Steve Hackett

I know they are crap but here's a few pics

You should have seen the other dozen, only had my phone to take some pics, & that's Lee Pomeroy on bass

Puzzle Hall

Never heard of it.

Allegedly in Halifax & the place for a Matt Stevens gig.

It's in Sowerby Bridge, Hollins Hall Lane but it's not on their website

puzzlehall - Web site

Had a drive by this morning as I was in the area. Strange looking place.

& a map for good measure

Losing the plot

I'm sure I posted something this morning. Must have dreamt it.
Can even think what it was, or should have been. It's not saved as a draft. The word cuckoo springs to mind

Vans for JimD

You will have seen the state of the UPS fleet from my Denver Booted P80. M, N & P reg vans are the norm at Dewsbury. Even some of the sprinters are T's & W's. There might be a couple of 08's but definitely nothing new.

DHL's fleet at Leeds is all on 61 plates, except for 2 spare vehicles. Mine was a 60 plate and there was 1 other.

MP3 player, Central Locking. DHL at the speed of prog. Arena all day yesterday

& Captain Nemo

A selection of UPS vehicles

Addendum

Scraped a few bits off the cutting room floor for the final edit of more questions for Roger

Nigel Harnell’s re-instatement

• As above, the Company must have Unfairly Dismissed Nigel if the company are re-instating him.
• Why are the details of Nigel’s appeal meeting being spread around the Centre? Surely this should be confidential. Pre-loaders do not need to know that “Nigel has to grovel” to the Company to get his job back. Nigel, as per Gavin Muldoon’s statement, did nothing worse than any other driver. He was also not as aggressive as Ahmed Patel had admitted that he was. (See racism comments)
• Why are the details of Nigel’s resignation also being bandied about? This should have gone no further than Steve, Dan and the other Supervisor.
• Why are only negative comments about employees being stated and not negative comments about the Company? There should be some balance about what is being said. Nigel puts one foot out of place and he’s the Devil. The Company continually breaks the law, fails to follow Procedures and Policies and yet claims to be whiter than white.

E-mailed on Tuesday night

Notes for Nigel

Roger

A number of comments made to me since my last e-mail.

I have no reason to doubt their authenticity.

They are in the order that they were given to me, not necessarily in chronological order.

1. Steve O’Donnell never comes out of his office. He hides away avoiding conflict. No change there despite Steve saying that things were going to change.
2. There are a number of employees who describe Steve O’Donnell as having no backbone, balls or brain
3. Steve O’Donnell says “my grand-daughter isn’t immediate family.”
1. From http://www.businessdictionary.com/definition/immediate-family.html
2. Definition - Someone’s spouse, parents and grandparents, children and grand children, brothers and sisters, mother in law and father in law, brothers in law and sisters in law, daughters in law and sons in law. Adopted, half, and step members are also included in immediate family.
4. No communication from Steve O’Donnell regarding the change in sick policy
5. There is a driver who describes his van as “ram packed”
6. There is a driver that states that there is “no change” in the overloading policy
7. There is a driver who states that there is “no change” in being expected to work through his break.
8. There is a driver who states that the job is a “bloody Joke”
9. Why is Shayne Williams saying that he has been instructed to load the freight in one breath but in the next breath he is authorising NDA’s, to “prove a point”
10. An employee has told me that a Division Manager has stated that we won’t be going to court. If this decision has already been made, then why the delaying tactics? More unnecessary stress?
11. An employee has told the Company to “stick your job up your fucking arse”. Has this resignation been accepted? If not, has the employee been disciplined for foul and abusive language as per Nigel Harnell?

Again, as per my last e-mail, I will withhold the names until they are required to be released.

With regards to Nigel Harnell

As per Carl McGuinness’s letter dated 14^th February 2012.

1. Nigel was dismissed for Gross Misconduct.
2. The letter refers to “on the day”. So only one occurrence. How many issues were there on the Company side?
3. More could have been done by the Centre Management team.
4. Overturn the decision to dismiss
5. Commitment from Nigel
6. No mention of the Commitment by the Company
7. I have enclosed all of the notes
1. The notes start with we have re-convened.
2. Where are the notes from the convened meeting?
3. Where are the other notes requested by Nigel?
4. Carl McGuinness states that it is not the Nigel that he knew when he was Centre Manager. Craig McIntosh has also stated this to me. What caused Nigel to snap? Both have stated Nigel was a good driver. There are no complaints from his customers, only praise.
5. CM - The evidence and proof to dismiss is terrible.
6. CM - If workload not achievable-We do best we can to meet the expectations - if honest - this didn’t happen. (Due to cost cutting it never will. Insufficient resource)
7. CM - Our job is to provide customer service. See points 9 and 7 f. Lack of resource.
8. CM - If you have an explosive fuse. 1 occurrence in 8 years.
9. CM - I feel we may have helped fuel your reaction.
10. CM - I agree UPS Management got it wrong
11. CM - Some advice was given to you – you went against it. The advice was wrong. Nigel was correct and followed 340 methods procedure in his choice of delivery route. Following the advice would have created more missed deliveries.
12. NH - If people are pushed- they react.
13. CM - I will be discussing the same with the management at lengths and ask for the same commitments in writing.
14. CM - You played a major part. 1 occurrence against repeated occurrences by the Company. It wasn’t the first time Steve had to step in and sort out the bullying that was going on regarding Nigel’s load. Bulk was being forced on to Nigel’s van making his load unworkable. Several times Steve had to take work off Nigel’s van.

It would appear that there is missing paperwork & statements to try and hide the fact that there was an unfair dismissal. The impression is that the blame is being directed solely at Nigel.

You have had 14 months since I first submitted a grievance. Is there anything, anywhere in my grievances, notes and e-mails that is inaccurate or dishonest? I constantly kept being told that no-one questioned my integrity. This is a contradiction if I am not believed. Has anybody, anywhere, in the Centre, HR, Compliance & Ethics or the whole Company found one shred of information that doesn’t stand up to scrutiny?

The longer this is dragged out, the more time I have to go through my notes and paperwork. I haven’t even touched on the lies and deceit that surrounded my transfer to Leeds for the Lynx integration. If you want to see that amount of files that I have, ask Emma O’Toole about the cricket bag that I brought to one of the meetings.

If you want a meeting it can be;

1. An unofficial informal meeting
2. An unofficial formal meeting
3. An official informal meeting
4. An official formal meeting
5. I can come alone or with representation. The more people who are there, the more information can leak from the meeting. As is usual at UPS.

Pictues of vans to follow

More questions for Roger

Roger

Thank you for your e-mail, though it was a little pointless. It was very disappointing to see that there was no content and therefore presumably no progress at all. I take it that this is just another delaying tactic by UPS.

Some of these questions should have had simple Yes/No answers. Has my second grievance been investigated yet? Either it has or it hasn’t.

There was a point 9 on my summary that I omitted & that was racism. See comments made in grievance three.

As there appears to be little or no progress so far, there are a number of other issues and questions that can be investigated.

• I have an employee who has stated that since I left, Steve O’Donnell has been saying that I did nothing, see point 4 on my summary. This employee states that contrary to my involvement with the employees, the other members of the management team have continued in their old ways of not listening to what employees have to say and also not doing anything for the employees. (See attached photo, 157, of a message from despatch.)
• I have an employee who states that the attitude of the Management team has not altered since I resigned. Bullying, for example, continues.
• I have an employee who states that Health and Safety issues continue to be unaddressed, e.g. Tachograph/working time and load issues.
• I have an employee who states that Steve O’Donnell has said that he can sack any driver that he wants to.
• I have an employee who states that Steve O’Donnell has said that he should have got rid of me two years ago. Presumably this would be around the time that I was “doing nothing” by raising tachograph and working time issues, when I was showing that UPS were breaking the law. This would also confirm the vendetta that Steve O’Donnell admitted that there was against me. Except that where Steve was trying to blame HR, it was Steve himself who had the vendetta.
• The fact that I continue to have such a good rapport with the employees, would lead me to think that I had always dealt with employees in an honest and trustworthy fashion and that they continue to trust me now. That cannot be said of the Management team.
• As Nigel Harnell has been re-instated, I assume that there must be something in the evidence that we provided, to show that the Company were in the wrong over some, if not all, the issues raised in his defence.
• Integrity issues still continue. NDA’s/Missed, not being declared or correctly accounted for. See attached photo 344, regarding 2 pallets of approximately 70 deliveries that should have been NDA’s.
• Security, even with a heightened threat, Dewsbury don’t feel the need to lock their gate. See attached photo 350, this continued for several months. 404 is a clearer picture.
• Vehicle maintenance – Cost cutting means vehicles on road in an unfit condition. Photo 359, and 372 with a door so far out of line it wouldn’t close or lock.

Due to the risk of retaliation I will not name these employees until we go to court.

Health and Safety

As mentioned above and in my grievances, there are Health and safety issues that are not being addressed.

This is taken from the Health and safety poster at Dewsbury. “Your employer has a duty under the law, to ensure, so far as is reasonably practical, your Health, Safety and welfare at work”.

And what of the Declaration of management Commitment?

I commit to making Health and Safety First – Expectation Zero a Personal Value by demonstrating in the following ways; (your Highlights)

1. I am personally responsible for creating an environment that will support Safe by Choice Not by Chance.
2. I will not turn the other way when I see an unsafe condition or behaviour.
3. etc., etc., to point 7

This was a document that we had to sign and display for all employees to see.

These should cover the following issues that have previously been raised.

• Ignorance of Tachograph and working time rules
• Poor load quality of vehicles. I have many photo’s if required.
• Overloading of vehicles. The best example of which is 210 stops on a 70 stop vehicle.
• Dangerous level of fumes in the warehouse. Unaddressed for several years. Photo Fumes 7

Further to my previous comments on the overloading of vehicles being a contributory factor in the accident figures. Do you think that there is any connection between the high level of accidents and the cost cutting measures of training drivers by making them learn the Space and Visibility habits word for word, parrot fashion, which therefore releases the Supervisors to go on road delivering.

Thank you also for your letter dated 5th February 2012. I would have much preferred the letter to have contained my, still missing, training records, than a letter telling me about MAPP. Maybe you might want to delete me from your mailing list, although I was already beginning to think that you had.

Regds

Mike

Stats

My stats page appears to be broken, again. I've probably knackered it up.
Welcome to Australia (Hello Sharon & Rob, must send those photo's), Brazil, Peru & Taiwan, plus anyone else who has been on since I was last able to view the stats pages.

Not had a quote for a while so here's one from Henry Kravis - If you don't have integrity, you have nothing. You can't buy it. You can have all the money in the world, but if you are not a moral and ethical person, you really have nothing.

Todays blog brought to you by Going for the one - Yes

E-mail sent 6th February 2012

Roger

Attached are some notes that I made in 2008. I have added a print screen of the properties to prove its authenticity.

Questions

1. Have the Company Solicitors verified the accuracy of my legal information?
2. Why was Lisa Bradshaw’s comment about seeking outside legal help, made “off the record”
3. Did Scott Fowler, re. Nigel Harnell’s disciplinary meeting; confirm that drivers should stay out until 22.00? (Not included in Paul Mooney’s notes.)
4. How many drivers, having missed/NDA’s, have been disciplined/dismissed for not staying out until 22.00? (Henry Popek on the same day as Nigel, wasn’t disciplined. What about other centres?)
5. Has my second grievance been investigated yet?
6. Has my third grievance been investigated yet?

Points

1. My third grievance shows evidence of the bullying, intimidation and harassment that is acceptable within UPS.
2. My e-mail to you on Friday shows the slander/libel and defamation acceptable in defence of, and by, the Company.
3. Combine the affects of these two points together and this shows unnecessary stress at work, which lead to depression/marriage break-up & high blood pressure.
4. Combine these three issues and you will have a reason for constructive dismissal.
5. Additionally there is retaliation. Steve O’Donnell’s planned performance improvement meeting, based on proven lies.
6. A whole raft of Tachograph and working time infringements that are acceptable within UPS

Summary

1.       Bullying

2.       Intimidatiion

3.       Harassment

4.       Slander

5.       Libel

6.       Defamation

7.       Unnecessary stress at work

8.       Constructive Dismissal

It would be nice to start getting some answers and therefore some progress on all these issues.

Regds

Mike

UPS v. Nigel

It's gone a bit strange has this one.

The pupil has currently turned teacher as we both now work for the same Company, again.

Nigel's appeal was heard on Thursday. He was offered his job back and told by the Union to accept and then resign. By offering the job back the Company must be admitting guilt, but it doesn't quite seem to stack up right. Something smells a bit fishy, especially as he has to write a letter about how he will change his attitude.

More later..........

UPS v. DHL

No comparision

Whilst not technically working for DHL, we work out of their building and with their employees.

Fantastic atmosphere, so much more relaxed than UPS.

It's only early days, but absolutely no sign of any bullying, intimidation, harassment, etc.

Such a stress free environment to work in

UPS & Liverpool

Both living in the past.

How long since Jim Casey died? (& currently probably spinning in his grave)

How long since Liverpool won a title?

Both give the impression that they are above everything

Corporate responsibility: turning rhetoric into reality

CIPD press release

Globalisation, demographic changes in the workforce, environmental and social issues all form part of the challenging context organisations are forced to operate in today. Navigating a way through can prove difficult. The Chartered Institute of Personnel and Development (CIPD) has produced a collection of thought pieces: Responsibility and Sustainable Business: HR leading the way, which explore the business case for adopting a responsible and sustainable approach to business. The thought pieces expose five key themes through a mix of viewpoints from a variety of experts at leading organisations such as Unipart Group, NYSE Euronext, Plymouth University, and Toyota (GB) Plc, among others. The themes look at the role of HR in driving and embedding corporate responsibility (CR) values and behaviours throughout the organisation, including: • The global business case for responsible and sustainable business • Employer brand and changing values • Tailoring a responsible organisational strategy • HR's role in embedding a responsible and sustainable culture • Sustainability: a challenge or an opportunity? Catrin Ballinger, Research Associate, CIPD, says: "We believe HR has a pivotal role to play in embedding a responsible and sustainable mindset within the organisation, engaging employees at all levels so they understand the shift in thinking and how it affects what they do in their day-to-day jobs. HR's skill set and overarching view of the organisation means they are well placed to identify and challenge any business decisions that go against the organisation's values or will have a negative impact on its stakeholders, as well as the future health of the business."

Corporate responsibility ! Roger you might want to read this, you're in HR

New trucks and trailers have been purchased a year early by London 2012 logistics company UPS to cope with additional workload for the Olympic Games.

Speaking to SM, Alan Williams, UPS director of 2012 operations, said while some of the required vehicles could be taken from the main fleet, they needed to increase the number of new vehicles purchased ahead of schedule. “Each year we buy a lot of new equipment, trucks and trailers and other vehicles, so we brought forward our 2013 requirements so that I can use them for the games and then return them [to other parts of UPS] post games for day-to-day operations.” The new vehicles will be used by Williams to carry out “the biggest logistics event in the world”, transporting 30 million items, including one million pieces of sports equipment between warehouses and host venues. “If you get a venue or a stadium and turn it upside down everything that falls out of it – apart from the people and horses – is what we manage and store. It could be boxing rings, table tennis balls, bicycles or computers.” In order to plan and manage the project, Williams and his team have worked closely with the London Organising Committee for the Olympic Games (LOCOG), working from LOCOG offices. Among the many areas where they have teamed up is the transportation of medals. “When we transport medals about, it’s done in a fashion LOCOG is happy with. Prestige-wise they’re huge and very symbolic. So we work very closely with our own internal security but also with LOCOG security.” In order to prepare for the event, they have been running hypothetical situations, such as how to cope if volcanic ash were to hit during the games. And during the London riots last summer UPS was busy supplying materials for a number of test events, so it has built up strong continuity plans. “It’s vital to brace for any potential things that could go wrong. You’ve got to look at it street by street, postcode by postcode, and plan sooner rather than later,” said Williams.

Shiny new vans for the Olympics, what a sham. Maybe they should send some of Dewsbury's M,N & P reg vans down to the Olympics. Show off the true state of the fleet.

N299 PNR

Resplendent in its new boots

Olympic Partners

Still work in progress on last night post.

While I'm working on that, here's a quote from Juan Antonio Samaranch

Olympism also seeks to create a way of life based on the joy found in effort, the educational value of good example and respect for universal fundamental ethical principles After a century of existence and influence on the world, the IOC is still acting in accordance with these

principles. However. the priority now is to lay stress on Olympic ethics, the basic elements of which are tolerance, generosity, solidarity, friendship, non-discrimination and respect for others. The principles which inspire the Olympic Movement are based on justice, democracy, equality and tolerance.

Currently in the editing suite

You might want a cuppa & the obligatory packet of biscuits

Roger

It comes as no surprise to me, to be hit by another wall of silence by UPS.

Is it any wonder that (ex)-employees become frustrated with the Company?

It is just another level of unnecessary stress that is being inflicted upon us.

From the Policy book, page 20;

We Give Each Employee Complaint Prompt, Sincere Attention.

If overlooked or neglected, even minor misunderstandings can escalate into major dissatisfactions. We try to anticipate and eliminate causes of complaints. When a question exists, we give the employee the benefit of the doubt. The immediate supervisor has the initial responsibility for resolving a complaint. When necessary, we involve the next level of management and, if appropriate, the Human Resources manager. We keep the employee informed about the status of his or her complaint. In the process of making a decision, we do our best to take action that is fair to both the employee and the company.

From the Policy book, page 23;

We Try to Retain the Goodwill of Former Employees.

We are considerate of employees who are leaving us for whatever reason. We know that the goodwill and respect of former employees can be beneficial in future relationships. At the time of an employee's separation from the company, we seek an opportunity to conduct a friendly discussion regarding both the individual’s and the company's views. Such discussions may point out ways in which we could improve our working environment or the company in general.

From the Policy Book, page 32;

We Give Immediate Attention to Complaints.

Complaints present opportunities to correct problems. They often show us how we can improve our service. Customers should never be reluctant to bring a complaint to us. We investigate complaints promptly and from the viewpoint of our customers. We assume at the outset that the complaints or suggestions are justified and make this clear to our customers. If investigation shows that the person complaining was in error, we tactfully report our findings. It is important to correct errors quickly so as to remove the source of irritation. To the extent possible, we should avoid the question of who is at fault. We review actions taken on complaints at appropriate levels of our organization.

From the Policy Book, page 51;

IN CLOSING

Nearly everything in this Policy Book concerns people. Nothing we do or hope to do can be accomplished without the wholehearted support of our people. Only with this support can our management team – working within the framework of our strong culture – carry out their responsibilities in ways that will ensure meeting the objectives of our Charter. Our Policy Book can be an effective tool in mentoring employees and passing on our legacy. It is important for each manager and supervisor to periodically review our policies, share them with other UPS people, and live up to their intent every day.

It is very disappointing not to have merited any response whatsoever to the e-mail that I sent 23^rd January 2012. You may be investigating, but at least I could have merited some response.

In addition to no response there has been no sign of my expenses, or any explanation of why they have been delayed. They were given to Steve O’Donnell on 23^rd December 2011 & the details confirmed in an e-mail to Steve on 3^rd January 2012. The lack of payment was mentioned in my e-mail to you on 23^rd January 2012.

In addition to no response and no expenses, there has been no sign of any more training records. Again, nor has there been any explanation for their lack of an appearance.

In addition to the lack of response from yourself, there has been a lack of response from the UPS helpline. Not even an acknowledgement.

An interesting comment on the webpage, “responsibility to voice concerns”. Why has no-one been interested? Big talk, little (non-existent) action. Is the Policy Book just a token gesture?

From my original grievance meeting, 2^nd February 2011, I would like copies of the appendices that I wasn’t given. I think that was 8 to 23, as I don’t have the paperwork for every Manager. While I receive those copies, here are a few suggestions for you to follow up. This will enable you to look at the slander & libel from my first grievance.

·        Why was Mo Akhtar not questioned, or prompted, by a copy of my e-mail dated 7^th January 2005, included in my grievance, when he ‘chose’ not to remember any integrity issues that I had raised in the Dewsbury Centre. Bearing in mind the proof that I supplied, why did the Company not query the honesty of Mo Akhtar? Why was his verbal statement then presented to me in written form?

·        Why was Richard Watts not questioned, or prompted by a copy of my e-mails dated 9^th October 2003 & 6^th April 2005, when he ‘chose’ not to remember any integrity issues that I had raised in the Dewsbury Centre. Has anyone followed up my conversation with Richard, when face-to-face he conveniently ‘chose’ to remember the issues that I had raised? Again, with proof supplied, why was Richard Watts backed up by the Company? Again a verbal statement presented in written form.

·        Why was Karl McGuinness not questioned, or prompted by a copy of my e-mails dated 25^th January 2006, 22^nd February 2006, 2^nd March 2006 & 29^th June 2005, when he ‘chose’ not to remember any integrity issues that I had raised in the Dewsbury Centre. Again, with proof supplied, why was Karl McGuinness backed up by the Company? Again a verbal statement presented in written form. Further to those e-mails, has anyone spoken to Craig Scott regarding Karl’s denial of a Centre Board shown on a SEAS presentation?

·        Why was Howard Stone not questioned, or prompted by a copy of my e-mail dated 17^th May 2007, when he ‘chose’ not to remember any integrity issues that I had raised in the Dewsbury Centre. Again, with proof supplied, why was Howard Stone backed up by the Company? Again a verbal statement presented in written form.

·        Why was Duncan Coates not questioned, or prompted by a copy of my e-mail dated 10^th August 2007, when he ‘chose’ not to remember any integrity issues that I had raised in the Dewsbury Centre. Again, with proof supplied, why was Duncan Coates backed up by the Company? Again a verbal statement presented in written form.

·        Why was Nigel Marsh not questioned further, or prompted by a copy of my e-mail dated 21^st September 2007, when he ‘chose’ not to remember any integrity issues that I had raised in the Dewsbury Centre. He said there was a meeting that was cancelled, why no further questioning by the Company. Again, with proof supplied, why was Nigel Marsh backed up by the Company? Again a verbal statement presented in written form. At least Nigel had the balls to admit that I’d done something.

·        Has Randy Grimes been contacted re e-mails that I have sent to him in Compliance & Ethics? E-mails were sent 6^th June 2008, 23^rd July 2008, 30^th August 2008 & 15^th September 2008

·        With regard to Emma O’Toole’s follow-up letter to my grievance letter, why was there no details of any right to reply or appeal? Was Emma hoping I’d go away and not follow it up? It nearly worked.

·        Why were there not alarm bells ringing in the Company’s ears at all these denials backed up by proof? Every Manager denied my claims. If this was true, then shouldn’t I have been disciplined for wasting people’s time and being a compulsive liar? Isn’t it rather strange that no disciplinary action was taken against me for these wild and dishonest statements that I must have made? This is a contradiction and backs up everything that I have said.

·        I went through these points with Lisa Bradshaw. Why was I allowed to call these employees liars, without any disciplinary action being taken against me? Lisa stated that the Managers had ‘chosen’ not to remember, I asked if she wanted me to call them liars.

·        Why have the Company representatives been allowed to say that they don’t question my integrity, honesty & trust yet continue to ignore the statements that I have made, officially, for over a year.

Does the Company still think that these comments were not slanderous and libellous, as per the statement made by Lisa Bradshaw? I had at this point already spoken to a solicitor. Why did Lisa deny me the opportunity of speaking to someone within the Company about this? Lisa stated that the Company doesn’t have a legal department. It doesn’t take much googling to find one.

My second grievance was mainly a follow-up/response to my original grievance. There are a few things that should have been followed up in the 6 months since it was submitted.

·        Has any follow up been made regarding the 475 Centre Boards that I showed had been on road? As per points 1, 6 & 8. Was my information bogus, or did Chris Marchant dismiss it because of the level of dishonesty and the fact that his Centre were named on the report?

·        As above, has Craig Scott been contacted regarding point 13 which will back up my claims of Karl McGuinness’s lack of integrity.

·        Point 15 - Chris Marchant said that he had no recollection of the e-mail that he had sent. How did he present it to me at the start of the meeting & how did I copy something that didn’t exist.

·        Point 16 - Can Emma Stott now remember the e-mail that she sent, now that I’ve supplied a copy of the ‘missing’ e-mail? Strange how things keep turning up.

·        Point 19 - Has the Company now re-defined the number six? It clearly states six in the letter sent to Dr. Butler yet this was denied. Why has this been allowed by the Company?

·        Point 21 – As at 24^th January 2011 Matt Gale said that Rob Burrows wasn’t DOK certified. Has this been checked out and if so, who was the liar? As at 3^rd June 2011, Matt Gale was still saying that Rob Burrows wasn’t DOK certified. This would imply the liar was Rob Burrows. Maybe he chose to forget that he wasn’t certified. Who had said that Rob Burrows had passed his test? Was it Rob? (if so, see comments on Rob Burrows being unprofessional)

·         Point 22 – Are my photographs of Rob Burrows’ car bogus? This shows a willful disregard of UPS’s Space and Visibility policies, which was the point of the argument with Matt Gale.

·        Point 24 – Has my statement regarding 340 methods training been verified by Craig Scott? This will show a lack of integrity in Steve O’Donnell.

·        Page 37 – Is my photograph of the whiteboard in Steve O’Donnell’s office bogus. Have the drivers that attended the meeting been asked to confirm that bullying was discussed so long ago and that it was written on the board.

·        Page 40 - If there was a planned reduction in accidents over the year of 50%. What factors may have influenced the horrific figures of being at 130% well before the end of the year. Was it the fact that UPS were continuing to over-despatch drivers?

In addition to these points raised in relation to my first and second grievances, I have a number of follow-up questions. Apologies if I have already raised these.

·        Has there been any follow-up to the planned Performance Improvement meeting that was going to be held with Steve O’Donnell and Lisa Bradshaw. Is the reason that it didn’t take place, based on the fact that I had e-mailed Lisa Bradshaw with the details of the lies that this planned meeting had been based on?

·        Has my survey into bullying at Dewsbury been followed up and verified? It shouldn’t need to be. I assume that it will be as I’m not trusted.

·        A further point on bullying. I’m not 100% sure on this but I believe that Scott Fowler was the Manager when virtually all the drivers and pre-loaders submitted a grievance about bullying by Shayne Williams. If the employees are questioned about this grievance you will find that in their opinion, this grievance was ‘swept under the carpet’. This is back-up by the fact that bullying was brought up in the drivers meeting, mentioned above, and my survey showing that bullying still continues, again mentioned above.

The more silence there is from UPS, the more it looks like there is an organised cover-up of what has gone on. There are points raised at the start of this e-mail and there are other instances which I will list;

·        Nothing from Compliance and Ethics in the past.

·        Emma O’Toole said retaliation was a co-incidence.

·        Emma O’Toole and Lisa Bradshaw both told me not to submit grievance 2.

·        Chris Marchant ‘chose’ to ignore most of my first grievance.

·        Second grievance has been ignored. Why? Bullying issues?

·        Third grievance, no response to date.

·        No exit interview. Why not? Scared of the issues that would be raised? Is this not increasing the integrity issues within the Company and compounding the lack of integrity?

Just because I have left the Company, it doesn’t mean that I’ve gone away. This is what the silence implies to me. That the Company thought I would just go away and roll over. Being outside of the Company gives me a louder voice. I assume that this is what Cindy Miller was scared of, when still an employee, she accused me of threatening the Company. A point that she felt she needed to enforce with her ‘back-up’ crew. How Cindy, Tony Colaizzo, Craig McIntosh & Steve O’Donnell on the opposite side of a table against me, on my own, cannot be described as intimidatory, completely baffles me, (Conversation with Craig McIntosh, witnessed by Steve O’Donnell 23^rd December 2011), but UPS have their own definition of certain words, just so it fits their bill.

The Company’s wall of silence has now meant that from it being just me who knew all the details about the Company’s lack of integrity, this information has already gone to numerous outside agencies. How far does the Company want this information to spread, before it decides to take any action? I volunteered to stop ‘spreading the word’. Why should I? It isn’t me that has been, and continues to be, in the wrong. Craig McIntosh spoke about respect, and I demolished his argument. Why should I have any respect for UPS? I can call ‘all the named parties’ liars and know that I am correct. The reason I have only discussed the principals with VOSA and Watchdog, for example, rather than releasing the Company’s name is the respect that I have for the Company & Jim Casey. Jim founded the Company on sound principals and morals. That cannot be said of the Company now. Jim must be turning in his grave.

The current UPS Management are abusing their position within the Company. I though it was just the UK, but the lack of action from Compliance & Ethics would seem to imply that it was a worldwide problem. Who is pressurising Cindy, (who worked in Compliance & Ethics) as another example?