DIGITALEYEProspect members in communications, media and digital

www.prospect.org.uk • Issue 3, October 2013

Prospect • DigitalEye – O

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PM ABUSES: CALL IT OUT!PERFORMANCE management remains the number one issue for members in BT, writes Aveen McHugh. Prospect’s message is simple: if you see attempts to fix the distribution of ratings or set targets for managed exits – call it out.

You can do so anonymously by calling Prospect’s helpdesk on 020 8971 6060 or emailing callitout@prospect.org.uk – we will check it out with you but protect individual identities.

We have agreed two key processes with BT, covering:

● an escalation process for either individual cases or more systemic issues around potential abuses

● settlement agreements (previously known as compromise agreements).

BT has published both across the company and on the intranet. All marks should be justified on the basis of the evidence and, above all, there must be an end to forced distribution of marks.

The escalation process states that “performance markings must be fully justified against job standards, objectives and behaviours” and that “any practice which undermines this eg forced distribution would be appropriate for escalation”. It confirms that labour turnover ‘forecasts’ in BT will not be translated into specific ‘managed exit’ targets for individual line managers. Any practice that could result in targets for ‘managed exits’ or ‘unregretted leaver’ targets would be escalated using this procedure.

We advise any member offered a settlement agreement to contact the union immediately.

Discussions on performance management are ongoing and we continue to press for improvements. The only true test of progress will be the experience of individual members and line managers. Rebuilding trust and confidence is a huge challenge for BT and the unions. We are determined to secure a positive, not punitive approach. As well as calling out bad practice, tell us if you see improvements in your area.

■■ See■centre■pages

ROLLING OUT broadband to rural communities is expensive and technically complex and BT was bold to take on the risk, Prospect said in September.

The union was responding to a Commons public accounts committee report which criticised the government’s handling of the rural broadband programme and claimed BT had “exploited its quasi-monopoly position” as the main provider.

Because of the lack of profit potential in rural areas, the government is providing a subsidy of £530m, with an extra £250m after 2015. Contracts were awarded county by county, with local authorities also contributing.

Only BT and Fujitsu entered the competition, but the latter withdrew.

BT has committed £2.5bn to the project and said it had been transparent from the start and willing to invest where others were not. “It is therefore mystifying that we are being criticised for accepting onerous terms in exchange for public subsidy – terms which drove others away.”

Prospect national secretary Ben Marshall stressed that the PAC conclusions should not be an excuse to further delay the programme. He said BT had played by very strictly drawn-up tendering rules, and could not be

blamed for the report’s findings.“We are talking about broadband

reaching areas of the UK where there was and remains no commercial case for investment. There is nothing to stop other providers from building a superfast broadband network, either nationally or regionally, if they wanted to,” Marshall said. “They have chosen not to because they cannot make money from it.”

All contracts awarded to BT contained an obligation to sell access to superfast broadband to all other retail suppliers on the same terms as when selling existing broadband services to its own retail arm. “We suspect this is one reason why so few other bidders have taken an interest,” said Marshall. BT was better placed to meet the demands of publicly resourced spending because of its size and the integrated nature of its network.

“The UK desperately needs investment in superfast broadband for social, economic and employment reasons. Only a company like BT can carry the losses from non-profitable areas. The fact that a private investor like BT was prepared to accept the risk should not be so cynically dismissed, especially when government services are moving online, making universal access even more urgent.”

BT has a crucial role in bringing broadband to hard-to-reach, commercially unviable areas, and a Commons committee report is unhelpful, says Prospect

Report must not delay rollout of broadband

“Only a company like BT can carry the losses from non-profitable areas”

■■ Marshall■–■‘others■have■chosen■not■to■invest■because■they■cannot■make■money’

Published by Prospect, New Prospect House, 8 Leake Street, London SE1 7NN

DigitalEye editor: Penny Vevers e penny.vevers@prospect.org.uk t 020 7902 6606

Printed by: College Hill Press

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NEWS2

Connecting the continentThe European Commission has unveiled proposals to reform the regulatory environment applying to the continent’s telecoms companies ‘CONNECTED CONTINENT: a single telecom market for growth and jobs’ represents the “most ambitious plan in 26 years of telecoms market reform,” the European Commission said in September.

It seeks to restore Europe to a position of global leadership in digital markets.

Currently the market consists of 28 different, albeit harmonised, regimes, despite a long-running intention to create a single market in goods and services. In the US just four mobile operators are involved in implementing mobile 4G, but in the EU there are more than 100.

The EC package proposes: ● a single authorisation regime to

simplify operators’ access to other markets

● no incoming call charges while roaming in Europe

● no more international call premiums for calls made within the EU

● a ban on blocking or throttling of internet content so as to underpin net neutrality

● new rights for consumers, harmonised across Europe

● co-ordinated spectrum assignment to allow mobile operators to develop more efficient and cross-border investment plans

● greater certainty for investors over regulatory regimes, particularly in the area of access prices.

But the goal of a single regulatory authority has been left out. There are no changes to the definition of “an electronic consumer services provider” and no pan-European spectrum licences.

The direction is towards a less fragmented, or even single market within five years. But less clear is what the proposals will mean for workers.

The results of a connected continent are likely to lie in greater consolidation – i.e. mergers between operators – the EC is specific on this point.

The underlying intention is to give telecom operators greater scale to become more competitive global players and increase their ability to invest at a time of consumer demand for faster networks.

Prospect researcher Calvin Allen warned that consolidation implies uncertainty for workers, including potential job losses and threats to terms and conditions of employment.

“The document’s impact statements only deal with the implications for operators, other businesses and consumers, and not for workers,” he said.

“Prospect will argue for workers’ rights to be recognised as the package is developed. We will raise this in individual cases of consolidation between operators in the UK, and elsewhere in Europe via the UNI global union.

“Social dialogue must be the first and last outcome of any consolidation proposal.”

Signals are poor for telecoms investment CONSULTANCY firm PwC has produced a valuations index of the telecoms industry, looking at investment and returns, writes Calvin Allen.

Unsurprisingly, returns in investment are not only going down, they are also below companies’ costs of finance, the report shows.

The industry has seen shockwaves in recent years: growing data consumption sparked by a desire for content and the ubiquity of the mobile has encouraged greater convergence between computing and telephony, currently via the smartphone.

But can operators make money from delivering the network infrastructure improvements required to support this growth, especially against the impact of competition in reducing prices? PwC suggests not (see table).

Return on invested capital (ROIC)9%

8%

7%

6%

5%

4%

3%

2%

1%

0% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Telecoms sector

ROICs affected by write-downs taken by operators following investments in 3G licences and networks. Returns improved in subsequent periods partly as a result of increased usage.

Regulatory pressures (for example on roaming and termination charges) and price competition have contributed to margin erosion in recent years.

SOURCE: S&P CAPITAL IQ & PWC ANALYSIS

A period of low, but recovering, returns in the early part of the last decade has come to a halt, with returns on network investment slipping backwards. This is set against a backdrop of investment write-downs following the ruinous 3G spectrum auctions both in the UK and Germany.

Furthermore, PwC suggests that the current rate of return is not only below operators’ cost of capital (the money borrowed to finance investment), estimated at 8-9 per cent, but that it has been so for much of the last decade.

Other companies in the sector – such as in handset manufacture and content ownership – have seen solid returns on investment. Yet the current value of £100 invested in network operators in 2007 now stands at just £85. Industry regulation and the level of market competition are major factors.

The European Commission has its own ideas on what to do about this (story, left), as does Vodafone in the context of the disposal of its gains from the sale of its stake in the US mobile operator Verizon Wireless.

The inevitable trade-offs between investment, competition and prices are not currently going the way of operators – and this will not be in the interests of consumers or workers in the long-term.

■■ Allen■–■■uncertainty■for■workers

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ctober 2013NEWS 3

A SMALL team of Prospect organisers and BT reps gave a talk to 90 new graduate scheme staff at their induction event at Adastral Park in September.

It was the first time in years that Prospect had been given the chance talk to new young members of BT staff about the union and so we pulled out the big guns and invited general secretary Mike Clancy to speak.

Mike spoke about Prospect’s general ethos – to work with employers constructively to ensure our members are treated fairly and to get them the best possible terms and conditions, but also to challenge any employer we feel has breached agreements the union has made with them.

He explained how, by being party political neutral, Prospect has the freedom to lobby any MP who may have influence, giving the union a wider scope to gain successes on issues which affect members.

I then gave a presentation on

GOOD START FOR CAPITA BRANCHMOST Prospect members in Telefónica customer service were outsourced to Capita earlier this year and the union has now set up a Capita communications, media and digital (CMD) branch.

People who transferred in July are already in this new branch. Anyone transferring later is urged to tell the membership department by emailing cmdmembership@prospect.org.uk

Negotiator Caroline Hemmington said: “Many Prospect reps transferred too, so we have a good branch structure in place to look after your interests. As well as meetings at a national level, Prospect site reps meet regularly with local Capita human resources, so tell them if you have any issues to raise.

“For now, existing Telefónica reps can also provide help if necessary. If you work for Capita and would like to get involved locally, please contact your branch rep.”

As a result of the operations review and outsourcing to Capita, several employees have taken discretionary voluntary redundancy, some with a deferred leaving date in December.

“While you may be leaving your employer, it doesn’t mean you have to leave Prospect,” Hemmington stressed. “Prospect represents professionals throughout the private and public sectors and we are your union for life.”

IN BRIEFPLACE YOUR ORDER – Prospect’s 2014 calendar will feature women members doing ‘men’s jobs’ and goes on sale in November. Money raised will go to Prospect’s pro-ject with Oxfam to empower women in Nairobi’s slums. Register your interest by email-ing sherri.hoppen@prospect.org.uk with your name, membership

number, workplace postcode and number of copies wanted. Please put ‘2014 calendar’ in the subject box.

IT SKILLS SHORTAGES – IT spe-cialists now drive the UK econ-omy, say the UK Commission for Employment and Skills and sector skills council e-skills. The digital sector directly contrib-utes nearly £69bn to the econo-

my and since 2009 employment in the sector has grown more than three times the average for the whole economy. By 2020, the sector will require nearly 300,000 recruits at higher skills levels but nearly 20 per cent of vacancies are difficult to fill owing to skills shortages – http://www.ukces.org.uk/pub-lications/er73-technology-and-skills-digital-industries

TELEFONICA PENSIONS – Every three years the Telefónica UK Pension Plan holds a member-nominated trustee election. 2013 is election year and contribut-ing members of the plan will be invited to take part in a ballot in late October. Prospect and CWU are recommending three experienced candidates – Arvind Ladwa, Jeannie Drake and Trevor Boon. Please vote!

Good Work, Prospect’s new project to promote the union’s core values when negotiating with employers. Among other things, I talked about Prospect’s belief that transparency and honesty are key for an effective working relationship between an employer and its employees and the importance of a good work-life balance.

The group listened intently and asked some really good questions, including how Prospect balances having a collaborative working relationship with employers with remaining an independent critic; what the statistics for workplaces with recognised unions are in terms of better terms and conditions; and how Prospect can help if a member feels their performance mark is unfair.

It was a brilliant opportunity to talk to young workers at the beginning of their careers. With some strategic follow-up from across the BT branches, we hope to see many of them become young members and future representatives of Prospect.

Prospect reaches out to graduates

Jenny Tingle reports from an event for new BT staff at Adastral Park, Suffolk, in September

■■ General■secretary■Mike■Clancy■outlines■Prospect’s■vision■to■new■recruits■to■BT

THE LAWThere are two main legal avenues:

● disability discrimination claims under the Equality Act ● unfair dismissal claims under the Employment Rights Act.

DISABILITY DISCRIMINATIONThe first issue in a tribunal claim would be whether the member meets the definition of a disabled person under the Equality Act. They need to establish that they have (or had) a physical or mental impairment with a substantial and long-term adverse effect on normal day-to-day activities.

Medical evidence is essential, but the tribunal will decide on the basis of the facts and legal precedents. Occupational health reports often give an opinion on whether the member is a disabled person, but this is only one doctor’s opinion and may be challenged.

Stress and depression often feature in performance management cases. In many tribunal cases, people have successfully contended that depression is a disability, depending on its effect. The tribunal has to assess the condition’s impact without medication or therapy.

Types of discriminationIf the member can show they are disabled, they then need to show that they have been discriminated against under the Equality Act. Possible actions are:

● failure to make reasonable adjustments ● direct discrimination ● discrimination arising from disability ● harassment ● victimisation.

The most likely claims in a performance management case would be failure to make reasonable adjustments and discrimination arising from disability.

Reasonable adjustmentsWhere a provision, criterion or practice applied by the employer, physical feature of the workplace, or failure

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4 LEGAL

PROSPECT HAS seen a more aggressive use of performance management in many workplaces over the last few years.

The union supports members throughout the process, and at times through dismissal proceedings and challenging the decision in an employment tribunal.

This article provides guidance on how reps and full-time officers can support members facing potential dismissal on the grounds of poor performance and ill health. It draws on the lessons of successful tribunal cases – including one in BT (see box, right).

Prospect’s aim is to try to solve any problem before it reaches the legal process. Assistant secretary Aveen McHugh (page 1) emphasises the need to approach the union early if you detect a potential abuse within the performance management process, or are offered a settlement agreement.

Also, particularly with disability, the law can be used proactively to prevent procedures escalating to dismissal.

Under the Equality Act, employers have a duty to make adjustments to overcome any disadvantage faced by a disabled employee. This could include changing their duties, adjusting targets, providing a mentor, adjusting hours or location, providing disability leave, phased returns after extended absence, or finding an alternative job.

The legislation is not prescriptive, so think about what would help and get medical advice to support adjustments. Members must formally request any adjustment in writing.

PERFORMANCE MANAGEMENT CASESIt is difficult to legally challenge the employer’s performance assessment. Tribunals rarely want to second-guess the manager’s assessment and are not in a position to determine whether the performance was satisfactory. Instead they will largely focus on what procedures were followed and if there were alternatives that could have avoided dismissal.

Legal officer Marion Scovell reports on the lessons of recent employment tribunal cases won by Prospect

Unfair dismissal arising from performance management

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ctober 20135LEGAL

BT member was wrongly sacked GRAHAM Vare had worked for BT for over 20 years and had a successful career, being promoted several times.

In June 2010 the employer started raising criticisms of his performance and began formal performance improvement plans. Graham became ill with stress and depression and was signed off work for nine months.

While absent, at the request of Graham’s Prospect rep, he was referred to BT’s occupational health adviser. The OH doctor recommended he should be moved to an alternative role with less pressure and not face any performance proceedings for at least six months after returning to work.

However, soon Graham was sent a further OH report. It had changed significantly and no longer recommended a change of role or a delay to starting performance management on his return. The tribunal noted that between the first and second reports BT had contacted the OH service raising queries about the report.

When Graham returned, he was placed in the same role on a phased return. A couple of weeks after resuming full-time hours, BT began a new performance monitoring period and within months he was

dismissed on grounds of failing to meet performance targets, despite acceptance that his performance was improving and he had successfully reached many targets.

With Prospect’s support, Graham submitted a claim to the tribunal for unfair dismissal and disability discrimination. It was heard in June.

The tribunal found the dismissal was unfair. BT had been unfair in saying it could not comply with the OH doctor’s original recommendation that Graham should be moved to another role. It was unreasonable for BT to attempt to influence the OH adviser and Graham had therefore been denied the opportunity to seek an alternative role.

The tribunal found a 30 per cent chance of Graham being dismissed if no other job had been found for him. The tribunal did not find Graham disabled within the meaning of the Equality Act, so the discrimination claim was dismissed.

This case demonstrates how employers must look at all alternatives when considering dismissal. Where there is evidence that the employee’s health has an impact on their ability to perform in a particular role, they should proactively make adjustments.

to provide auxiliary aids places a disabled person at a substantial disadvantage, the employer must make reasonable adjustments to overcome the problem.

The tribunal must determine what is reasonable, taking account of things like the practicability of the adjustment, funding, and employer resources. The adjustments could be around the nature of the work, targets, varying hours, or finding a different job. There would also be potential adjustments around the dismissal and capability procedures.

Discrimination arising from a disabilityIT IS unlawful for an employer to treat someone unfavourably because of something arising from the employee’s disability, and if it is not a proportionate means of achieving a legitimate aim.

In a performance case it might be argued that the member was dismissed for a reason related to the impairment to the work caused by the impact of the disability. It would be legitimate for the employer to maintain performance standards, but it could come down to whether this could have been met more proportionately by adjusting the work or more actively looking for another role.

UNFAIR DISMISSALThere are two way a dismissal could be found to be unfair:

● on the basis of the substantive grounds for dismissal ● where there has been a procedural error.

The employer must show the dismissal was for one of the potentially fair reasons, and the tribunal will decide whether it was fair in all the circumstances. Capability, as in poor performance, is a potentially fair reason.

Capability and fairnessThe tribunal is likely to focus on whether the procedures for setting targets and monitoring performance were broadly fair. Repeated failure to meet standards can be a fair ground for dismissal and a tribunal will not substitute its view for the employer’s in these cases.

Importantly, tribunals consider whether health issues have made a difference and whether another role was offered.

This overlaps with the disability discrimination points, but even if the member is not held to be disabled, health could still be relevant to the unfair dismissal claim.

In all such cases the tribunal will assess whether dismissal was within the range of reasonable responses available to the employer. Even if it thinks the decision was harsh, it can only find it substantively unfair if convinced no reasonable employer would have taken the decision. This creates a high hurdle for the employee.

If the employer fails to apply a fair procedure and does not follow the ACAS Code of Practice the dismissal is likely to be unfair.

■■ Prospect’s■Equality■Briefing■No■32,■‘Disability■and■Appraisal■&■Performance■Systems’■–■http://library.prospect.org.uk/id/2013/01192■

■■ Prospect■Negotiators’■Guide■to■Disability■Equality■–■http://library.prospect.org.uk/id/2008/00088■

■■ Equality■and■Human■Rights■Commission■Code■of■Practice■on■Employment:■http://bit.ly/employer_code

STEFANO

CAGN

ON

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6 NEWS

Doing more good on sustainabilityProspect member Emma Williams helped launch Net Good to encourage BT employees, clients and other stakeholders to go greenerBT has long recognised the link between sustainability and business success and being a responsible and sustainable business leader is already one of its six strategic priorities for growth.

As a global population we’re already using 1.5 times the resources that the planet can replenish and

with an extra 2 billion mouths to feed by 2050, that pressure is set to intensify.

We work in an industry that has the potential to help address this

global challenge. Communication technology could help save £1.1 trillion in energy and fuel savings and cut greenhouse gas emissions by 16.5 per cent.

The launch of BT’s Net Good programme this summer was our opportunity to share our new open-source carbon abatement methodology with more than 135 stakeholders, including customers, analysts, investors and media.

BT has been reporting and reducing its carbon emissions for more than 20 years, but to make a real difference, we need to move away from just doing ‘less bad’ and strive to do more good.

The goal by 2020 is to help customers reduce carbon emissions by at least three times the end-to-end impact of BT’s business.

Creating a methodology for measuring BT’s current impact and what it can do to help our customers is the first step.

Whether it’s finding new ways of driving down our footprint through energy saving and resource efficiency or innovating in ways that will deliver low-carbon solutions for our customers, every member of staff can play their part.

■■ See:■www.bt.com/netgood

PROSPECT AND the CWU are joining forces with BT to launch the company’s latest Work Fit health and wellbeing campaign in time for World Mental Health day in October.

Feedback from previous programmes suggests that people find short, simple messages and materials most useful, said Prospect assistant secretary Aveen McHugh.

“We’re mindful of the deluge of emails people face and that many BT people are out and about. So we are working with BT to try out different approaches and target key groups.”

A dedicated area of BT’s intranet will offer useful materials and information. These include podcasts from senior managers; details of the employee assistance team; information on where to get help and about training courses; and support materials for line managers. Posters developed with the Samaritans highlight their contact points in times of crisis.

The campaign’s building blocks are the ‘five ways to wellbeing’. Based on extensive research, these are the five key things that help support individual mental health and wellbeing:

● get active ● keep learning ● take notice of the world around you ● give to others ● connect with others.

All employees are encouraged to take a simple stress check using STREAM, BT’s online self-assessment resource, to help you and your manager identify and reduce stress.

It takes about 10 minutes and can be accessed through the sharepoint site.

Once completed, BT people and their manager receive a report providing a red, amber or green stress rating.

If it’s red or amber, the report will include tailored advice on tackling the things that may be impairing your mental wellbeing.

Your manager is required to hold a one-to-one meeting with you within 28 days for an amber report, and within seven days for a red report, to draw up an action plan.

■■ The■intranet■site,■accessible■to■BT■staff,■is■at■https://intra.bt.com/bt/workfit/pages/index.aspx

Time to get Work Fit■■ Williams■–■■

we■all■have■a■part■to■play

■■ McHugh■–■take■a■stress■check■■

“The campaign’s building blocks are the five ways to wellbeing based on extensive research”

FREE BALLESTEROSMEMBERS are urged to sign a petition to Colombia’s president Juan Manuel Santos calling for the release of imprisoned union leader Huber Ballesteros. Ballesteros is vice-president of the FENSUAGRO agricultural union and national organiser for the Patriotic March movement – an alliance of civil society organisations. He was arrested in August, just as he was about to travel to the UK to address the TUC conference. Sign it at http://chn.ge/1a1Q781

IN MAY 2011, the then culture secretary Jeremy Hunt launched a communications review with an open letter posing 13 questions and asking for submissions of no more than four or five pages within six weeks.

His letter gave no clear direction while making these ridiculous demands on stakeholders. It was not until December 2011 that the department finally published the first 168 submissions, including my own, on the regulation of convergence.

Hunt’s letter said evidence collected would inform the development of a green paper and, following publication, there would be a long period of consultation with a view to producing a white paper and draft bill by April 2013.

However, there was no green paper – one was drafted but nothing was published. There was no white paper; instead, on 30 July 2013, a strategy paper finally appeared.

Hardly anyone noticed its publication – the House of Commons had already risen for the summer recess. There was virtually no media coverage – although the content was all about the media.

This was probably just how the government wanted it, because it had become increasingly embarrassed about a review that never knew where it was going and never got anywhere interesting.

So what about the draft bill? The strategy paper states: “Given the pace of change, it is clear that we will need to keep the legislative framework for the sector under review.

“Rather than making sweeping changes to legislation, instead we are proposing to make incremental changes – updating the framework of 2003 as necessary.”

So no new communications bill then. After more than two years, almost 200

submissions and five seminars, all we have is a 46-page strategy paper, ‘Connectivity,

Content And Consumers’, that is a less than riveting read.

Part one deals with ‘World class connectivity and digital inclusion’.

There is nothing new on broadband. The paper confirms the message in the spending review that the government is no longer talking of the UK having the best superfast broadband network in Europe by 2015. Instead it is talking of extending superfast broadband to 95 per cent of homes by 2017 and at least 99 per cent by 2018 – both dates well after the general election.

There is nothing new on digital inclusion. The government simply confirms its intention to work with Go On UK and the Big Lottery Fund, which will be awarding £15m

early in 2014 for a digital skills programme. It also mentions favourably the work of the Online Centres Foundation, recently renamed the Tinder Foundation, of which I am a board member.

Part two of the paper deals with ‘World beating content’.

A review is promised of how the prominence of public service broadcasters, most notably the BBC, can be maintained as viewers move away from standard-definition formats, viewing at the time of broadcast, and traditional numerical channel lists, to a world of high-definition, catch-up TV with more dynamic and tailored menus. That will be a challenge.

Part three deals with ‘Consumer confidence and safety’. This is an interesting section, which addresses the complicated issues of illegal, harmful and inappropriate content, especially in the online environment.

It is ironic that finalising this section caused the latest delays in publishing the report, since the open letter launching the communications review had made no specific reference to this problem.

Part four is entitled ‘Cost of living’, but might just as well have been called ‘Odds And Sods’.

Some of the issues covered are certainly about cost to the consumer – switching, bill shock and premium-rate services. Others, however, relate to policy on internet traffic management, a review of the broadcasting competition regime (welcome to BT) and a new communications regulatory appeals process (welcome to Ofcom).

In short: too little, too late, too weak.■■ www.rogerdarlington.me.uk/IT2013

How not to conduct a communications review

More than two years ago the government began consulting on a communications bill. Not much has happened since, observes Roger Darlington

“After more than two years, almost 200 submissions and five seminars, all we have is

a strategy paper, ‘Connectivity, Content And Consumers’, that is a

less than riveting read”

Prospect • DigitalEye – O

ctober 20137TECHNOLOGY

PROSPECT REP Honey Lansdowne has seen plenty of changes in her 26 years at BT, and worked in a wide variety of roles across the company, but one thing has remained constant: she’s always been in a union.

Initially, Honey was in the CWU, but switched to Prospect in 1999. She remembers a chance meeting with Prospect national officer Steve Donnelly at a recruitment drive in Croydon and helping to recruit more members. She’s never looked back.

Now, as well as being an online marketing manager for BT Business, Honey is the principal officer of the union’s Brighton branch, which has about 260 members.

Last year, Honey was a Prospect delegate at the annual TUC conference but it’s a visit to parliament on an advanced reps course that’s had the biggest impact.

“I’ve never given it much thought before – people protesting and standing up for what they believe. But that visit made me think differently,” says Honey.

“If something happened education-wise that affected my children, I would now lobby and get involved. I’ve started reading MPs’ newsletters and it has really enhanced my political awareness.”

She’s turned this awareness into union action, too. The visit has given Honey more confidence to get involved with branch newsletters and to send information on different issues to her colleagues.

The power of the collective voice lies at the heart of why Honey is such a strong believer in trade unions.

“It’s the voice of the people, the solidarity and not to be beaten down.

“If you had a problem at work, you would want union support. How awful to go through it alone. You’ve got insurance for your home, your car, your pet, but not for your job?”

Honey’s long involvement with

Prospect puts her in a good position to comment on changes since Connect merged with the rest of Prospect in 2010.

“We’re not as ring-fenced any more. You don’t just meet BT people when going to anything union-related. You meet people from other sectors and it’s really interesting,” she says.

In particular, she’s been fascinated by the industrial relations in other sectors. “The people who work in the nuclear sector have great solidarity. They negotiate well with their employers.

“When something happens that they don’t like, they get round a table and talk about it. This benefits both parties. I think at BT we could learn from that. However, we are slightly different because we have so many layers and the business is split into different lines. It’s very difficult for us to operate exactly that way.”

During her BT career, Honey has worked in the residential, business, sales and conferencing teams. If you can think of a role at BT, she’s probably done it, she says.

The company has changed a lot since Honey first joined and so has the world around it. Customers used to pop into a BT shop on their high street, but now they can chat online to a customer services representative.

Throughout the years though, Honey’s support and belief in trade unions has been unwavering and

she’s not finished yet.“I’ve set myself a mission to get

20 new members for my branch in the next few months but everyone

needs to help me.“I don’t think members see it as

their responsibility to find other members, which is a bit shortsighted. The more members, the stronger the voice, so by not recruiting people, you are making your own voice less powerful.”

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ctober 2013

8 MEMBER PROFILE

Say it louder with a collective voiceA lot has changed since Honey Lansdowne joined BT, but not her commitment to trade unions. She tells Boc Ly why

Great South RunON 27 October Honey will be taking part in the 10-mile Great South Run in Portsmouth to raise money for the charity, Brainstrust.

“My friend’s husband has a brain tumour and there’s not a lot of structured support. Brainstrust is an independent charity that is there to help and guide people through difficult times,” explains Honey.

“My little slogan is that if everyone gave a pound, then it would make a massive difference.”

■■ Support■Honey■at■www.justgiving.com/Honey-Lansdowne

“I’ve set myself a mission to get 20 new members for my branch in the next few months but everyone needs to help me”