Background - UPS Dishonesty

So what exactly were the type of issues that I was reporting?

Most of the creative accounting related to internal figures. I did show that around 50 out of 55 centres were dishonestly reporting their results. If Managers are prepared to cheat of one set of stats then they are likely to cheat on the others.

I know that at least 4 centres were responsible for the following. It is a certainty that there would be more, but it isn't the sort of information that shows up on a report. (Well, none of the ones I saw)

Here is a time in transit and cost calculator that I have just created from the UPS web pages.

As you can see, it would cost £75.48 to send an express plus package from Dewsbury to Huddersfield. The locations are fairly irrelevant, It would be the same cost whereever (with a few exceptions) If this package had been sent today, then it would have a guaranteed delivery time of pre 09.00 tomorrow.

With me so far? Good.

What do UPS mean by guaranteed? - Here's some small print (in a large font)

Subject to the Tariff/Terms and Conditions of Service, UPS guarantees on-schedule delivery of packages, shipped via UPS's services, that are listed as guaranteed, or will refund your transportation charges.

So if it's delivered at 9.01, tomorrow morning, you will get your money back. 

Wrong    (But you knew I was going to say that, didn't you.)

Scenario 1 - The driver knowing that he is going to be late can stop the clock on his DIAD (the large electronic brown thing he gets you to sign when he delivers) Can only be done with one delivery at a time. So even though the package is late, it's on time.

i.e. (Genuine case) a driver can stop the clock as he leaves Dewsbury (07.30) & drive to Skipton, well over an hour away and deliver at 07.30. (Whatever the actual time is when he arrives). Bear in mind that it is physically impossible for some drivers to reach their delivery areas before 9.00.

The Company actually deny that this can be done. (340 methods course in Camden).

I queried the methods that were being trained, and gave this as a reason as to why these 2 Americans were giving the wrong training methods. They were looking into it. As far as I am aware they are still looking into it, as they never came back to me.

The drivers will tell you that this can be done. Of course I'm sure that it will be denied that I raised this during the course. 2 Managers mentioned in my grievances were on it, so I must be wrong. Like everything else, I've made it all up.

Scenario 2 - Knowing that the driver has multiple timed deliveries that will fail. The supervisor that I named, will go round and use an HHDC scanner (it's a grey thing used in the warehouse) to put a false scan of closed on the delivery. i.e. Sorry Mr. Customer, your package wasn't delivered late, you were closed when we attepted delivery, it says so on the system.

This happened on a daily basis in Dewsbury, and also occurred in Manchester, Leeds & Sheffield. You have to be in the Centre to see it happen.

This can be done with deliveries scheduled for 9.00, 10.30, 12.00 or end of business day.

They are all guaranteed delivery times, and a failure should mean money back.

You know what's coming dear reader, don't you?

And just in case you think that if the driver fails to make a delivery attempt you will get your money back........think again.

There is a strong possibility that the driver will have scanned your delivery as closed rather than as missed. He is more likely to be disciplined for having packages that he genuinely hasn't time to deliver, than he will for deliberately putting a false scan on it. It is also a strong possibility that those instructions to put the false scan on the package came from the Centre Manager. 

Once again, UPS failed to follow up an issue that I raised about integrity, even though it cost someone their job.

Next time UPS deliver your package late, make sure that they provide documented proof of a physical scan on the package, and as the DIAD generates GPS data for the delivery, ask what the drivers location was when he made the delivery attempt.

Ooohhh, did I say that UPS don't view this as an integrity issue?

Background - Trucker-Net.co

Well here we are 18th June and as usual UPS blinkered senior executives still thinking it will all go away but as sure as an egg is an egg Paul Sellars and the Managers shielding him are going to get it so wrong that it will be impossible to cover for or save him, then of course he will be offered just like a sacrificial lamb to the slaughter this will not of course make anything right for the many employees that he has bullied and intimidated, wrongfully disciplined or dismissed
1st May 2012

UPS BLISSFUL IGNORANCE

Many problems including very serious legal concerns have been put to and orchestrated
by me and many others, to the very top Management at UPS and these people at the top exhibit willful blindness towards the wrongdoings within the UPS organization. These top people through their published code of Business Practice preach fairness and compassion but in reality they are guilty of huge failings of corporate governance and throughout they would seek to cover up rather than seek out the wrongdoing and discipline the perpetrators. These very top people live in willful ignorance about what is going on which clearly raises the question of competence for these very top people.
The very top is Scott Davis he is very much aware but does nothing.!!!


UPS FORCES SUBCONTRACTOR OUT OF BUISINESS BY DUBIOUSE MEANS

On 5 April 2011 10:38, Geoff Hallam wrote:
Hi Dave

Just been reading your web page with great interest and am glad to see that someone is prepared to take on the all so mighty and all so corrupt UPS.

I have fallen foul of UPS myself in the last 3 years, when I foolishly got into bed with them as a contractor in their package distribution division in Leeds.

I was originally an owner driver for Lynx Express when it was purchased by UPS in 2006. It became apparent that it was their intention to get rid of all owner drivers and replace them with Outside service providers. These were to be Limited companies only with their own employees. This meant that they could still service areas at a greatly reduced cost and it would also negate them from any responsibility with HMRC over whether or not owner drivers should be employed or not, as this was a grey area.

Myself and another owner driver decided to join forces and tendered for one of the areas in January 2008. We felt compelled to do this as if we had not we would have had no business as they were terminating owner drivers.

From the outset it became clear that all was not above board (shall we say) as we appeared to be being groomed to win the tender. How do I know this you might ask? Well after the tender was submitted we were contacted and told what our rates should be and we did indeed win the contract. This constituted a coercive tendering process and I feel quite sure that if all parties who tendered new this they would be non-too pleased and may in fact have a legal case against UPS. Included within the tender was details on how many vehicles and staff we would provide to service the contract.

After we had started to service the contract in April 2008 they then started to demand that we provide staff to cover and assist with evening shifts etc. This was not part of the original tender but they made it quite clear that they expected us to provide these people. Apparently if you speak to any company who does contract work for UPS this is the norm they want to pay for a bronze service and get a gold service. They had also massaged the figures in the RFQ, which was used to formulate the tender, and this meant that we were down approx.. 20% on revenue. We argued that as they had supplied the figures they had a responsibility to make good the contract. You’ll no doubt not be surprised when I tell you that they declined.

We fought on for the first year at great expense to both myself and my business partner. This ultimately led to myself losing everything! Then in May 2009 a new customer moved onto our patch which was to be the saviour of our business and safeguard everyone’s jobs. This was worth approx.. £180,000 a year to our business and when UPS figured this out they withdrew the work from us even though we had an exclusive territory rights contract. They felt aggrieved at having to pay us so much to service one customer.

There are too many incidents of bad practice and bullying by management to include in this email, but it culminated in the company going into administration in January 2011. This was as a result of us issuing legal proceedings against UPS for material breach of the contract. They manoeuvred us into a position whereby we could not function and indeed Steven Lake of UPS contacted our funding lines which resulted in us having great difficulty in releasing funds. It was at this point we called time.

During my time there I heard many tales of bad management and bullying of their own staff, again far too many to list, but as you say management have their pets and all cover each other arses by lying through their teath. There is also issues with drivers working too many hours whilst being on tacoghraps, although they would deny this, no surprises there.

People within this organisation to look out for are Craig Mcintosh, Rob Burrows, Steven Lake all Walter Mitty characters.

“WALTER MITTY, An ordinary, often ineffectual person who indulges in fantastic daydreams of personal triumphs.”

Do not trust these people at all they are all liars

Regards and keep up the fight


13th May 2010
Well here we are still no action by United Parcel Service UK Ltd
But of course as you all will now know this is not a surprise, most of you (at Shaw Cross/Derby) will have been threatened with disciplinary action of one sort or another and will have been forced to back down due to their Bullying attitude and threats, especially from Julian Smith Mick Labourn and Paul Sellars.
UPS Managers at Shaw Cross are very brave in the confines of their offices not so of course in Public.


I also intend to publish on this web site the documented evidence produced by Mick Labourne and Paul Sellers which proves that they told deliberate lies in an Employment Tribunal. All these documents have already been produced in an open British Court of Law and are therefore already in the Public Domain.


There's more here 
click above to open

Background - Scott Davis hypocrite

Scott Davis's Message: Commitment to Integrity

As we continue our long tradition of transformation and adapting to our customers' and business needs, one thing remains steadfast: our commitment to integrity. We remain committed to a set of beliefs that guided our founders, their successors, and currently guide us as employees and representatives of UPS.
It is this commitment that guides us today and will move us forward. Over 100 years ago, Jim Casey began building our company by asking retailers for their trust. They entrusted us with their customers, and every day, Jim honored and maintained that trust. We've carried this philosophy with us over the years, and it has become our guiding principle. Jim maintained his relationships with our customers by acting with integrity. Today, as UPS employees who represent our strong brand, we continue the legacy of integrity that Jim started. This means that, as individuals, we each have a responsibility to maintain the trust placed on us from our customers. The trust that people place on us requires us to conduct business fairly, honestly, and ethically. For UPS to survive and remain successful in business, our people must have a sound set of beliefs that serve as the foundation for all their decisions and actions. We must remember that our success, reputation, and strong brand, built on and developed over many years, can be damaged if we're not acting responsibly with an uncompromising set of common beliefs. Compliance with our legal and ethical obligations is the responsibility of every employee and representative of UPS, as is the responsibility to report potential violations of those obligations. Reporting can be done directly through your supervisor or manager, through any member of the management team by using the Open Door Policy, or by calling the UPS Help Line. A commitment to integrity is about creating a climate for continued success. It is about creating an environment where good people can make good decisions. It is about doing the right thing in every business situation...every time. By using good judgment, and by respecting each other, UPS's commitment to integrity will endure. UPS's strong reputation for ethical behavior has enabled us to attract and retain the best people and loyal customers; it has opened doors for us in new and emerging global markets, and allowed us to transform our business to meet changing customer needs. As we continue to seek ways to open doors in new and emerging global markets, our commitment to integrity will allow us to do so.

Scott Davis Chairman and Chief Executive Officer

 

Background - Code of Business Conduct

UPS Code of Business Conduct (http://www.ups.com/content/corp/code_conduct.html)

Statement of Policy
We Comply With the UPS Code of Business Conduct. We manage our business in compliance with all applicable laws and regulations of the countries in which we operate, and in accordance with our company's high standards of business conduct. All employees are expected to comply with the UPS Code of Business Conduct, which is essential to maintaining our reputation for honesty, quality, and integrity. It is also each employee's responsibility to report to the company any situation where our standards or the laws are being violated. Any employee disclosing, in good faith, violations or suspected violations of legal requirements or UPS business standards will not be subjected to retaliation or retribution. Likewise, failure to comply with the provisions of the UPS Code of Business Conduct will not be tolerated.

Background - UPS Policy Book

Page 16

We Insist Upon Integrity in Our People. We understand that integrity is fundamental to how we run our business and essential to maintain compliance with our policies and legal requirements. Operating with integrity means we provide an atmosphere in which our people can perform their jobs in an ethical manner. We present our company honestly to employees and, in turn, expect them to be honest with us.

We expect honesty from our people in all their duties, including their handling of money, merchandise, and property with which they are entrusted. We insist on integrity in the preparation and approval of all reports.

The great majority of our people are of high moral character. However, when we do discover a dishonest person in our organization, we deal with that individual quickly and firmly. For our company to be known for its integrity, each one of us must meet high standards.

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.

Page 29

We Provide Global Services. Our long experience in package distribution and our reputation for integrity give our customers confidence that we can provide delivery solutions to their package distribution, logistics, supply chain management, financial, and information requirements.

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.

Lisa Cox?

.

.

.

.

.

.

.

...............

Several minutes later..........seem to have cocked that up

Anyone wondering what those bonkers posts are?

Manning reviews in Arabic, Urdu, Afrikaans & Chinese.

Just so you know.

There maybe more

Yes I know, I'm not a full shilling 

الموسيقى مجانا

الموسيقى مجانا = http://www.guymanning.com/2009site/sampler.htm

هنا نذهب غي، خطتي ماكرة لجعل مانينغ ضخمة في دولة الإمارات العربية المتحدة، وخاصة في دبي. لن يكون هناك أي ذكر للمؤامرات التفجير يو بي إس، وتحطم طائرة أو أي أنشطة إرهابية. وينبغي أن تحصل على محركات البحث أمنية مستمرة. حتى السيد حارس امن لبعض الموسيقى مجانا في حين كنت يلاحقونهم بلدي بلوق، انتقل إلى موقع مانينغ هنا.كما هو موضح لأخذ العينات، وهناك 90 دقيقة من الموسيقى للتحميل، يجب أن تكون وظيفة مملة، وقراءة كل هذا هراء.لذلك، أول زيارة لالأرصاد الجوية، بوري الليلة الماضية. للوصول للغاية من أراضي العدو (يوركشاير، على الرغم من أن المواطنين لم طرح قصف من المطر وأنا تعدت إلى بلد ردة حمراء))، وكان قادرا على حوالي 150 متر من متنزه أزعج. يذكر بار لطيف كما ذهبت في معظمها من البيرة وكان حالا، بدت الجولة وأنا أمر، لمعرفة ما مات ستيفنز تراجعت أكثر من كأسه الفارغ. كان علينا إحياء فورا على الملء، محادثة جيدة على مدى الورود على الطاولة. كنت والفكر الذي أنت يمكن أن مجرد المشي في شريط والتحدث الى منعطف؟ آمل زرعت زوجين من الأفكار لائق ليلة أمس. (مات هم حقيقي) شكرا على وقتك وأزعج، وآخر أداء رائع، وليس سلسلة مكسورة، وعلى الرغم من أنني لم تنس أن تطلب من مزيج معدني. كما مات ذهب للتحضير، وذهب إلى القاعة، لنرى على الفور غي الجلد بضاعته. القفز مباشرة في، اشترى زوجين من مؤتمر نزع السلاح كما عرضت نفسي على الرجل، ومرة ​​أخرى، فرصة لاجراء محادثات مع بدوره. انها غريبة لراهب قديم مثلي.يذكر مكان لطيف، وحجم مماثل لمركز ويسلي لكن أكثر قليلا .... الحفلة لاي بدلا من الشعور الصالة الرياضية المدرسية للمركز ويسلي. بعد ورود في شريط، والشموع على الطاولات في الجزء الأمامي من القاعة. كما سترون، ويهمني كانت خطوة أخرى وأنا على خشبة المسرح.وكان الصوت جيدة جدا، على الرغم من وجود بعض يطن في بعض الأحيان، أو كان ذلك مجرد بلدي الآذان.معترف بها عدد قليل من المسارات من التنزيلات الحرة وأزعج من السابق.هناك أساليب كثيرة من الموسيقى في وجود قوم من الصخور التقدمية، فلويد، والتركيز، تال شعيب وأولدفيلد، والإنجيل الميلادي يرددون على سبيل المثال لا الحصر.فوجئت لم تكن قد حصلت في وقت سابق من خلال مانينغ يمبوت RH ل، يجب أن يكون انتهى على أشياء للقيام بها قائمة. الموسيقى هو رائع، وكانت العروض 2. الخوض في ولها الاستماع، وأنها حرة.غاب تقريبا خارج - مات وكان من المعتاد رجل واحد في كاليفورنيا ثلاثي غيتار، والترفيه الممتاز مرة أخرى.

Stats, Flags & Maps

Algeria, Poland & Serbia

The Kingdom of Serbs, Croats, and Slovenes was formed in 1918; its name was changed to Yugoslavia in 1929. Various paramilitary bands resisted Nazi Germany's occupation and division of Yugoslavia from 1941 to 1945, but fought each other and ethnic opponents as much as the invaders. The military and political movement headed by Josip "TITO" Broz (Partisans) took full control of Yugoslavia when German and Croatian separatist forces were defeated in 1945. Although Communist, TITO's new government and his successors (he died in 1980) managed to steer their own path between the Warsaw Pact nations and the West for the next four and a half decades. In 1989, Slobodan MILOSEVIC became president of the Republic of Serbia and his ultranationalist calls for Serbian domination led to the violent breakup of Yugoslavia along ethnic lines. In 1991, Croatia, Slovenia, and Macedonia declared independence, followed by Bosnia in 1992. The remaining republics of Serbia and Montenegro declared a new Federal Republic of Yugoslavia (FRY) in April 1992 and under MILOSEVIC's leadership, Serbia led various military campaigns to unite ethnic Serbs in neighboring republics into a "Greater Serbia." These actions were ultimately unsuccessful and led to the signing of the Dayton Peace Accords in 1995. MILOSEVIC retained control over Serbia and eventually became president of the FRY in 1997. In 1998, an ethnic Albanian insurgency in the formerly autonomous Serbian province of Kosovo provoked a Serbian counterinsurgency campaign that resulted in massacres and massive expulsions of ethnic Albanians living in Kosovo. The MILOSEVIC government's rejection of a proposed international settlement led to NATO's bombing of Serbia in the spring of 1999, to the withdrawal of Serbian military and police forces from Kosovo in June 1999, and to the stationing of a NATO-led force in Kosovo to provide a safe and secure environment for the region's ethnic communities. FRY elections in late 2000 led to the ouster of MILOSEVIC and the installation of democratic government. In 2003, the FRY became Serbia and Montenegro, a loose federation of the two republics. Widespread violence predominantly targeting ethnic Serbs in Kosovo in March 2004 caused the international community to open negotiations on the future status of Kosovo in January 2006. In June 2006, Montenegro seceded from the federation and declared itself an independent nation. Serbia subsequently gave notice that it was the successor state to the union of Serbia and Montenegro. In February 2008, after nearly two years of inconclusive negotiations, the UN-administered province of Kosovo declared itself independent of Serbia - an action Serbia refuses to recognize. At Serbia's request, the UN General Assembly (UNGA) in October 2008 sought an advisory opinion from the International Court of Justice (ICJ) on whether Kosovo's unilateral declaration of independence was in accordance with international law. In a ruling considered unfavorable to Serbia, the ICJ issued an advisory opinion in July 2010 stating that international law did not prohibit declarations of independence. In late 2010, Serbia agreed to an EU-drafted UNGA Resolution acknowledging the ICJ's decision and calling for a new round of talks between Serbia and Kosovo.

Olympic Sponsorship deal

Courtesy of Nige