved in a training initiative under the above
program. This program involves approx. 40
companies who are pooling resources in relation to
Annual Report – 2007
training. Stress management/ resilience training
workshops have been conducted.
• Equal/Decision Path – A software tool to assist
managers relating to 8 HR policies is being
developed. Policies involved are - Dignity,
Discipline Code, Grievance Procedure, Sick Leave,
Parental Leave, Maternity Leave, Force Majeure,
and Accidents at Work.
• Bereavement Leave – a claim for an amendment to
compassionate leave to include grandchildren and
brothers/sisters in law was lodged. Company
disposed towards amending to include
102 grandchildren. Others pose some difficulties re
existing definitions in legislation. Still under review.
• Definition of Spouse – a claim to extend the
definition of spouse to include same sex
relationships was lodged. Implications under
current legislation. Still under review.
Louise Doyle Diversity Manager resigned from company
in September 2007, to date no replacement appointed,
Grainne O’Boyle has assumed responsibility for area.
Voluntary Leaving Schemes
Voluntary Leaving schemes continue to be offered across
a range of business areas, the company’s approach to
these schemes has become very aggressive, firstly with
the staircase approach taken earlier in the year, which
thankfully was removed from the agenda. However the
company have announced that any schemes going
forward will operate on reduced terms in comparison to
what has applied heretofore. The company’s announced
headcount reduction target of 900 over a three-year
period is certainly aggressive and the unions will need to
be mindful of the impact of these schemes both on the
members and the business going forward.
eircom Restructuring and
Property Strategy
The construction of the new corporate headquarters is
ongoing and completion is expected sometime in
March. The company also announced plans to dispose
of approx. €300m worth of property around the country.
Renewal of the eircom Scheme
of Conciliation
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