A New Strategy for the Employment of Disabled People
A new concept in the field of employment
By Phil Davies, GMB National Secretary for Manufacturing Section On Behalf of the Consortium of Trade Unions
JJJaJaaannnnuuuuaaaarrrryyyy 22202000111111 INDEX
Page
Summary of Cost Saving 1
Introduction 2 Executive Board Members in 2008/2009 3 Non Executive Board Members 5
Overtime Working 6
Remploy Senior Managers 7 Senior Managers – EB, ES, Grade M1, X Scales 7 Communications Department 9
Remploy Boards and Committees 10 ES – Senior Management Structures 11
Bonus Payments – Senior Managers and Directors 13
Consultants 14
Purchasing of Materials 17
Employment at Remploy 18
Working from Home 19
Energy 20
Expenses 21
Meetings Costs 22
Maintenance Costs 23
Property, Leases and Rents 24
Car/Car Allowances/Petrol Allowances 25 Car Allowances 25 Petrol Allowances 26
Inhouse Sales 27
Summary of Cost Saving
We know that Remploy received £119m from Government; £69m goes to Remploy factory sites which on average equates to £1.27m per factory. £34m goes to Employment Services.
We are also aware that approx £138m is the total sales from the 54 factory sites and reduces the cost of running the factory sites considerably. The cost of sales is £93m and leaves approx £45m which must be taken into account when you look at the profit and loss accounts.
We now understand that there are 154 employees paid above £45,000 per year. This figure excludes bonus and overtime and we suspect that when you take these two items into consideration the figure increases to 220.
There are 3238 employees most of whom are disabled and who earn less than £16,000 per year. The cost of travel for all employees has escalated to £2m, the cost of company cars to £2.4m and the cost of car allowances to £1.1m; a total cost of £5.5m.
The main savings come from the following areas:
Cars £2.1m Bonus payments £1.3m Reduction in senior managers £14m Reduction in overtime £2m Reduction in consultants £5m Better purchasing of materials £7m
We believe that the summary of the main saving is £31.1m but if you look at all other parts of the document this saving could be considerably increased.
The figure of £138m losses for the factory network is not true. We believe that if all the measures outlined in the trade unions document are taken on board and implemented then the cost of the factory network would be approx £35m per year. Put another way when the profit from sales is considered and taken into account the cost per disabled worker to the State could be as low as £7,000. When you also take into account the fact that tax and insurance is being paid in and benefits are not being paid out this figure could be substantially lower.
Phil Davies – GMB/Kevin Hepworth – Unite On behalf of the Trade Union Consortium
1 Introduction
The development of the supported employment programme within the UK and its European partners has been taking place since 1946.
One major part of the UK economy that has increased since 1946 is the cost of unemployment which for a disabled person could be as much as £25,000 to £30,000 per year for each disabled person not working when you take into consideration the revenue lost in tax and national insurance contributions the cost could be higher.
A disabled person who is not working will probably receive higher benefits than a non disabled person. Housing benefits and careers allowances are only the tip of the iceberg.
The unseen and unmonitored costs start to mount up when you consider that a large number of disabled people who were made redundant when Remploy closed 29 factory sites now have severe health problems and the use of the NHS has greatly increased. We would estimate that this cost could be as high as £20,000 for some disabled people.
The lack of spending power in the local and national community also means that there is a knock on effect. The fact that it is better to have disabled people in work than on benefits seems to have been lost on the last government.
The trade unions recognise that these proposals will lead to some 310 job losses over the next 12 months but you cannot reduce the hourly paid and factory staff by over 2000 employees and end up with more senior managers than before.
Of course there is a need to spend money effectively and the trade unions welcome an opportunity to prove that this can be done in Remploy. There are 20 main areas of concern where substantial savings can and should be made; the total savings that could be generated are over £25m to £35m per year or 20% to 30% of subsidy and which could be used to employ more disabled people in sustainable employment with a leaner and more professional management structure
The 20 areas are:
1 Consultants Costs 2 Senior Managers 3 Board of Directors (both non Executive and Executive) 4 HR Department 5 IT Equipment 6 Cars 7 High leases and rents
2 8 Outside contractors 9 Procurement purchasing 10 Premises 11 Energy 12 Meeting costs 13 Expenses 14 Work from home 15 Private healthcare 16 Reduce number of businesses to just 2 17 Inhouse sales 18 Reduce maintenance costs 19 Further reduce overtime costs 20 Employment at Remploy
Executive Board Members in 2008/2009
There were 4 Executives plus the Company Secretary, Guy Phillips but it is not clear how the four other Directors fit in, they are Alan Hill, Beth Carruthers, Alison Eldridge and Jean Cabena. We are also unclear what the position of Sue Butcher, HR Director is. It is also very unclear how the other 8 or 9 directors of businesses and services fit in.
Mrs Butcher started at Remploy on a contract or as a consultant and after approx 6/9 months she was appointed as HR Director on an undisclosed salary. The vacancy was never advertised and Remploy broke there own equality policy. Mrs Butcher may be paid as a consultant but we have to estimate her salary at approx £150,000+ per year. We have not seen the 2009/10 accounts.
All the usual benefits according to the 2008/09 accounts and the cost of the Executive Board members were as follows:
T Matthews part year including benefits £95,100 part year R Warner part year including benefits £110,200 part year N Hopkins full year including benefits and bonus £124,900 J Hill first few months of 2009 including benefits £8,700 part year A Jessopp few months including benefits £34,400 part year S Butcher estimate of salary including benefits £110,000 part year Add to this the cost of the pension scheme £36,500 Company Secretary, Guy Phillips (estimate) £120,000 full year
It does not end here. We believe that the hidden employment costs including employers NI and cars etc is around £280,000 for the group named. This does not include private healthcare costs.
3 The other additional costs are expenses and overnight accommodation for all the directors which is around £150,000.
The final cost of these directors is admin, office and PA costs which we also estimate at around £400,000 to £600,000.
In addition we understand that there are four other employees with director status:
Alan Hill – EB Director £98,000 + benefits Beth Carruthers – ES Director £98,000 + benefits Alison Eldridge – EB HR Director £74,000 + benefits Jean Cabena – ES HR Director £74,000 + benefits
We understand that the company pension contributions for these four ‘Directors’ is around £30,000
The summary based on 2008/09 costs (see notes on directors)
Directors’ salary – Total (see notes on directors)
Total salary for 2009/2010
Salary Bonus Benefits Total £ £ £ £ Tim Matthews 138,000 10,000 12,000 218,000 Sue Butcher 128,000 10,000 11,000 217,000 Nigel Hopkins 120,000 10,000 12,500 188,500 Beth Carruthers 102,000 10,000 11,000 154,000 Alan Hill 102,000 10,000 11,000 150,000 Jean Cabena 78,000 10,000 11,000 150,000 Alison Eldridge 78,000 10,000 11,000 150,000 Guy Phillips 85,000 10,000 12,000 188,000 (Company Sec) Totals 940,000 388,000 91,500 1,415,500
Please note the company has not shared the 2009/10 accounts with the trade unions. This normally takes place in June/July each year so the figures are estimated and we have left out the cost of the company pension contributions.
In addition several of the directors are listed in the company structures such as Communications Director. A full list of employees with the title of director is in the ‘Senior Managers’ section.
4 Non Executive Board Members
The accounts for 2008/09 shows that there are 8 non executive board members. The salary in a full year for 8 board members would be around £62,400. This is not the full cost of having non executive board members.
We understand that around £60,000 was spent on overnight accommodation and travel expenses, this included costs for food. The total cost of the non executive board members could well exceed £150,000 when you include admin costs, hire of meeting rooms etc. We believe that 50% of this could be saved – £75,000.
The trade unions proposal is to return to pre 2000 and not to pay any of the non executive board members a salary. This was never asked for by the non executive members and it was introduced by a former Remploy Chairman, Alan Pedder to enable him to take a fee.
We note that in 2008/09 the current chairman does not receive a salary. There is no legal obligation to pay these salary payments.
We would further reduce the non executive board members to 4 and estimate that this would save £100,000 per year.
Finally, we note that in 2008/09 two of the board members only attended 4 board meetings and one only attended 2 board meetings. Also the Audit Committee and the Remuneration Committee were very badly attended by the non executive board members. Other directors are listed on the company structures and are shown in the Appendices. We do not know why these employers are called directors and what this means in cost.
Summary of cost saving – non executive directors: £110,000+
The trade union proposals for a main Remploy Board of Directors:
Chairperson/non Executive Directors Unpaid (1) Managing Director Paid (1) Manufacturing Director Paid (1) Finance Director Paid (1) Non Executive Directors Unpaid (4) Company Secretary Paid (1)
This leaves a total of 9 Directors of which only 4 are paid
Do away with all other directorships.
5 Overtime Working
For the last 6/7 years the trade unions have complained about the amount of overtime being worked within Remploy EB and ES. It appears that overtime has decreased since the closure plan of 2008 but in real terms it has not. In fact the cost of overtime is now higher per person than it was in 2008/09 if you include time worked and not recorded as overtime.
The company in its usual way of distorting the figures has now introduced a new way of reducing the figures. Thousands of hours of worked overtime are not recorded in the wages department nor are these hours paid to an employee directly.
The new method of allowing time off in lieu means that when some employees work overtime say for example 10 hours in a week, a minimum of 15 hours will be given to that employee as time off. No money changes hands but the employee receives a benefit in kind.
Thousands of hours of overtime have not been recorded and no tax or NI have been recorded or paid to the Inland Revenue. In some instances the company has paid overtime and we believe that has amounted to around £1m across the whole of the company for 2009/10. We estimate that a further £1.2m has been the cost of the hours worked but not recorded.
We believe that at least £2.2m per year can be saved by reducing overtime and closer working between all parts of Remploy including secondments and inter-working of employees.
The cost of overtime must be looked at when 50% of the factory sites are working below 60% production capacity.
Summary of savings £2m
6 Remploy Senior Managers
We now look very closely at the senior management structures within Remploy. The massive duplication of jobs and the distribution of wealth with some senior managers earning 5 or 6 times more than the lowest paid worker. A large saving can be made if we cut these jobs by 50% to 60%.
Senior Managers – EB and ES, Grade M1 and Ex Scales
This is the largest cost centre per employee and we attach the answer given to the then Minister Jonathan Shaw in 2009.
Since then we understand that there are 524 managers and only 2967 disabled employees in the company which in the case of the managers is higher than at any other time and most are non disabled. The scale of this management group is immense and not repeated in any other organisation with a turnover of only £130.74m in sales (2008/09). To produce these sales the raw material costs were £87.627m a massive amount for such low sales. The ratio for managers to workers is around 1:5 but in other companies it is 1:21.
When you look at staff costs of £104.586m and operating charges of £44.249m the average person will be appalled at this situation. These costs are out of all proportion to the sales.
The obvious cost saving must come from the high cost of senior managers, materials and operating charges which we understand to be inclusive of the corporate body rents, leases, cars etc. A total £252.244m income is not enough when you are looking at an expenditure of £240.580m.
The accounts for 2008/09 shows a further decline which we will deal with later.
The staff costs for 2007/08 were £140.459m compared to 2008/09 of £104.585m; a reduction of £35.874m or around 25%. At the same time nearly 45% of the employees up to senior managers were made redundant or have since retired. These were mainly disabled people in Grades E to T and 1-8 the staff grades in the company.
The figures do not add up to an equal reduction in all staff grades and very few senior managers were made redundant in March 2008; only those who actually volunteered. Very few senior managers were made redundant.
A review is now long overdue to reduce the numbers of senior managers within Remploy to a more manageable number which equates to the size of Remploy and its sales. The trade unions proposals are very radical and it is proposed to remove a large number of
7 senior and middle managers and directors but to keep the number of factory managers which has already gone through a rationalisation exercise with some managers now managing 2 or 3 factory sites. The factory manager is an asset to Remploy and an essential part of the structure.
The target of the trade unions would be to reduce the M1 and Ex Scales by 50% to 60% with an estimated saving of around £13.25m to £15.25m per year. The company will not be affected by these cuts. This is realistic and to show the scale of the current immense situation we have provided a wall chart which can be shown at each meeting. The number of senior managers is totally unacceptable and unworkable.
We can further illustrate where the saving should come from in the staffing by looking closely at a number of functions within Remploy including HR. This group is a very good example to look at.
HR accounts for around 50 employees but the company does not operate a traditional HR or traditional personnel function. Very few individual cases or employees are taken up outside of the grievance and disciplinary procedures. A cloud of secrecy hangs over the HR department and in particular HR Direct.
Very little time is now spent by the HR Department on industrial relation issues. The contact between the senior HR director and the senior trade union officials is minimal. Employees have little or no contact with HR.
The HR function or structure is as follows:
HR Director main Board member HR Director for Enterprise Business HR Director for Employment Services HR professional solicitor for both EB and ES + a legal department + HR Direct
The additional jobs with HR are in Appendices 1 and 2 (20 and 38 jobs respectively).
The trade unions proposals are as follows: Number of jobs
Head of HR for ES and EB 2 HR Advisor for ES and EB 6 Training Advisors 4 Equality Advisor 1 PA’s with shared responsibilities 5
Total jobs in one HR Department 18
8 The trade unions further suggest that the HR director job and the employment lawyer’s job should disappear as should HR Direct. A new leaner HR function within Remploy is required working closely with the trade unions on issues that affect disabled people (see Appendix 7 for EB HR structure).
Communications Department
Currently there are 14 employees within this department including a new communications director and what is now known as an executive position. There are 8 executive positions (see Appendix 3). The department is far too large and communications within Remploy are at an all time low despite this new department being created.
The trade unions proposal is to reduce this department to just 2 heads of communications plus 1 administrator or PA; a cut of 5 jobs.
Summary of savings around £300,000
We would also cut the number of publications which are not read to just 1 per year.
Summary of savings around £250,000
9 Remploy Boards and Committees
At present there are 4 Boards within Remploy.
Executive Board 8 members Main Remploy Board up to 14 members, currently 9 (see Appendix 5) Enterprise Business Board 8 members (see Appendix 6) Employment Services Board 6 members (see Appendix 22)
The trade unions proposals are to abolish all these Boards and have a small but skilled Board of no more than 9 people including non executives to meet 5 times per year instead of 6. The 3 executive directors and the company secretary will make day to day decisions.
Summary of savings around £600,000
The management structures also include the following teams:
EB Finance 8 employees (Appendix 8) EB Sales & Marketing 9 employees (Appendix 9) Social Enterprises 9 employees (Appendix 10) Corporate Purchasing 14 employees (Appendix 11) EB Operations 9 employees (Appendix 12) HR Central Services 17 employees (Appendix 13) Health & Safety 8 employees (Appendix 14) *see notes on health and safety Internal Audit Team 5 employees (Appendix 15) Property Services Team Central Services 7 employees (Appendix 16) *see notes on Property Services PMO Central Services 16 employees (Appendix 17) Finance Central Services 16 employees (Appendix 18) Leeds Finance 25 employees (Appendix 19) Central Services IS Department 20 employees (Appendix 20) Legal Team Central Services 4 employees (Appendix 21) Banbury Central Payroll 8 employees (Appendix 22) EB Supply Chain 13 members (Appendix 23) Automotive 8 members (Appendix 24) Building Products 17 members (Appendix 25) CCTV Operations 8 members (Appendix 26) Commercial Furniture 19 members (Appendix 27) EB IS Team 9 members (Appendix 28) E-Cycle 10 members (Appendix 29)
10 Electronics 10 members (Appendix 30) Filters 11 members (Appendix 31) Front Line Textiles 11 members (Appendix 32) Education Furniture 29 members (Appendix 33) Healthcare 13 members (Appendix 34) Off Fulfilment LGCB Sites 15 members (Appendix 35) EB Packaging Team 21 members (Appendix 36)
Proposed total M1 managers and Ex Scales only 214
Employment Services – Senior Management Structures
ES Board 6 members (Appendix 36b) HR Team 20 members (Appendix 37) Finance/PMO/IS 27 members (Appendix 38) Employment Services Operations 13 members (Appendix 39)
Regional Operations
North West 6 members (Appendix 40) Glasgow 16 members (Appendix 41) East England 18 members (Appendix 42) London South West 11 members (Appendix 43) Central Operations 28 members (Appendix 44) Banding Strategy 3 members (Appendix 45) Programme Management 11 members (Appendix 46) ES Personnel Group 32 members (Appendix 47) ES Quality Team & Supply Chain 10 members (Appendix 48) ES Service Bid 19 members (Appendix 49) ES Strategic Partnership 17 members (Appendix 50) Wellbeing Services 6 members (Appendix 51) ES Partnership Management 6 members (Appendix 52) Directors and Consultants (Appendix 53)
There are over 524 M1 and Ex Scale managers within ES/EB – far too many. We recognise that some members sit on more than one Board or committee but the trade unions proposal is to reduce M1 and Ex Scales to 214, a reduction of 310 jobs.
Conclusion
Massive duplication; too many different committees and teams Unnecessary functions not relevant to the company’s needs Far too many HR employees
11 Too many directors and far too many full time consultants No need for large departments such as property, legal, HR Direct, health & safety which is dealt with separately Too much red tape, people protected from working to targets Too many jobs duplicates Finance – no central control Purchasing – no central control Policy – massive savings to be made More power to the factory managers for decision making
Summary of savings £13.25m to £15.25m
A long term, in depth study right across the whole of Remploy is needed which should not be carried out by consultants. A team of trade union and independent management seconded from DWP should be used immediately and on an ongoing basis.
Short and long term measures are listed:
At least we should start by:
Long term starting January 2011 to December 2011 to save £25m per year Short term starting immediate action to save at least £10m per year 2010/11
The restructuring of Remploy will unfortunately mean large job losses in the senior management teams. We are proposing that this can be done through voluntary and if need be compulsory redundancy with payments being restricted to the National Accord.
This will fall into line with what disabled people have to accept. The trade unions are not in favour of generous golden handshakes for senior mangers, equality in work and equality when people are unfortunate to leave employment.
12 Bonus Payments – Senior Managers and Directors
In many respects the company is failing in its purpose and this can only be the responsibility of the directors and the senior managers. Less disabled employees managed by more, in the main, non disabled managers. The monitoring of ES placements leaves a lot to be desired.
The ethics of paying large bonuses every two years to the directors and every year to senior mangers is both unacceptable and unfair.
The 2008/09 accounts show £192,600 paid to 4 directors with 2 directors being paid a bonus of over £56,000. The Trade Union Consortium would scrap these payments saving in today’s terms £100,000 to £180,000 per year.
Other bonuses are paid to senior managers in 2008/09 which account for around £1.7m . The trade unions would again scrap these payments as there is no real incentive for the company to pay them. Performance of senior managers is not measured in any acceptable form. Bonus payments are not earned within Remploy and are seen by the disabled employees as being paid for nothing. The average bonus in 2009/10 was £4,497 paid to 288 managers.
The total saving in 2009/10 would be £1.3m.
We attach the last Minister’s feeble excuse for justifying these payments.
Summary of savings £1.3m in 2009/10 and more in future years
Please note that bonuses seem to be paid for directors every two years so 2010/11 may well see a reintroduction of their bonus.
13 What must Stop?
Growth in Management populations
Consultants
The use of consultants has grown out of all proportion. The company has 524 senior managers, so called experts in every single aspect of the company. Therefore an outside body in most cases should not be used.
The amount of consultants (29) and the cost of £5.28m between April 2008 and February 2010 is further compounded by the use of another consultant equal approach formerly CHH Recruitment. This has also cost the company:
2007/08 £852,798 2008/09 £508,503 2009/10 £702,050
A full list of consultants is as follows:
Consultants engaged by Remploy since March 2008 Ability Net Technical Centre Ashutosh Khate A Smarter Splash Limited Barnett Waddingham Bond Bray Leino Ltd. C11 (Hampshire) Ltd. Carley Consult Ltd. Caruso Consulting Ltd.
7 April 2010 CIPD Enterprises Limited CITI Cognos/Ax Creation Interactive Deloitte MCS Limited Fleet Lifeline Ltd. Focus EAP Gareth Matthews Good Relations Wales Hay Group Management Limited Ian Blake IBM Impact Executives Infor Global Solutions Johnson Controls Limited
14
KPMG Lionel Zetter Mercuri Urval Limited M Linell Nine Feet Tall Northgate One To One Coaches Ltd. Penna plc Resilient Risk and Strategy Management Social Firms UK Ltd. Systems Consultants Services The Leadership Factor 2e2 Vistorm Ltd
The cost of consultants shown in the written answer from Jonathan Shaw the then Minister (see below) does not complete the full cost of consultants.
House of Commons, 7 April Written Answer
Remploy: Consultants
Caroline Flint: To ask the Secretary of State for Work and Pensions which consultants have been engaged by Remploy since March 2008; and what the cost of engaging them has been. [321719]
Jonathan Shaw: A list of consultants that have been engaged by Remploy since March 2008 is provided in the following list. Total spending by Remploy on consultants between April 2008 and the end of February 2010 was £5.28 million.
------
Prior to Mach 2008 the cost was around £4.2m for the previous 12 months. The story does not end here and the current situation could leave the directors open to an allegation of the misuse of public money. Also some employees could be consultants and not paid through the normal PAYE system.
We would question how the HR Director, Sue Butcher is engaged and paid and how the job was advertised.
The following people are listed in the company structures as consultants but are not on the list of companies given to the Minister in his answer to MP Caroline Flint.
15
Consultants working internally for Remploy since March 2008:
Rod Baker Strategy Consultant Rachel Mayer Finance Consultant Will Winfield IS Consultant Richard Groves Learning Consultant Mick Leahy Royal Mail Sales Consultant
We do not know what the full cost of engaging these consultants are but estimate that this would come to around £150,000 to £200,000 per year.
We also understand that KPMG has now been engaged on work to do with the Remploy Pension Scheme which could cost as much as £1.3m per year. The trade unions proposals are that substantial savings can be made.
Summary of costs around £6m per year
Summary of saving should be set at a target of £5m
Furthermore the DWP should ask why (and investigate) over £15m in the last 3 years has been wasted on consultants. It is because most of the 524 senior managers do not possess the skills to run the company and may be it has been used to pay high fees to people later to be given a job.
In addition the 5 consultants listed if not on PAYE should be disengaged and their jobs reallocated.
16
Purchasing of Materials
In the 2008/09 accounts a massive figure of £87.627m was spent on the purchase of raw materials. In the 2007/08 accounts the company spent £91.794m.
When you look at the figure of £130.744m for sales in 2008/09 the percentage of materials against sales was 67% compared with 2007/08 which was £149.232m. The raw materials were £91,794m which is just over 61% against sales. Over this period the cost of raw material increased by less than 2%.
Either way the purchasing terms are 5% worse than the year before. 5% of £87.627m is £4.38m. The real problem is that no one in the company is set targets for purchasing.
In 2001 the GMB introduced the company to one of the largest European timber companies with 6 manufacturing plants within the UK. At the same time the GMB introduced the company and its Building Products to Saint Gobain (Solaglas). Remploy started to purchase products from Solaglas and in doing so Remploy saved a considerable amount of money.
In the case of the European timber supplier, the business mainly furniture decided not to work with the contacts that we had provided. We make this point and could make others that Remploy’s policy is to stick with a supplier without any apparent reason. An example is the Furniture Group. Our contacts could have supplied all of Remploy’s timber requirements.
Most commercial furniture companies’ raw material purchase is around 30% to 40% of product; some 20% to 30% lower than Remploy. The purchasing of raw materials is absolutely crucial to Remploy making a decent profit on the products that they sell.
It is very disappointing that the procurement of materials is low down Remploy’s list of priorities. The trade unions would set a modest target for the reduction of the cost of materials of 9% for 2009/10.
Summary of savings £7.886m based on the 2008/09 spend on materials
This is an area of savings that can be maintained and improved by hard work not by an indifferent attitude that is currently prevailing.
17
Employment at Remploy
It has been very noticeable over the last five years that a number of senior managers are working for other companies, or they sit on Government Quangos. One of the previous directors, Jill Hill fell into the latter category working for Remploy and sitting on 3 Quangos and also being paid by the company.
It was the trade unions who drew the Minister’s attention to this and after numerous calls by the trade unions to stop this the director’s hours and pay were cut to part time.
The trade unions believe that all M1 and Ex Scales who have unstated hours should not be allowed second jobs or be allowed to run their own private business. No M1 or Ex Scale manager should be allowed to sit on any Government Quango or take a directorship outside or Remploy.
The trade unions want to see senior managers and directors fully committed to Remploy.
Summary of saving: probably high and senior managers will now have to concentrate on Remploy
18
Working from Home
There has been a tendency since 2008 to employ senior managers from home. The trade unions believe this has nothing to do with equality issues or childcare issues.
The trade unions believe and would propose that all home working is now reviewed without exception.
The only employees who should be allowed to work from home are those people with issues on mobility and caring responsibilities. The trade unions believe that five days per week home working can lead to very short hours and inefficiency. This is not intended for those employees who are home based and travel to different parts of the company. We would expect them to arrive home on a Thursday or Friday. Senior managers cannot operate from home effectively.
The trade unions see a problem developing and wish to stop this before it does become an issue of cost.
19
Energy
For a long time the trade unions have been the advocate of a green environmentally friendly Remploy. The company has so far ignored our policy. Energy saving is not only good for the environment but it makes good business sense.
Environmental issues and energy saving is high on the Government’s agenda and energy saving devices such as solar power and recycling of materials are low on the Remploy agenda. The employees in the EB factory sites and ES branches have never been consulted over energy reduction.
We have seen no new targets for the reduction of energy even though this was part of the trade unions submission to the company and Labour Government in 2008.
Insulating windows and buildings have not taken place. Simple methods of having time switches on toilet lights have not been a priority. Closing down IT equipment left on standby for long periods must save energy and money.
We know that in every factory lights are let on when areas of the factory are not in use. We have seen offices in EB and ES lit up like Christmas trees with no one in them.
The trade unions propose that in each factory and office employees should be given the total cost of energy for the last 12 months and that premises sets an energy reduction target of 10%. Each factory and office should have an energy champion whose job it is to make proposals on the reduction of energy.
All parts of Remploy should look around at what is not being used and draw up a list of material stock. This should be printed on the website each month and after 6 months the unwanted stock should be recycled into other social enterprises.
Summary of cost saving should be between £100,000 and £200,000
20
Expenses
We have no figures for expenses but we believe that around 900 employees make multiple claims each year and that around 800 of these people claim expenses on a weekly/monthly basis.
The whole system is open to abuse with total reliance on a receipt system of claiming back expenses.
The trade unions proposals are to move to a fairer system of expenses which would include petrol cards and limits on the price of accommodation and meal costs. This is far reaching for a large number of our members but the company cannot continue to use public money for a small group of employees to make money out of expenses.
Travel to and from meetings should be by the most efficient means. For those senior managers who travel outside of the UK the means of travel should be standard class and not business class and should be booked well in advance. UK train travel should be by standard class as per MP’s etc using advanced savers etc when possible to keep costs down.
The use of expensive restaurants should be discouraged and no more than a four star hotel should be used.
The trade union proposals are that expenses across the company should come down by 20%.
Summary target of savings for a full year £200,000 to £400,000
21
Meeting Costs
The company has so far ignored the trade unions offer to help reduce the meeting costs by eliminating the use of hotels and high costs of business centres.
The trade unions estimate that the full cost of meetings which include travel, overnight, meeting room and subsistence is now around £2m per year.
There are no real agreements with hotels and the GMB and Unite have better accommodation arrangements than the company. For instance at the Days Hotel in Manchester the cost for bed and breakfast is around £52. Large meeting rooms in the nearby Mechanics Institute can be retained for as little as £100 to £300 per day. Shared travel in company cars can also reduce the cost.
The trade unions have offered free meeting rooms which are available throughout the UK in most large City centre totally free of charge. The joint Consortium meetings with the company are now taking place in trade union offices including the use of the London office of the NUJ. Both Unite and GMB are willing to make facilities available.
The practice of using five star hotels and travelling first class or on your own in a high fuel consumption car should come to an end. Meetings should be planned to eliminate overnights but also taking into account the disability of attendees. No matter where the meeting is, someone will probably have to stay overnight but reasonably priced hotels must be used.
Summary of savings in a full year £250,000
22
Maintenance Costs
The cost of outside contracts is estimated by the trade unions to be in the region of £800,000 per year. This is made up of a number of outside contractors doing work such as electrical/structural and even down to general maintenance such as floor maintenance and window replacement.
We understand the cost now includes the maintenance of machinery such as sewing machines and other plant.
The trade unions proposals are to retrain a number of skilled people in both building and mechanical maintenance.
We would also train small teams in decorating skills to reduce the cost of employing outside contractors in order to keep Remploy premises up to a decent standard. An additional saving would be made by these teams training unemployed people to become decorators.
Summary of target savings £100,000
23
Property, Leases and Rents
The company has continued throughout 2008 and right up to 2010 to sell its assets at knockdown prices.
The trade unions are aware of the sale of York for £187,000 when it was previously valued at around £400,000. Industrial properties in York are at a premium with very few industrial properties on the market.
New leases seem to be at a very high rate such as the Meridian Centre. The ES branches on the High Street are also very expensive and in some cases the local Remploy factory would have been much better and cheaper.
The trade unions are very critical of the company regarding the portfolio of property and the way that the space is used. For example Coventry has reduced the size of its workforce dramatically and there is a large amount of area not being used in the factory.
With a reorganisation of the work and storage areas the company could probably rent space for storage or open up a small manufacturing unit for new business. Local communities could be sold space for a wide variety of uses.
The trade unions proposals are to set a target of savings by re-letting and reallocating space and by renegotiating leases.
Summary of savings in a full year of £500,000 to £1m
The trade unions also make a recommendation that the current Property Services Team of 7 should be cut to 3 people.
Summary of savings £200,000
The effects of new income could be around £500,000 to £1m in a full year.
24
Cars/Car Allowances/Petrol Allowances
The trade unions have raised this issue time after time and because of the self interest of individuals within senior management the car and car allowances are in a mess.
To some degree ES has tried to reduce some cost by reducing the amount of cars and car allowances.
A company car should only be provided to an employee who has the need to travel on a regular basis to conduct Remploy business outside of their normal base of work. Company cars should not be provided for those employees who only travel to and from their normal base of work.
Company cars should be restricted to one type of car and should be of a model that is friendly to the environment, low on emissions and cost no more than £13,000. A new leave hire contact should be drawn up.
At the moment company cars come in different models ranging from Audi 5 sporting models to 2.5 litre fuel devouring high action models. The company is funded by public money and the senior managers and directors should set an example.
Hybrid cars are now commonplace. The GMB car fleet is now 90% Hybrid which amounts to over 300 cars. Substantial savings have been made within GMB.
The trade unions proposal is to have a fleet of company cars that would meet today’s low emission standard; be subject to a price limit of £13,000 and that the user must fulfil strict criteria for use. A natural reduction in maintenance costs will follow. Currently the company cars range from £25,000 to £33,000.
Summary of savings £1.6m
Car Allowances
The company car allowance again seems to be a benefit to mostly non disabled employees who have the status of M1 or Ex Scales.
The policy needs to be reviewed and we understand that there are a large number of employees that should not be in receipt of the allowance. Again strict criteria need to be agreed with the trade unions. Car allowances should be limited to £3300 per year.
Summary of target savings £50,000
25
Petrol Allowances
Both company car and personal use should be reviewed. The AA set standards and most company agreements are a few pence per litre above.
We believe that a comprehensive review should take place in the case of company cars or hire cars a low fuelled car should be used.
The use of your own car is more complicated. However the current system is slap dash, over generous and may be breaking Inland Revenue rules.
Summary of target savings £40,000
26
Inhouse Sales
There is a total lack of vision within Remploy regarding sales. The company has not idea how to generate extra sales and revenues.
Feeble attempts are being made at Ashington with little or no help from the company.
The trade unions proposals are for the development of an Employee Sales Scheme (ESS). The company produces a range of products that could be sold to their own employees. Beds, bedroom furniture could be sold to their own workforce and their families and friends. With over 3000 employees a scheme could be introduced where interest free credit could be given with say a 12 month payback system direct from the employees’ salary. Other products could be developed and sold directly.
Ashington has started to produce garden furniture and sales could be increased by selling internally. Schreiber Furniture in the 1970s and 1980s has an employee buy and pay later scheme which has a turnover at today’s prices of £10m. Of course it does take hard work and some imagination but it can be done.
Summary of target income in first year £400,000
27 Appendix 1 ES HUMAN RESOURCE STRUCTURE Appendix 2
HR Structures Central
Sue Butcher – HR Director Central Deanna Wheatley (P.A Shared with Nigel Hopkins) Vanessa Tyler – Head of HR Central Mary Goldsborough – Employment Lawyer Gail Howlett – Policy & processes? Jane Gardiner – Pay & Rewards Manager HR Direct – Adam Smythe HR Manager HR Direct - Will King HR Advisor HR Direct - Sissel Glans Hr Advisor HR Direct Usheena Patel - ER Co-ordinator Mariad McDermot - ER Co-ordinator Jessie Perryman -Senior Internal Communications Executive
HR Structures EB
Alison Eldridge- HR Director EB Lynn Green – P.A ( Shared with A Hill) Patricia McDermott – Head of HR EB Paul Agar – HRBM Textiles & EB Central Elisabeth Downes – HRBM LGCB Sue Taylor - HRBM Ecycle and sales Debbie Jones – HRBM Healthcare; Packaging & CCTV Mike Hopkins – HRBM Automotive; Furniture & Electronics Majid Hussain – Equality & inclusion Manager Maria Cerzero – HR Advisor Ian Brown – HR Advisor Pauline Brady – OD Manager Leanne Dewaelle – Training Administrator Brian Samuels – Training Consultant
HR Structures ES
Jean Cabeana – HR Director ES Pam Bradnock – P.A Debra King – HR Business Partner Alistair Forsythe – Equality & inclusion Manager Marie Jarvis – HR Advisor Amanda Rowley – Training Co-ordinator Anne Smith - HR Business Partner Sue Selvidge - HR Business Manager Reshma Sharma - HR Business Manager Anita Hollinworth - HR Business Manager Rekha Kumar - HR Assistant/Analyst Liz O'leary - HR Project Manager
+ Payroll + ES training (see attached structure for ES) Appendix 3 Communications Department
Dan Murphy Director of Communications
David Felton Justine Horrocks Rebecca Partridge Head of Senior Policy Communications Communications Executive Manager
Selina Clarke Chris Randall Tom Hicks Communications Senior Communications Manager Communications Executive Executive
Jenny Pratt Sarah Newall Lynne Myall Communications Senior Communications Executive Communications Executive Executive Chet Singh Gemma Southwick Senior Digital Graphic Design Communications Executive Executive
Claire Harrison Nikesh Rathod Business Communications Assistant Administrator Appendix 4
Remploy Executive Board- Trade Union Proposals
Appendix 5 Remploy Board
Enterprise Businesses Board Members Appendix 6
Alan Hill EB Director
Alison Eldridge Chris Addy Richard Bennell Colin Scott Jo Munns Dawn Sandra Brown EB HR Director EB Finance EB Sales and EB Operations Social Enterprise Buckthorpe EB Board Director Marketing Director Director Supply Chain member Director Director
HR Structure EB Appendix 7
Alison Eldridge EB HR Director
Lynn Green P.A shared
Majid Hussain Sue Taylor Patricia McDermott Jessie Perryman Head Of EB HR
Pauline Brady OD
Brian Samuels
Leanne Dewalle
Nasrin Mamoojee
Debbie Jones
Paul Agar
Ian Brown
Maria Cezero
Elisabeth Downes
Debbie Jones
Mike Hopkins
Chris Addy, EB Finance Director Appendix 8
Chris Addy, EB Finance Director
Bhavesh Mistry, Enterprise Businesses IS Bobby Lee, Finance Business Partner Carole Todd, Business Finance Partner Dennis Kilgallen, Business Finance Partner Francis Fitzpatrick, Business Finance Jeanette Davis, Head of Management Lee Belton, Business Finance Partner Manager Partner Accounting
Richard Bennell, Sales and Marketing Director Appendix 9
Richard Bennell, Sales and Marketing Director
Craig Goold, Graham Hirst, General Manager - Furniture Chris Sutton, General Manager - E-Cycle/ Electronics Rod Turnbull, General Manager - Government Sales Steve Jones, General Manager - Healthcare Dean Fisher GM - Marketing & Business Strategy General Manager - Automotive
Angel Lee Gorse Fernandez Marketing Design & Digital Manager Marketing Executive
Jo Munns, Director of Social Enterprises Appendix 10
Jo Munns, Director of Social Enterprises
Ben Dafydd Deborah Frank Giles Ian Peter Steve Ralf, Mardall, Thomas, Thomas, Rodgers, Verdon, Williams, Furmedge, Social Social Enterprise Social Social Social SROI Business Enterprise Enterprise Business Enterprise Enterprise Enterprise Project Developmen Manager Manager Services Manager Manager Manager Manager t Manager Manager
Dawn Buckthorpe, Director of EB Supply Chain Appendix 11
Dawn Buckthorpe, Director of EB Supply Chain
Christopher Bolton, Stuart Read, FRANCES PEARSON Andrew Burfitt Corporate Purchasing Manager Senior Catagory Manager COMMERCIAL MANAGER Senior Category Manager –
Logistics & distribution
Suzanne Elliott Alistair Anderson Stuart Read Category Manager OPERATIONS MANAGER Senior Category Manager
Mark Lodge GARY HILL Yalin Ayzeren Category Manager SUPPLY CHAIN MANAGER Procurement Analyst
Ronelle Hughes Dawn Padgett Jonathan Bell Category Manager BUSINESS DEVELOPMENT Contracts Co-ordinator MANAGER
Sandra Brown, EB Operations Director (handover) Appendix 12 Colin Scott, EB Operations Director
Sandra Brown, & Colin Scott Operations Director
Keith Margaret Peter Ball Richard Robert Samantha Simon Beverley Marsland, Harrison, (EB), Harding, MacKenzie- Sharpe, Stott, Parker, Head of EB Operations Project and Operations Smith, Ops Trainee Operations Automotive Programme Manager – Operations Manager - & Supply Services Manager – Operations s & Projects Textiles Manager E-Cycle Chain Mgr- Manager – Furniture Manager Packaging EB H/care
Appendix 13 HR Structures Central Services
Sue Butcher HR Director
Deanna Wheatley P.A shared
Gail Howlett- policy & Vanessa Tyler Phil Holmes IS Director Mary Goldsborough process Head Of HR Employment Lawyer Central
Payroll Department Is Department Adam Smythe – HR Direct 10 people
Jane Gardiner – pay & Will King– HR Direct rewards manager
Alan Wigley, Interim Payroll Manager Sissel Glands– HR Direct
Annie Hunt, Pay & Reward Analyst Usheena Patel– HR Direct
Mariad Mcdermot – HR co-ordinator
Julia Bates - Employee Relations Advisor
Health & Safety Central Services Appendix 14
David Wintle - Head of Health & Safety
Amanda Rowley - Group Administrator
Haydn Brittain - Ian Simpson - Douglas Ross - Paul Burgess - James Shields - Philip Powell - Employment Employment Scotland Regional North West North East & Regional Food Services Regional Services and South Safety Advisor Regional Safety Midlands Regional Safety & Hygiene Safety Advisor East Regional Safety Advisor Safety Advisor Advisor Advisor
Appendix 15 Internal Audit & Security team – Central Services
John Harrison Internal Audit and Risk Control Manager
Stephen Barnes Internal Wasiq Suleman Internal Gillian Churms Internal Clive Hills Company Auditor Auditor Auditor - FND Security Manager
Appendix 16 Property Services Team Central
Paul Mitchell (Property Services MGR) Head of Property Services
Peter Woodman Barrie Webster Anthony Parker Property Services Property Services Property Services Co-ordinator Engineer Engineer
Gavin Overton Nontando Mgijima Projects Property Services Administrator Administration
Sharon Murphy Property Services Administration
PMO – Central Services Appendix 17
Nigel Hopkins, Executive Director
Rod Baker, IS Steve Day, Chris P Jones – Harry Atkinson – Strategy – Programme Head of Central IS central services Consultant Support Manager PMO Manager
Laura Mills, Ilona Hall – HR & Lenka Sherry – IS Heather Verdon – PMO Officer Development project manager Project Manager Manager
Peter Bird Neil Poole - Paul Lynam- System Support Management Analyst/DBA Accountant
Paul Mason – Paul Mitchell infrastructure Head of Property project manager Services
Adam Elvin, IBM Cognos Principal Consultant
Kate Price, IBM Cognos Principal Consultant Finance Central Services Appendix 18
Paul Smith, Finance Systems Manager
Colin Spoor, Group David Moody, Senior James Hogan – Head Paul Lynam, IT Manager Bus. Analyst- of Finance Management Bus.Intell Accountant
Rachel Mayer, Hannah Dale, Julie Pinchbeck - David Northcott, Consultant Financial Reporting Finance Systems Deputy Manager Analyst Consultant
Dave Harrison – Unix Howard Chambers, SSC Julia Stanbridge, systems administrator Senior Business Leeds Asst. to Chief Analyst for HR and Accountant People Processes
Karen Jones - IT Michelle Window - Tony O'Brien, Programme Office Admin Services Financial Manager Manager Optimisation Mgr
Leeds Finance – Shared Service Centre (Central Services) Appendix 19
Janet Richards - Leeds SSC Manager
Maxine Spivey - Collections Manager Stephanie Exley - Accounts Payable Manager
Louise Brooke, Credit Controller Meenu Dua, Administrator
Emma Light, Payables Administrator Stewart Batty, Leeds SSC
Daniel Bean, Expenses Administrator Stephen Oxley, Leeds SSC
Claire Dean, Payables Administrator Richard Swales, Leeds SSC
Christopher Riley, Payables Richard Murgatroyd, Finance Administrator
Catherine Tamakloe, Accounts Payable Rebecca Lewis, Accounts Payable Clerk Adminstrator
Anita Maksimczyk, Accounts payable Louise Waterson, Accounts Payable Clerk Administrator
Anne Hullah Lincoln Roth, Payables Administrator
Wayne Sugden Kinga Politanska, Leeds SSC
Central Services IS Department & Support Appendix 20
Phil Holmes – IS Director
Sarah Waltham – IS Buyer
Daniel Perry Will Winfield- Steve Day Laura Mills Paul Crow, Lisa Pritchard Paul Mason Chislett, Northgate Service Delivery Consultant Manager
Alex Rothero, Philip Hamid, Nick Taylor, David Felton Gottfried Administrator Lead Applications Senior Technical Ebongue, Baan Programmer Specialist Database Administrator
Paul Dobbin, Davinder Cheema, Karen Jones Senior Technical Web Services & Specialist SharePoint Specialist
Fu Cheung, Gordon Robertson, Sukhdev Applications Senior Technical Programmer Specialist Chandi, SharePoint
The Legal Team – Central Services Appendix 21
Guy Phillips Company Secretary
Claire Relf Badra Khatoon Terence Galvin Legal Assistant Assistant Company Secretary Legal Administrator
Leicester Meridian Central Appendix 22
Amanda Milne Office Manager
Anca Dinu Bridget Purdy Julia Stokes Peris Pallant Administrator Administrator Administrator Administrator
Banbury Central
Steve White, Payroll Manager
Andy Lawrence, Duncan Lawrence, Richard Turton, Payroll Contractor Interim System Payroll Contractor Administrator
Appendix 23
EB Supply chain LGCB
Rod Turnbull General Sales Manager
Paul Agar Tracy Edwards HR Business Partner ISBM
Alistair Anderson LEE BELTON DAWN PAGET Francis Pearson OPERATIONS MANAGER FINANCE PARTNER BUSINESS DEVELOPMENT Commercial Manager MANAGER
Chris Webster GARY HILL LRM GATESHEAD SUPPLY CHAIN MANAGER
Tina Brown LRM Leeds
Dave Kay MSRM PONTEFRACT & LEICESTER
Michael Bell LRM SPENNYMOOR
George Hoskins LRM ACTON
Supply Chain Team Rod Turnbull -GENERAL MANAGER FRANCES PEARSON -COMMERCIAL MANAGER Alistair Anderson- OPERATIONS MANAGER GARY HILL - SUPPLY CHAIN MANAGER DAWN PAGET - BUSINESS DEVELOPMENT MANAGER LEE BELTON - FINANCE PARTNER Paul Agar - HR BUSINESS PARTNER
Appendix 24
Automotive
Dean Fisher Automotive General Sales Manager
Mike Hopkins HR Business Manager
Beverley Parker Simon Hancox Ian Macdonald David Pare Adam McKeown Paul Clark Automotive Quality & Coventry LRM Birmingham Derby LRM Huddersfield Operations Environmental LRM LRM Manager Manager
Beverley Parker Automotive Operations Manager Dean Fisher Automotive General Sales Manager Mike Hopkins HR Business Manager Simon Hancox Quality & Environmental Manager Ian Macdonald Coventry LRM David Pare Birmingham LRM Adam McKeown Derby LRM Paul Clark Huddersfield LRM
Appendix 25
Building products OLDHAM & MERTHYR TYDFIL
Rod Turnbull - General Manage
Lizzie Downes - HR Lee Belton - Business Business Manager Finance Partner
Frances Pearson - Steven Wright - MSRM David Smith - IMS Roy Easteal - Supply Mazhar Hanif - Systems Simon Thatcher - BDM Commercial Operations Manager Chain Co-ordinator & Quotations Manager Manager
Christopher Green - Michael Morledge - Austin Coyne - Contracts Production & Capacity Quality & Conformance Manager Planner Leader
Andrew Hughes - Buyer Peter Owen - LRM Alan Jackson - Contracts MERTHYR TYDFIL Manager
Jeremy Chandler - Des Williamson - Stores Production Controller & Logistics
Rod Turnbull - General Manager Lee Belton - Business Finance Partner Lizzie Downes - HR Business Manager Frances Pearson - Commercial Operations Manager Steven Wright - MSRM David Smith - IMS Manager Simon Thatcher - BDM Gary Hill - Supply Chain Manager Christopher Green - Production & Capacity Planner Andrew Hughes - Buyer Roy Easteal - Supply Chain Co-ordinator Des Williamson - Stores & Logistics Mazhar Hanif - Systems & Quotations Manager Alan Jackson - Contracts Manager Austin Coyne - Contracts Manager Michael Morledge - Quality & Conformance Leader
MERTHYR TYDFIL Peter Owen - LRM Jeremy Chandler - Production Controller
Appendix 26
CCTV Operations
Steve Jones General Sales Manager
Debbie JonesHR Carol Barton - Business Manager Operations administrator
Richard Williams - Dave Hollingworth David Warren - Darrin Colfer – Chris Ford - Business - Area Operations Area Operations Area Operations Marketing Development Manager (North) Manager Manager (South) Manager Manager (Midlands)
Steve Jones- General Manager Carol Barton - Operations administrator Debbie Jones - HR Business Manager Richard Williams - Business Development Manager Dave Hollingworth - Area Operations Manager (North) David Warren - Area Operations Manager (Midlands) Darrin Colfer – Area Operations Manager (South) Chris Ford - Marketing Manager
Appendix 27
Commercial furniture LGCB
Rod Turnbull General Sales Manager
Elisabeth Downs David Sussex HR Business Partner Commercial Manager
BARBARA MACHIN BUSINESS ADMINISTRATOR
JOHN WHITTINGTON LEE BELTON ANTHONY WILLIAMS CLAIRE LANGLEY IAN BRAY OPERATIONS MANAGER FINANCE PARTNER BUSINESS BUSINESS BUSINESS MANAGER DEVELOPMENT DEVELOPMENT
Dave Chippendale Roy Bratt LRM Wrexham Project engineer
David Goodings MSRM Trish Bruce Ashington/ Newcastle Contracts Manager North
Julie Holmes Chris Sawyer LRM Birkenhead Contracts manager south
John Haslam Angela Williams LRM Swansea Customer services
Alan Gray LRM Aberdare
Graham summers Abertillery
Rod Turnbull - SalesGENERAL MANAGER DAVID SUSSEX - COMMERCIAL MANAGER JOHN WHITTINGTON - OPERATIONS MANAGER IAN BRAY - BUSINESS MANAGER CLAIRE LANGLEY - BUSINESS DEVELOPMENT MANAGER NORTH ANTHONY WILLIAMS - BUSINESS DEVELOPMENT MANAGER SOUTH BARBARA MACHIN - BUSINESS ADMINISTRATOR LEE BELTON - FINANCE PARTNER ELISABETH DOWNES - HR BUSINESS PARTNER Dave Chippendale - LRM Wrexham David Goodings - MSRM Julie Holmes - LRM Birkenhead Chris Sawyer - Contracts manager south Angela Williams - Customer services Trish Bruce - Contracts Manager North Roy Bratt - Project engineer Alan Gray – LRM Aberdare Graham summers LRM Abertillery
Appendix 28
EB IS team
Bhavesh Mistry IS Business Manager: Enterprise Businesses
Mike Clements John Davies Tracy Edwards Chris Koszler Mark Agnew, Regional IT IS Business Manager: IS Business Manager: e- IS Business Manager: IS Business Manager: Support Analyst Furniture & Textiles Cycle, Healthcare, Local Government & Automotive, Electronics, Packaging & CCTV Community Businesses Building Products
Roger Wright, Finance James Burkimsher, Sonny Chana, IS Admin Account Executive Regional Engineer (Contractor)
Bhavesh Mistry IS Business Manager: Enterprise Businesses Mike Clements IS Business Manager: Furniture & Textiles John Davies IS Business Manager: e-Cycle, Healthcare, Packaging & CCTV Tracy Edwards IS Business Manager: Local Government & Community Businesses Chris Koszler IS Business Manager: Automotive, Electronics, Building Products Sonny Chana, IS Regional Engineer (Contractor) Mark Agnew, Regional IT Support Analyst Roger Wright, Finance Admin James Burkimsher, Account Executive
Appendix 29
Ecycle
Chris Sutton, General Manager - E- Cycle
Mike Hopkins Will King HR Business Manager
Sarah Lee Gorse, Steve Brown/ Carol Todd John Davies Martin Cefton Gerald Thompson- Marketing Aled Williams Finance ISBM Taylor Grafton Young Yates, Manager Operations manager LRM Porth LRM Preston LRM Marketing Manager LRM Barking Mgr-Service Heywood
Chris Sutton, General Manager - E-Cycle Sarah Thompson-Yates, Marketing Mgr-Service Bus Lee Gorse, Marketing Manager Steve Brown/ Aled Williams - Operations Manager Mike Hopkins/ Will King - HR Business Manager Carol Todd - Finance manager John Davies - ISBM Cefton Grafton - LRM Preston Martin Taylor - LRM Porth Cefton Grafton - LRM Preston/ LRM Heywood Gerald Young - LRM Barking
Appendix 30
Electronics
Chris Sutton, General Manager - Electronics
Sue Taylor Carol Todd Mike Hopkins Finance HR Business Partner Manager
Sarah Lee Gorse, Aled Chris Gerald Carl Lawton David sharpe Thompson- Marketing Williams Koszler Young LRM Bolton LRM Yates, Manager Operations ISBM LRM Southampton Marketing Manager Barking
Chris Sutton - General Manager - Electronics Chris Koszler - ISBM Sarah Thompson-Yates, Marketing Mgr-Service Bus Sue Taylor - HR Business Manager Aled Williams - Operations Manager Gerald Young - LRM Barking Chris Koszler - ISBM Carl Lawton - LRM Bolton David sharpe - LRM Southampton Carol Todd- Finance Partner
Appendix 31
Filters – Barrow
Rod Turnbull General Manager
Debbie Jones HR Business Manager
Ross Lewis Steve Wright Francis Fitzpatrick John Davies Business Development Operations Manager Finance Partner ISBM Manager
Adrian Edgington, Pauline Dewar LRM Business Development Barrow Manager
Keith Johnson, Lovinia Williams Interim Project Quality Management Manager
Paul graham, Account Manager
Rod Turnbull - General Manager Ross Lewis - Business Development Manager Steve Wright - Operations Manager Pauline Dewar -Local Remploy Manager Lovinia Williams -Quality Management Adrian Edgington, Business Development Manager Keith Johnson, Interim Project Manager Paul graham, Account Manager
Appendix 32 Frontline textiles
Chris Jackson – General Sales Manager
Paul Agar HR Business Partner
Pam Twyer Francis Fitzpatrick Mike Clements Margret Harrison – Wallasey Finance Partner ISBM operations Manager
Maureen Maxwell LRM Dundee & Clydebank
John Ferguson LRM Cleatormoor
Brian Kayes LRM Leven
Gordon Ried LRM Cowdenbeath
Alison Taylor LRM Stirling
Chris Jackson – General Sales Manager Margret Harrison – operations Manager Paul Agar – Hr Business Partner Francis Fitzpatrick- Finance Partner Mike Clement - ISBM Maureen Maxwell – LRM Dundee / Clydebank John Ferguson – LRM Cleatormoor Brian Kayes – LRM Leven Gordon Ried – LRM Cowdenbeath
Appendix 33
Education Furniture
Graham Hirst – General Sales Manager
Pauline Brady Caroline Parsons, PA HR Business Partner to General Manager
Bobby Lee Mike Clements Simon Stott – Catherine Healey, Christine Bowns, Phil Geeson, Contract Alun Hutchinson, Bids Finance Partner ISBM operations Manager Marketing Co- Customer Services Manager Manager ordinator Furniture Manager
Garfield Morgan – Greg Wyborn, Chris Edwards, Senior Danielle George, Bid LRM Neath Port Talbot Regional Sales Project Manager Co-ordinator
Howard Thomas LRM Russell Mallett, Ann Richards, Blackburn Key Account Installations Manager Administrator
Steve Owen Nigel Lester, Field Emma Bryant, LRM Sheffield Sales Man (Loose Installations Furn) Administrator
Claire Charlesworth, Wendy Lodge, Area Andrew Evans, Quality Manager. Sales Manager Quantity Surveyer
Lee Cavanagh, Karen Howatt, Area Interim Project Sales Manager Manager
Kieran Jarvis, Annette Davis, Area Quality Technician Sales Manager
Nick Grandfield, Project Co-ordinator
Scott Thomas, Estimator
Graham Hirst – General Sales Manager Karen Howatt, Area Sales Manager Simon Stott – operations Manager Annette Davis, Area Sales Manager Pauline Brady – Hr Business Partner Wendy Lodge, Area Sales Manager Bobby Lee - Finance Partner Russell Mallett, Key Account Manager Mike Clements - ISBM Danielle George, Bid Co-ordinator Garfield Morgan – LRM Neath Port Talbot Alun Hutchinson, Bids Manager Howard Thomas – LRM Blackburn Emma Bryant, Installations Administrator Steve Owen– LRM Sheffield Claire Charlesworth, Quality Manager. Nick Grandfield, Project Co-ordinator Scott Thomas, Estimator Lee Cavanagh, Interim Project Manager Kieran Jarvis, Quality Technician Caroline Parsons, PA to General Manager Catherine Healey, Marketing Co-ordinator Furniture Christine Bowns, Customer Services Manager Greg Wyborn, Regional Sales Nigel Lester, Field Sales Man (Loose Furn) Phil Geeson, Contract Manager Chris Edwards, Senior Project Manager Ann Richards, Installations Administrator Andrew Evans, Quantity Surveyer
Appendix 34
Healthcare
Steve Jones, General Sales Manager
Debbie Jones HR Business Manager
Jane Cross Lisa Acklam Steve Wright Francis John Davies Carol Barton Office Sales Customer Commercial Fitzpatrick ISBM Office Manager Manager Service rep Manager Finance manager
Sales admin x 5 Michael O’Neill Nicki Gilthorpe, LRM Customer Chesterfield Services
Andrew James Mellors McMillan LRM Customer Springburn Service Admin
Meet the team Steve Jones, General Sales Manager Steve Wright - Commercial Manager Francis Fitzpatrick Finance manager Debbie Jones - HR Business Manager John Davies -isbm Jane Cross Office Sales Manager Lisa Acklam Customer Service rep Karen DaviesAdministration James Mellors Customer Service Admin Natalie Wyld Customer Services Admin Mark Turner Customer Services Louise Mawby Customer Services Admin Nicki Gilthorpe, Customer Services Andrew McMillan -LRM Springburn Michael O’Neill -LRM Chesterfield
Appendix 35
Office Fulfilment LGCB Sites
Rod Turnbull General Sales Manager
Paul Agar BARBARA MACHIN HR Business Partner BUSINESS ADMINISTRATOR
Tracy Edwards ISBM
David Liddle LEE BELTON CLAIRE LANGLEY Phil Hubbard OPERATIONS MANAGER FINANCE PARTNER BUSINESS DEVELOPMENT Commercial Manager MANAGER
Chris Webster Jamie Lawson, LRM Bristol Project/Business Development Manager
Donella Duff Government MSRM Edinburgh Motherwell (Lanarkshire) Sales
Dave Evans LRM North Staffordshire
Julie Holmes LRM Wigan
Alan Reeves LRM Manchester
ROD TURNBULL - GENERAL MANAGER PHILIP HUBBARD - COMMERCIAL MANAGER DAVID LIDDLE - OPERATIONS MANAGER ADRIAN EDGINGTON - BUSINESS DEVELOPMENT MANAGER MICHAEL TARRY - BUSINESS DEVELOPMENT MANAGER BARBARA MACHIN - BUSINESS ADMINISTRATOR LEE BELTON - Finance PARTNER Paul Agar - HR BUSINESS PARTNER
Appendix 36
EB Packaging Team
Steve Jones - General Sales Manager
Debbie Jones - HR Business BARBARA MACHIN Manager BUSINESS ADMINISTRATOR
Francis Fitzpatrick John Davies - Business Finance Partner ISBM
PHILIP HUBBARD Robert McKenzie-Smith ADRIAN EDGINGTON MICHAEL TARRY Paul Braine COMMERCIAL Commercial MANAGER BUSINESS BUSINESS National Sales Manager MANAGER DEVELOPMENT DEVELOPMENT MANAGER MANAGER
Steve Wellens Martyn Jones John Wych Group Production Manager LRM Norwich Regional Sales Manager (North)
Ken Beresford Neil MacLeman William Lunn Litho Manager LRM Sunderland Regional Sales Manager (South)
Darren Liversidge Richard Hemsley Design Manager National Key Accounts Manager
Tony Taylor LRM Burnley
Graham Summers LRM Croespenmaen
Peter Crabtree LRM Portsmouth / Southsea
Employment Services Board Members Appendix 36B
Beth Carruthers - Employment Services Director
Dan Murphy - Craig Lewis - Jean Cabena - John Nixon - Director Tim Massey - Director of Director of Operations Director of HR of Finance Account Director Communications & External Affairs
ES Board
Beth Carruthers - Employment Services Director Dan Murphy - Director of
Communications & External Affairs Craig Lewis - Director of Operations Jean Cabena - Director of HR John Nixon - Director of Finance
Tim Massey - Account Director
Employment Services HR Team Appendix 37
Jean Cabena ES Director of HR
Pam Bradnock – P.A
Lisa Martin- Learning Alistair Forsythe – Anne Smith Debra King & development partner Equality & inclusion HR Manager HR Business Partner Manager HR Lead HR lead
Rod Doyle Marie Gray L& D Michael Ward E&D Sue Selvidge - HR Liz O'leary - HR L& D National National Manager assistant Business Manager Project Manager Manager Scotland
Asling McDonagh Maria Cezero Rekha Kumar - HR Reshma Sharma - L & D Advisor L&D on boarding Assistant/Analyst HR Business Manager Manager
Jamie Chambers Joanna Wade Anita Hollinworth - L&D Advisor L&D Administrator HR Business Manager
TBC Will James L&D Administrator
Jean Cabena – ES Director of HR Pam Bradnock – P.A Debra King – HR Business Partner Alistair Forsythe – Equality & inclusion Manager Lisa Martin- Learning & development partner Marie Jarvis – HR Advisor Amanda Rowley – Training Co-ordinator Anne Smith - HR Business Partner Sue Selvidge - HR Business Manager Reshma Sharma - HR Business Manager Anita Hollinworth - HR Business Manager Michael Ward E&D assistant Rekha Kumar - HR Assistant/Analyst Liz O'leary - HR Project Manager
Employment services Finance/ PMO/IS Appendix 38
John Nixon, Finance Director
Sarah Roberts– P.A
John Devlin, Kevin Richards Kevin Mulhearn, Employment Carol Pinfold IS Manager Commercial Finance manager Services Finance Manager Programme Office Manager
Jit Patel, Neil Goodfellow Sanjay Raniga, Darren Altus IS Support Manager (ES) Business development Manager Senior Divisional Accountant Project Manager
Richard Needham Rebecca Puttnam, Divisional Sangita Karrella IS Support Accountant Project manager
Fiona Jeffs, Database Change Vimal Chauhan, Divisional Ringo sandu Controller Account Manager Programme Manager
Lenka Sherry, IS Project Mike Roberts Phil Gibson Manager Accountant Analyst
Ronnie Main, Business Analyst Birijesh Patel (ES-IS) Accountant
Bruce Dorrian-Clark, ES IS Michaela Arrowsmith Security Manager Finance Co-ordinator
Stephanie Reece, Change Geoff Foster Support – IPT MGT accountant
Ronnie Main Dave Jepson, Business anaylist Temp Project Accountant
John Nixon, Finance Director John Devlin, IS Manager Bruce Dorrian-Clark, ES IS Security Manager Fiona Jeffs, Database Change Controller Jit Patel, IS Support Manager (ES) Lenka Sherry, IS Project Manager Ronnie Main, Business Analyst (ES-IS) Stephanie Reece, Change Support – IPT Kevin Mulhearn, Employment Services Finance Manager Dave Jepson, Temp Project Accountant Rebecca Puttnam, Divisional Accountant Sanjay Raniga, Divisional Accountant Vimal Chauhan, Divisional Account Manager Geooff Foster – Management Accountant Birijesh Patel – Accountant Mike Roberts - Accountant Vimall Chahan – divisional accountant Sangita Karrella - Project manager Ringo sandu - Programme Manager Darren Altus - Project Manager Carol Pinfold - Programme Office Manager Phil Gibson - anaylist Employment Services Operations/ Branch Appendix 39
Craig Lewis , Operations Director Austin Hardie, Regional Director Bethan Evans, Regional Director for Wales & Craig Lewis, the South West Operations David Umpleby, KPMG Contractor Director Gareth Parry, Group Personnel Manager Jackie Moody-McNamara, Regional Director [East of England]. Jason Baker, KPMG Contractor Alexa Allbright, Jason Mccurdy, Account Manager Senior PA Mark Lunn, Regional Director Michael Bishop, Regional Director North West Ray Johnson, Head of Central Operations Alexa Allbright, Senior PA Danica Held, Personal Assistant. Danica Held, Wendy Cooper, Wendy Cooper, Personal Assistant Personal Personal Assistant. Assistant
Austin Hardie, Bethan Evans, Gareth Parry, Jackie Moody- Mark Lunn, Michael Bishop, Ray Johnson, David Umpleby, Jason Baker, Regional Regional Group Personnel McNamara, Regional Regional Head of Central KPMG KPMG Director Director for Manager Regional Director Director North Operations Contractor Contractor Wales & the Director [East of West
Appendix 40
Michael Bishop, Regional Director North West
Michael Bishop, Regional Director North West
Amanda Bell, Regional Dianne Barlow, Marie Murray- Samantha Birney, Susan Green, Manager – Central Regional Account Henderson, Business Development Regional Development Manager egional Ops Manager Manager Manager R
Michael Bishop, Regional Director North West Amanda Bell, Regional Manager – Central
Dianne Barlow, Regional Account Manager Marie Murray-Henderson, Regional Ops Manager
Samantha Birney, Business Development Manager Susan Green, Regional Development Manager
Appendix 41 Austin Hardie, Regional Director Glasgow
Austin Hardie, Regional Director
Anne Marie Barclay, Lillian Boyd, Regional Tom Cumming, Regional Staff Regional Operations Account Manager Development Manager Manager
Cheryl Matheson, Donna Edwards, Account Margaret Russell, Transition Ops Manager Manager - Renfrewshire Vocational Rehabilitation Consultant (HOME
Lyn Cartwright, Branch Elaine Connelly, Account Manager Manager - Glasgow Austin Hardie, Regional Director Anne Marie Barclay, Regional Operations Staff Graeme Maxwell, Manager Account Manager Cheryl Matheson, Transition Ops Manager Lyn Cartwright, Branch Manager Lillian Boyd, Regional Account Manager Donna Edwards, Account Manager – Karen Black, Account Renfrewshire Manager - Edinburgh Elaine Connelly, Account Manager – Glasgow Graeme Maxwell, Account Manager Karen Black, Account Manager – Edinburgh Patricia Timmons, Patricia Timmons, Account Manager – Account Manager - Hamilton Hamilton Neil Cunningham, Account Manager Shirley Henderson, Account Manager Neil Cunningham, Tom Cumming, Regional Development Account Manager Manager Margaret Russell, Vocational Rehabilitation Consultant (HOME WORKER) Shirley Henderson, Account Manager
Jackie Moody-McNamara, Regional Director East England Appendix 42
Jackie Moody- McNamara, Regional Director [East of England].
David Williams, Jennifer Harvey, Naseem Kauser, Samantha Steve Jepson, Business Funding Regional Allsopp, Regional Market Development Development Partnership Operation Development Manager Manager Manager Manager Manager
Staff Staff FND Denise Jessop, Chloe Pinnington, Subcontractors BRANCH Account Manager MANAGER (FND)
Emma Wilson, Conrad Jackson, Nottingham Account Branch Manager Managment Jackie Moody-McNamara, Regional Director [East of England]. Jennifer Harvey, Funding Development Staff Glenys Lawson, Manager Account Manger David Williams, Business Development Naseem Kauser, Regional Partnership Manager Samantha Allsopp, Regional Operation Manager Joanne Rice, Denise Jessop, BRANCH MANAGER (FND) Account Manager Emma Wilson, Nottingham Branch Manager Steve Jepson, Market Development Manager Chloe Pinnington, Account Manager Conrad Jackson, Account Managment Nichola Kitching, Glenys Lawson, Account Manger Account Manager Joanne Rice, Account Manager Nichola Kitching, Account Manager Sonia Pau, Account Manager
Sonia Pau, Account Manager
Mark Lunn, Regional Director London & South East Appendix 43
Mark Lunn, Regional Director
Clive Brown, Regional Jo Cohen, Operations Lynne Thorne, Regional Staff Business Development Manager Account Manager Manager
Staff Jill Smith, Branch Kerrie Clarke, Account Manager Manager
Mark Lunn, Regional Director Clive Brown, Regional Business Elaine King, Branch Sonia Basilisco, Development Manager Manager Account Manager Jo Cohen, Operations Manager Elaine King, Branch Manager Euston Jill Smith, Branch Manager Lynne Thorne, Regional Account Manager Kerrie Clarke, Account Manager Staff Sonia Basilisco, Account Manager Euston
Ray Johnson, Head of Central Operations Appendix 44
Ray Johnson, Head of Central Operations
Caroline Richardson, David Mills, RSC Ian Carr, Programme Stephen Soffe, Stuart Milne, Supply Contracts Manager Manager Manager for Business Analysis Chain & Quality Implementation Manager Manager
Alan Vickers, Ellen Tomlinson, RCS Advisors Mandy Harvey, Darren Johnson, Data Quality Contracts Manager - Contracts Manager - Property Mobilisation Analyst Dept Mid/South Scotland Manager
Gaynor Edwards, Michele Scott, Staff Mick Wilde, Paul Burton, Analyst / Contracts Manager - Contracts Manager - Transition Consultant Programmer Nth Wales/West North East
Nicola Ross, Contract Sonya Robinson, Mo Javaid, Project Peter Grey, Business Manager Contracts Manager Planner for Analysis – Team Implementation Leader
Stephanie Bagley, Stuart Tandy, Simon Williams, Ross Houlton, Analyst Contract Manager Contracts Manager Implementation Programmer Consultant Manager
Wendy Dickinson, Satminder Singh, Tim Green, Data Contract Manager Contract Controller Administrator
Ray Johnson, Head of Central Operations Caroline Richardson, Contracts Manager David Mills, RSC Manager Ian Carr, Programme Manager for Implementation Mandy Harvey, Property Mobilisation Manager Mick Wilde, Transition Consultant Mo Javaid, Project Planner for Implementation Simon Williams, Implementation Consultant Manager Stephen Soffe, Business Analysis Manager Darren Johnson, Data Analyst Paul Burton, Analyst / Programmer Peter Grey, Business Analysis – Team Leader Ross Houlton, Analyst Programmer Tim Green, Data Controller Stuart Milne, Supply Chain & Quality Manager Alan Vickers, Contracts Manager - Mid/South Ellen Tomlinson, Contracts Manager – Scotland Gaynor Edwards, Contracts Manager - Nth Wales/West Michele Scott, Contracts Manager - North East Nicola Ross, Contract Manager Sonya Robinson, Contracts Manager Stephanie Bagley, Contract Manager Stuart Tandy, Contracts Manager Wendy Dickinson, Contract Manager Satminder Singh, Contract Administrator Assistant Branding Strategy Appendix 45
Andy King, Head of Brand Strategy
David Hart, Nisha Champaneria, Market Analyst Senior Marketing Executive
Andy King, Head of Brand Strategy David Hart, Market Analyst Nisha Champaneria, Senior Marketing Executive
ES Programme Management Appendix 46
Stephanie Khorenjenko, Regional Operations Manager (Y&H)
Denise Bryce, Graham Cowen, John McGrath, Tom Jackson, Bradford City Manager ETE Prison Contract Manager Hull Branch Manager Programme Manager
Branch Staff Branch Staff Adrienne Atkin, Development Services Manager
Stephanie Khorenjenko, Harry Worth, Regional Operations Manager (Y&H) Regional Partnership Manager Denise Bryce,
Bradford City Manager John McGrath, Hull Branch Manager Justin Hall, Graham Cowen, Regional Operations Manager ETE Prison Contract Manager (Y&H) Tom Jackson, Programme Manager Lee Teasdale-Smith, Regional Harry Worth, Business Development Manager Regional Partnership Manager Justin Hall, Regional Operations Manager Lesley Shaw, Operations Manager Lee Teasdale-Smith, Regional Business Nth East Development Manager Lesley Shaw, Operations Manager Nth East Theresa Carruthers, Regional Account Manager Theresa Carruthers, Regional Account Manager
ES Group Personnel Appendix 47
Gareth Parry, Group Personnel Manager
David Beaty, Project Manager
Adrian Downing, Hilary Jennings, Matthew Fellows, Nathan Weekes, Paula Wells, Steven Simpson, Account Manager Regional Develop Regional Manager Regional Ops Market Develop Business Develop Manager Manager Manager Manager
Clare Young, Lisa Opatunde, Jemma Saull, Andrea Steven Green, Staff Employment Employment Branch Manager Youngman, Branch Manager Advisor Advisor Branch manager
4 Staff Alun Davis, Paul Riley, City David Sutton, Operations Manager Account Manager Manager
Gareth Parry, Group Personnel Manager Adrian Downing, Account Manager Clare Young, Employment Advisor Staff Reena Dadral, Amanda Volante, David Beaty, Project Manager Branch Manager - Account Manager Hilary Jennings, Regional Development Manager Wolverhampton Lisa Opatunde, Employment Advisor Matthew Fellows, Regional Manager Nathan Weekes, Regional Operations Manager Samantha Adey, 6 Staff Paula Wells, Market Development Manager Branch Manager Steven Simpson, Business Development Manager
ES Quality Team & Supply Chain Appendix 48
Stuart Milne, Supply Chain & Quality Manager
Susan Bramley, Jenny Spencer-George Supply Chain Manager Senior Quality Assurance Manager
Sue Stevenson, Senior Pat Evans Buyer (interim) Quality Manager West Midlands, Wales & South West Stuart Milne, Supply Chain & Quality Manager Jenny Spencer-George Senior Quality Assurance ManagerTracy Summerson, Pauline Downes Pat Evans Purchasing Administrator Quality Manager North East and Quality Manager West Midlands, Wales & Yorkshire South West Pauline Downes Quality Manager North East and Yorkshire Joel Robson Joel Robson Quality Manager East of England, Quality Manager East of England, London & London & South East South East Michelle Robinson Quality Manager North West, Scotland Michelle Robinson Julie Davis Quality Manager North West, Scotland Quality Team Administrator Susan Bramley, Supply Chain Manager Tracy Summerson, Purchasing Administrator Julie Davis Sue Stevenson, Senior Buyer (interim) Quality Team Administrator
ES Service & Bid Development Appendix 49
Phil Clarke
Hannelie Parsloe, Lee Grocott, Mark Burrett, Maxine Moss-Black, Paul Collum, Project Service Development Department Head of Innovation and Department Head of Implementation Manager Bid Management Design Innovation & Design Manager
Richard Groves, Howard Nelson, Emily Skinner, Learning Consultant Business Business Executive – Development Services and
Neil Halliwell, Laura Turner, Bid Jason Hanson, Business Executive - Administrator Innovation and Access Services Design
Paul Baker, National Osman Yousaf, Business Graduate Int Comm Development Co-ordinato Phil Clarke Peter Ball (ES), New Hannelie Parsloe, Service Development Manager Business Integration Manager Lee Grocott, Department Head of Bid Management Howard Nelson, Business Development Manager – Learning Reena A Patel, Bid Laura Turner, Bid Administrator Management Team Paul Baker, National Business Development Manager Peter Ball (ES), New Business Integration Manager Reena A Patel, Bid Management Team Stuart Norey, Stuart Norey, National Business Development Manager National Business Mark Burrett, Innovation and Design Development Maxine Moss-Black, Department Head of Innovation & Design Emily Skinner, Business Executive – Services and Partnership Tim Smith, Bid Jason Hanson, Innovation and Writer Design
Osman Yousaf, Graduate Int Comm Co-ordinato Paul Collum, Project Implementation Manager Richard Groves, Learning Consultant Neil Halliwell, Business Executive - Access Services ES Strategic Partnership Appendix 50 Stephen Dunn, Head of Strategic Partnership
Alistair Winks, Project Director
Ayden Sims, Belinda Asante, Stephen Dunn, Head of Strategic Partnership National Partnership Manager Partnership Manager Alistair Winks, Project Director Ayden Sims, National Partnership Manager Bruce Kernes, Carolyn Meredith, Belinda Asante, Partnership Manager National Wellbeing Sales Partnership Manager BT Bruce Kernes, National Wellbeing Sales Manager Manager Carolyn Meredith, Partnership Manager BT Elizabeth Martin, Ian Fereday, Elizabeth Martin, Partnership Manager - Learning Partnership Manager - Partnership Manager Ian Fereday, Partnership Manager Learning John Coote, Partnership Manager James Kimberley, John Coote, James Kimberley, Partnership Manager Partnership Manager Partnership Manager Kathryn Browne, Partnership Manager Krystyna Szplit, Commercial Manager Krystyna Szplit, Kathryn Browne, Lesley-Jane Holt, Partnership Manager Catering Commercial Manager Partnership Manager Mike OConnell, New Partnership Manager Samantha Grocock, Partnership Manager Retail Lesley-Jane Holt, Mike OConnell, Partnership Manager Catering New Partnership Manager Sarah Cooke, Partnership Manager Retail Tom Smith, Partnership Manager Business Services Samantha Grocock, Sarah Cooke, Partnership Tracy Graham, Development Co-ordinator Partnership Manager Retail Manager Retail
Tom Smith, Tracy Graham, Partnership Manager Development Co-ordinator Business Services
Bruce Kernes, National Wellbeing Sales Appendix 51 Manager Amanda Mcburney, National Vocational Rehabilitation Services Manager Well Being Services Ian Martin, Business Analyst Julie Goodwin, Employment Advisor Bruce Kernes, Tania Hemming, Business Development National Wellbeing Manager Sales Manager Rosemarie Macintyre, Business Development Manager Julie Goodwin, Employment Advisor
Amanda Mcburney, Ian Martin, Tania Hemming, Rosemarie Macintyre, National Vocational Business Analyst Business Dev Business Dev Rehabilitation Services Manager Manager Manager
196 senior managers ES on these charts
ES Partnerships Management Appendix 52
Elizabeth Martin, Partnership Manager - Learning
Andrew Humphreys, Lorraine Palmer, Meabh Bradley, Partnership Manager Partnership Advisor - Partnership Advisor - London Scotland
Elizabeth Martin, Partnership Manager - Learning Andrew Humphreys, Partnership Manager Lorraine Palmer, Partnership Advisor – London Meabh Bradley, Partnership Advisor - Scotland
James Kimberley, Partnership Manager
Karen Ferguson, Business Mick Leahy, Royal Mail Sales Development Manager - RM Consultant
James Kimberley, Partnership Manager Karen Ferguson, Business Development Manager - RM Mick Leahy, Royal Mail Sales Consultant
Appendix 53
Directors
Ian Russell Chair Tim Matthews Chief Executive Sue Butcher HR Director Nigel Hopkins Finance Director Alan Hill EB Director Beth Carruthers ES Director Jean Cabena HR ES Director Alison Eldridge HR EB Director
Guy Phillips Company Secretary
In addition there are the following Directors:
Dan Murphy Director of Communications Chris Addy EB Finance Director Richard Bennell Sales & Marketing Director Jo Munns Director of Social Enterprises Dawn Buckthorpe Director of EB Supply Chain Sandra Brown Director of Operations Colin Scott Director of Operations Phil Holmes IS Director Craig Lewis ES Director of Operations John Nixon ES Director of Finance Tim Massey ES Account Director