Derek Maylor, Chair of the NW BTU Health & Safety Co-ord, reports from the CWU Telecoms & Financial Services Conference taking place on 28th to 30th April 2015 at the Bournemouth International Centre, Bournemouth:
Health and safety propositions to conference include issues detailed below.
In view of a recent accident involving a fall from height from an MDF travelling ladder resulting in a serious injury to an engineer which was attributed to the high temperature and lack of ventilation in the MDF exchange room, the CWU will negotiate with BT Group & Openreach a reduction of the temperature setting that constitutes the status of a Hot Exchange. The North West Engineering Safety Committee has consistently considered the World Health Organisations recommendation of 27C to be the target for when such work is being taken since our participation in the HSE consultation many years ago.
There has been a big increase in BT Fleet disciplinary cases on what are often minor issues and these often result in a charge of gross misconduct because, it is argued, there are safety implications. The Executive were instructed to enter negotiations with BT Fleet to stop this abuse that, in the end, undermines genuine good health and safety practise.
The fundamental ability of the employee to understand the issues, the process and procedure of a disciplinary matter should be contrasted against any record of current Mental Health which the member makes known or has made BT aware of. We need to examine the BT Disciplinary Process and to gain an agreed insert, where necessary, into the BT Disciplinary Procedure which positively supports members with Mental Health issues throughout, especially with reference to Mental Health and the ability to comprehend the matters that are true to a disciplinary process. This insert would cover that 'An employee should only be invited to a disciplinary hearing whilst on sick leave with a Mental Health related illness on request of the employee or if written consent of provided by the employees GP'.
There is concern that despite some improvement with regards to BT‟s approach to sick absence management in some circumstances it is still too punitive and does not properly consider mitigating circumstances. Of particular concern are examples where an individual has suffered an absence caused by required surgery or suffered an injury which in combination with only one other day of absence triggers the Bradford factor and a formal discipline meeting normally followed by a warning. In such circumstances an unusual absence for example caused by injury or surgery should not contribute cumulatively in a decision to issue a warning. We will highlight cases to BT where first line managers and attendance managers are not properly considering mitigating circumstances with the aim to change the current hard-line approach being taken.
The sporadic absence policy in BT is being used to manage members with disabilities and underlying health issues. Previously underlying health issues and health conditions deemed by the OHS to fall within the remit of the disability section of the Equality Act have been discounted or the health condition taken into consideration when considering issuing a warning under the sporadic absence policy. The union concerned that members in BT are increasingly being issued with warnings for absences due to underlying health problems and disabilities and being measured under the Bradford Factor.
This is particularly the case where any adjustment has been made such as specialist equipment or extra breaks. This fails to take account of the fact that part of an adjustment may be to allow additional absence for an individual dependent on their medical condition and there seems to be no clear guidance on this. Some members who have worked for the company and provided valuable service for many years are now approaching the end of the warning process. We will seek assurance from BT that members with disabilities and underlying health conditions will not be managed under an attendance policy that disadvantages them and will ultimately lead to their dismissal.
We are to enter into discussions with BT on a review of the STREAM assessment tool and the process including an option for a colleague to select “another OM/SOM”. Furthermore disciplinary action should be considered for any manager who fails to support an employee with agreed actions following the STREAM assessment meeting. The competent manager taking the STREAM meeting would tick that they understand that they are responsible.
The benefit of the BT Passport scheme is that when an individual changes their role they do not have to explain their circumstances over and over again and the reasonable adjustments can follow them. There is concern that the process is being undermined and we will tell BT that managers need to be trained in their use and safeguard the correct procedure.
There is an increasing number of cases where the company seem to be intent on not providing reasonable adjustments for employees who have a disability, many whom have worked for many years to the benefit of employer. We will start urgent discussions with BT Group around a training programme for all managers to undertake around the Equality Act and managing people with disabilities who require reasonable adjustments.
New technology brings benefits, however consideration should be given to the visually impaired or disabled members that require larger screens/keyboards on tablets or I-phones. We need assurances from BT that individual needs would be looked at in these circumstances before the implementation of new technology is introduced to a line of business.
We recognise that BT Openreach have taken on a number of ex-forces employees and we are now dealing with increased numbers of post-traumatic stress cases where members are suffering from severe stress linked with their time within the military. Whilst mental wellbeing information is available within the CWU and the company, there is very limited or no information, guidance or literature regarding dealing and coping with post-traumatic stress disorder. We will raise the profile of PSTD and seek guidelines and further information for activists and members.
With the “one size fits all‟ approach by BT in relation with the managing of performance, many members are finding themselves in a downward spiral they cannot control and not of their doing. There is a growing number of cases that if managed differently could have a positive outcome, but instead many have resulted in the CWU member leaving the company. BT needs a “Plan B‟ for performance related issues, for people who have mental health issues. Anyone suffering this form of illness finds that these are exacerbated when someone is put on a coaching plan for performance. With no alternative way of managing anyone with a mental health issue, BT are putting some of our members at a disadvantage and risking their health and wellbeing.
You can download the conference props discussed in Word 
format by clicking on the pic above.
