PeopleOn 31 Jul 2001 in Personnel Today Sarah Smerdon of Project TelecomA glass of Rioja and a Wilbur Smith action novel. That’s how Sarah Smerdon,HR director of telecoms company Project Telecom, likes to relax after a hardday in the office. She joins Project Telecom from telecoms company The Caudwell Group where sheworked as group HR manager. In her new role, Smerdon manages the HR functionand is in charge of a team of six. Smerdon’s responsibilities include liaising with the directors and lookingat customer service initiatives as well as being involved with the Tupeimplications for staff joining the company as a result of acquisitions. She isalso charged with examining the organisation’s training and development. Variety is the best thing about working in HR, she says. “There arenever two days the same.” However she finds herself getting bogged downwith trying to understand new employment law. She identifies her desire to succeed and achieve as a major strength butadmits that she is impatient. “I like things to happen quickly and I knowthey can’t always with strategic things.” CV March 2001 HR director, Project Telecom Aug 1998 Group HR manager, The Caudwell Group April 1997 The Rank Group, Leisure division, HR manager 1994-97 Boots the Chemist, variety of HR roles On the move…Julie Stubbington has been appointed HR manager for service provider GPN.She will be responsible for all HR policy, resourcing and staff development forthe GPN group. She joins from WHSmith where she held HR project management andadvisory positions. Clive Leake has been appointed group capability development manager forfinancial services organisation Britannic Group. He reports to the chairman andgroup chief executive officer and is responsible for individual and teamdevelopment of the CEOs and executive teams within the group. He was previouslyleadership development manager with Britannic Assurance. Paul Barrow has been promoted to HR manager, energy cables, at Pirelli andwill be responsible for all HR issues on Hampshire-based sites. He has movedfrom his position as training manager at Pirelli Construction. Jo Curtis has joined HR selection firm Courtenay where she will focus onjunior to senior roles across all sectors. She joins from Sony where shehandled UK graduate recruitment. Previous Article Next Article Comments are closed. Related posts:No related photos.
Previous Article Next Article More than just a numberOn 1 Feb 2002 in Musculoskeletal disorders, Personnel Today If you have been frustrated in your dealings with call centres, spare athought for those who work there. These modern-day sweat shops could do much toimprove working conditions and make their staff feel less like slave labourMore than 400,000 people work in call centres which now employ more peoplethan the steel, coal and car industries put together. And it is estimated thatcall-centre workers will outnumber teachers and farmers by 2001. They arestaffed mainly by women in the 20 to 30 age group. According to Datamonitor, by 2001, one to three per cent of Europe’s workingpopulation will be employed as call centre agents. Call centres are one of the fastest growing industrial sectors in the UK andhave been hailed as the saviour of British jobs. However, working practices andconditions vary and rates of 50 per cent staff turnover per annum are common.Some call centres have churn rates of 80 per cent and rates of 100 per cent ormore are not unknown. They are frequently described as sweat shops employingslave labour. Over the past few years, the attitude towards occupational stress in callcentres has been changing. Under the UK Health and Safety at Work Act 1974(HASAWA) employers have an obligation to provide both a safe place of work and,as far as reasonably practicable, a safe system of work. The most common threat to employee safety these days is not from accidentsor physical violence but from what is now known as psychological violence – inother words, stress. Call centre stressors There is constant pressure on call centre employees to meet tough callhandling targets. This is accompanied by marketing pressure as many callcentres are now in the forefront of “selling the product” whichincludes cold calling. This should be seen against a background of aggressiveperformance monitoring and call handling standards. Additionally, the business is conducted via the telephone while using screendisplay equipment, which is a high risk combination for musculoskeletalproblems. Being seated for most of the working day involves risk to the backand upper limbs if workstations are not designed to suit individual workers. Call centre workers, when interviewed by the union MSF, had many complaints.– They feel intimidated by managers and imposed targets – They have decreased enthusiasm – They feel nervous about calls being monitored, “everything we say ordo can be watched and listened to and they find weak points to pick us up on –the real thing that got me was the management’s ability to control and monitorour every move” – There is constant heavy-handed pressure to increase productivity – likebeing in a race to do better than colleagues with statistics displayed on aboard for all to see – Staff never have any positive feedback – There is pressure to produce, based on the fear of conformity – No breaks are allowed between calls. There is sometimes a facility to be‘not ready’ which gives an employee time to write up call notes, but this ismonitored too. There is a board on the wall flashing how many calls are waitingand how long they have been waiting. Conversely, at one call centre in SouthWales employees can take up to 30 minutes between calls – although they are notallowed to leave their desk or read a magazine or book – Toilet breaks are strictly monitored and staff have to explain why theyare going so often – Staff have to come in early to ‘log on’ and be ready for the start of theshift without extra pay, as well as having to stay and finish a call after theend of a shift without extra pay. However, if staff are one minute late theycan have 15 minutes docked from their pay. A report published by the Industrial Society, which was unveiled at the lastLabour Party Conference, suggested call centres could be bad for the mentalhealth of employees. The report, called New work, new stress, said the currenttrend for creating jobs intended to improve productivity and efficiency, giveemployees little job control which was not conducive to their mental health. In fact, because of this pressure on productivity, call centres tend todisregard customer value. Customers are channelled into straitjacketconversations often after having been ‘processed’ by a voice response systemand possibly having listened to irritating music for 10 minutes or more. Mostcompanies seem oblivious to the poor customer experience they are delivering.There is little or no relationship between the customer and the company and itbecomes easy for the customer to get upset with the operator and apply pressurethrough complaints, insults, requests to speak to the supervisor and so on. But, are all call centres the same? The case study indicates that theycertainly tend to create the same pressures. In most centres, three-quarters of telephonists are women and many are agedunder 30. Based in industrialised regions where unemployment is particularlyhigh, call centres are a godsend for thousands of workers back on the jobmarket. From the perspective of the employer, the main incentives are lowwages, economies of scale and the simplicity of set-up and installation. Ergonomics The need to share desks, together with a lack of personal space, leavesworkers with little or no sense of identity. Workstations and chairs cater foreveryone but suit no-one. It is important that individuals are able to walkaround and take time out from their work positions to avoid musculoskeletalproblems. Furniture manufacturers are under pressure to meet the demands from callcentres for designs that are functionally acceptable and aestheticallypleasing. The first signs of occupational health problems have already started toemerge. Constant use of computers is leading to repetitive strain injury. Employeesmay work up to five hours without a break and unsuitable seating leads to backpain and other postural problems. Forward-thinking call centres are alreadyinvesting in prevention and remedial support such as chair massage andreflexology in order to redress the balance, but stronger action needs to betaken. Occupational health Employees may go to their OH adviser for help with the symptoms caused bythe pressures, with complaints ranging from aching muscles, loss of appetiteand restless sleep to a sense of exhaustion. Such employees often leave it toolate and become bad-tempered and irritable which in turn causes problems athome or with colleagues. Action to be taken If call centres are serious about tackling stress and musculoskeletalproblems, they need to address the following issues: – Ensure close communication between supervisors and staff – Provide sufficient information for operators to be able to efficientlyhandle all customer queries – Provide adequate training to deal with abusive customers – Set realistic work schedules and targets – Be cognisant of the physical working environment – Provide sufficient employee facilities (toilets, washrooms, rest areas andtea facilities, for example) – Ensure adequate work breaks – Design adequate space between colleagues and workstations – Install temperature, air conditioning and noise level controls – Reduce radiation from computer screens Stress management training, whether it be relaxation training, anger-controltechniques or assertiveness skills are highly effective in helping workers copewith pressure. More forward-thinking employers and managers are going beyondsimple training that helps people cope with the symptoms. They are now taking adeeper look at the causes of stress and are actively changing workingpractices, processes and/or aspects of the environment that give rise to work-related illness. Since these actions also protect market share andprofitability, there are compelling business reasons for getting it right. The real potential for increased productivity lies with the people who actuallytalk to the customers. In order to motivate employees, it is vital to give thema reason to do better in order to gain job satisfaction. If employees decidethe job is fun, interesting and fulfilling, instead of working at 20 per centof their capacity they may bring 40 per cent of their potential. This is equalto a 100 per cent productivity increase and costs nothing in terms of monetaryinvestment. Sources MSF Website 18.12.98 National Institute for Occupational Safety & Health (USA) UNISON – Holding the Line, Guide to Making Call Centres a Better Place toWork TUC Website UK National Workplace Bullying Advice Line BBC News Website 20.2.01 Carole Spiers is an occupational stress consultant with Carole SpiersAssociates International Occupational Stress Consultancy, tel: 020-8854 1593.Fax: 020-8907 9290 E-mail: [email protected] www.csa-stress.co.ukCase studyAnna and Bob met up a few monthsafter Anna left the call centre where they had been working together. Bob told Anna: “You got out just in time. Since thereorganisation nobody feels safe. It used to be that as long as you did yourwork you had a job. They expect the same production rates even though two guysare now doing the work of three. We’re so backed up I’m working 12-hour shifts,six days a week. I swear I hear those machines ringing in my sleep. Guys arecalling sick just to get a break.” But Anna was no happier in her new job: “I’m afraid Ijumped from the frying pan into the fire. In my new job the computer routes thecalls and they never stop. I even have to schedule my bathroom breaks. All Ihear the whole day are complaints from unhappy customers. I try to be helpfuland sympathetic but I can’t promise anything without getting my boss’ approval.Most of the time I’m caught between what the customer wants and company policy.I’m not sure who I’m supposed to keep happy. A lot of the time we end up lyingto the customers just to get them off the line – we are under pressure to answer the next call. My colleagues are souptight and tense they don’t even talk to one another.” Related posts:No related photos. Comments are closed.
Social circumstances throughout life, from birth to late adulthood,influence people’s healthMen in professional occupations tend to suffer the same rates of deathwherever they live in England, while rates for unskilled working men aregenerally worse in the north than the south, Chief Medical Officer for EnglandProfessor Liam Donaldson has said. In his first annual report on the state of public health in England,Professor Donaldson argued that being poor in the north was worse for yourhealth than being poor in the south – but that those in professionaloccupations were generally able to transcend this trend. Access to better educational and employment opportunities and living in abetter quality environment were all associated with better health, he said. Other findings included the fact that some parts of the country,particularly the North West and North East of England, had death rates whichwere largely unchanged from the national average in the 1950s. “Social circumstances throughout life – from birth to late adulthood –influence people’s health. In particular social, economic and environmentaldeprivation have a profound and overriding impact on health. Lifestyle factorssuch as smoking, diet, and physical activity are also important,” saidProfessor Donaldson. “Targeting the poorest sections of the population is important toimprove their health, but this alone will not close the inequalities gap; manymore people at risk of poor health are in manual social classes. Achievingimprovements in their health will make a large contribution to reducinginequalities overall.” More work needed to be done on improving the health of ‘blue-collar’workers, he added. The report also examined the effects of smoking, epilepsy, high bloodpressure, coronary heart disease and e-coli on the population. www.doh.gov.uk/cmo/annualreport2001 Previous Article Next Article Health is a social class issueOn 1 Feb 2002 in Personnel Today Comments are closed. Related posts:No related photos.
UK employers fear being sued by employeesOn 1 Jan 2003 in Personnel Today Previous Article Next Article More than 80 per cent of UK employers feel vulnerable to being sued byworkers who have suffered workplace stress, discrimination or bullying. According to a study of 5,000 UK employers by Work Stress Management, only18 per cent feel they are not at risk at all. A total of 64 per cent of those polled believe the threat of being sued as aresult of workplace stress is “a very important issue” for theirbusiness, with 28 per cent describing it as “fairly important”. The survey also reported that last year saw a twelve-fold increase in thenumber of firms forced to pay damages for workplace stress, with 6,428 of thempaying an average of £51,000. www.workstressmanagement.com Comments are closed. Related posts:No related photos.
Employer groups call for caution over fat cat payOn 10 Jun 2003 in Personnel Today Previous Article Next Article Employer bodies have urged the Government not to legislate to curb fat catpay following the publication of a consultation document on the issue lastweek. Trade and industry secretary Patricia Hewitt revealed a number of proposalsfor tying directors’ pay more closely to performance, through best practiceguidance and various possible changes to company law. Potential changes to company law include requiring boards to take intoaccount under-performance when determining severance payments and reducing thestatutory period of a director’s appointment to just one year (or three yearson first appointment). Best practice suggestions put forward by Hewitt include reducing noticeperiods to less than one year, agreeing a capped level of severance at thebeginning of an executive’s appointment, and paying all or some of severancecompensation in instalments rather than in one lump sum. The Chartered Institute of Personnel and Development (CIPD) and theConfederation of British Industry (CBI) believe the best practice approach isthe right one. Charles Cotton, CIPD adviser on pay and reward, said: “Organisationsshould be free to pay the best salaries to attract, keep and motivate the bestpeople. However, for this approach to work, employers need to have rational,justifiable and well-communicated reward polices in place.” The CBI is due to publish its own suggestions for addressing concerns overboardroom pay shortly. www.dti.gov.uk Related posts:No related photos. Comments are closed.
The Government is set to launch its long-awaited Skills Strategy. It isunlikely to involve any new money, rather it will concentrate on drawing up thepriorities for the £2.5bn a year the Treasury has already earmarked for adultskills. The strategy is a joint initiative involving the Department for Educationand Skills (DfES), the Department of Trade and Industry (DTI) and the Treasury.It needs to boost UK productivity, which lags 30 to 40 per cent behind ourindustrial competitors. This comes hard on the heels of other governmentsponsored initiatives such as the Kingsmill and Porter projects. “This is about creating a fair society and hard-edged economic success.We need to raise our game on vocational skills, which are every bit as importantas academic qualifications,” adult skills minister Ivan Lewis toldTraining Magazine. “However, we need to be clear about where theGovernment should be putting its resources and decide what are the respectiveresponsibilities of government business and individuals,” he said. Lewis is plugging the idea of partnership between all the players. ‘We needa new partnership approach on skills between business, government and tradeunions. We should all be working more closely together,” he said. Boosting productivity “We also need to break down the ‘Berlin walls’ between schools.colleges and employers so we can find ways of attracting people intolearning.” The strategy is unlikely to escape controversy. One of the biggest debateswith employers is going to be around this whole issue of priorities and howbest to boost productivity. Should the Government concentrate its funds on thevery low skilled – those who don’t have what is now regarded as the minimumemployment qualification – five GSCEs or their vocational equivalent? Or shouldit put its money into raising the UK’s intermediary skills – through more Level3 qualifications? The Engineering Employers Federation (EEF) is clear where it wants publicmoney to go. In its response to the Government’s progress report in May, itsaid support for people with basic skills deficiencies should not compromisethe competitiveness of the country as a whole. It is not suggesting the Government consign the untrained and unqualified tothe scrap heap, said Claire Donovan, the EEF’s education and skills policyadviser. “Employers are looking for people who are willing to learn andcapable of learning. We want government support to go to these people,”she explained. Critics of the whole process of the Skills Strategy say the Governmentshould have devised its strategy before overhauling the institutional frameworkand introducing Local Skills Councils (LSCs), Regional Development Agencies(RDAs) and Sector Skills Councils (SSCs). The Government argues that the purpose of the strategy is to make sense ofthe new infrastructure and get agencies working together. Pilot programmes tomerge RDA and LSC budgets in four regions are one example. The Skills Strategywill further enhance the idea with what the government terms a ‘no wrong doorapproach’. Employers and individuals will be able to access funding or advicevia any agency involved in jobs, skills and economic development. It is a popular idea with employers, but they are concerned that theGovernment will be unable to deliver. ‘There needs to be more coherent workingbetween the various agencies than currently,’ said Donovan. “The problemwith starting everything as a national initiative is that it can depend on thepersonalities involved bringing people together.” Value from training cash Whether or not the Government has put the cart before the horse, clearlydelivering the Skills Strategy will be make or break time for the LSC network.As well as being the budget holder for adult skills, the national LSC is likelyto be given responsibility for a revamped Individual Learning Accountinitiative to replace the discredited scheme the Government closed down. Michael Stark, head of skills and workforce development at the LSC knows heand his colleagues will have to show that they can get more value out ofgovernment training spend than their predecessors. However, he said it was alsoa great opportunity for the LSC, as a quango funded by a single department, toleverage more funds out of other areas of government. “The-cross departmental nature of the strategy means there is a chancefor other spending departments to contribute to skills spend,” he said. Stark remains upbeat about the forthcoming White Paper. “I would expectto see quite large shifts in training provision after a few years. Over time Ithink the strategy will be seen to have been very radical,” he said. By Lucy Carrington Related posts:No related photos. Comments are closed. Government raises vocational gameOn 1 Jul 2003 in Personnel Today Previous Article Next Article
Comments are closed. Warders’ rising sick toll blamed on overworkOn 8 Jul 2003 in Personnel Today Previous Article Next Article Related posts:No related photos. Chronicovercrowding in the UK’s prisons has led to a huge rise in stress and sicknessabsence among prison officers.Newfigures produced by the Liberal Democrats show that the rising prisonpopulation has led to a 34 per cent increase in warders’ sickness absence, with115,000 days a year being lost to ill health.Thesector is also suffering major skills shortages, with more than 1,000 unfilledvacancies recorded for warders at prisons across the country.AnnetteBrooke, pensions spokeswoman for the LibDems, said the situation was creating acrisis in morale, and as a consequence, increasing the danger of riots andassaults.
Comments are closed. Previous Article Next Article Bupahas shown the power of internal marketing and branding new initiatives foremployees when it comes to e-learning. We report on the thinking behind itsonline strategy and its plans for going forwardMost of us know Plato as a Greek philosopher who, along with his teacherSocrates and his pupil Aristotle, initiated western philosophy. At Bupa, theglobal health and care organisation that has 40,000 employees worldwide, thename has different connotations, but they are equally high-brow in their own way.Neatly standing for Personal Learning and Training Opportunities, Plato isthe online portal where employees head when it comes to training anddevelopment. And as well as providing a clearly defined single access point fortraining, it has proved to be a vital internal marketing tool to smooth thetransition to e-learning. “We wanted the brand to be very powerful from the beginning and for thebrand to be wrapped around the e-learning,” says Phil Knight, head ofdevelopment and training at Bupa UK Membership. “It meant we didn’t haveto have the debate about whether e-learning was good or bad,” he said. While this is Bupa’s first experience of e-learning, Knight has been therebefore, having been involved in e-learning projects at his previous companies,Direct Line and WorldCom. “I achieved success with e-learning before, but it is a case oflearning how to get it right,” he says. Bupa UK Membership is responsible for the insurance and assurance side ofthe business. It employs 2,600 people nationally with two of its main bases atStaines and Salford Quays. In an increasingly competitive sector, products needto get to market as soon as possible, which puts pressure on traditionalclassroom-based training. But as well as having a sound business case for e-learning, UK Membership isalso being seen as a test-bed for e-learning by other parts of theorganisation, which wants to encourage workers to take ownership of their owntraining and development. Bupa implemented its first learning management system in April 2002, andlaunched Plato at the same time. It had around 30 off-the-shelf programmesrunning on the system from standard office software training to genericmanagement development, but it wanted to find an organisation-wide project toreally push the system. Eventually, it found one in the shape of the company’s Heartbeat project,and commissioned e-learning and multimedia developer Epic to develop atailor-made programme, comprising of one-and-a-half hours of learning. “All the product knowledge training was done using the programme, andwe were able to train 800 people in four weeks,” explains Knight.”All the field sales staff could gen up online, and then did anybehavioural training that was needed in the classroom. The feedback was extremelypositive.” Knight stresses the importance of bringing in the marketing team at theearly stages of an e-learning strategy, and the first programme reinforced theBupa brand with the company’s look, feel and high standards of design.”I’ve read a lot of e-learning case studies that say ‘get IT on boardearly’, but I think the marketing team is just as important,” says Knight.”They’ve been very supportive all along. As well as featuring ininternal publications, Plato is featured on Bupa TVs in receptions and callcentres, and they even sent a big plastic bag of goodies to the businessmanagers as part of the campaign.” With the contract on its LMS (Learning Management System) due to expire,Bupa decided to put it out to tender again, and the commission was won byFuturemedia, which was awarded a three-year contract to provide an LMS, hostingservices and software integration with Bupa’s existing PeopleSoft HR system. Futuremedia’s proprietary, Solstra LMS, which has capacity for 240,000users, was installed in just two-and-a-half weeks to coincide with the expirydate of the previous LMS. It was also vital that the Plato brand was replicatedso that the transition was seamless to the user. Spencer Cohen, head of sales and marketing at Futuremedia, says:”Things ran very smoothly, mainly due to the partnership between all theparties concerned – Phil’s team, Bupa’s IT department who helped us integratewith the HR system, and our own team. “Technology can build systems, but relationships are key to implementation,”he adds. Cohen says he has noted a vast difference in the way that clients want tointeract with their supplier over e-learning in the past five years. “Four or five years ago, e-learning was the new toy that everyonewanted regardless. Two or three years ago, it was a case of ‘it’s all gonewrong,” says Cohen. “Now clients want us to work far more closely with them and almost holdtheir hand throughout. You cannot just leave a client to get on with it, buthave to work together with them on everything from strategy to internalcommunications to help drive usage up and secure them a return oninvestment.” Plato is accessed via the web at the desktop as before, but the learningmanagement system is now hosted by Futuremedia, and users can go online to sitcourses, book a course and access learning information. Among the training initiatives it has facilitated so far is a compliancetraining project, where 1,400 workers were trained in six weeks. Feedback wasagain positive, especially from the company’s ‘Plato champions’, who areeffectively the eyes and ears of the system, and who report back to Knight’steam. “They champion the brand and spread the word and we get together once aquarter with them to talk about things such as usage and any issues that havearisen,” says Knight. Bupa also extracts usage and other information from the LMS, and it hasenabled the organisation to pinpoint which aspects of Plato are most popular.The system has a link into Ashridge’s virtual learning resource, and this ispopular with managers, reports Knight. Also popular are the 10-minute toolkits which support classroom training,and let users download templates for different tasks such as putting together ameetings agenda. “It’s really simple stuff, but people really like it and use it,”says Knight. As well as being rolled out internationally to Australia and India, next onPlato’s agenda is the introduction of discussion threads and virtualclassrooms. Both bring their own challenges, but Knight is also looking beyondthe immediate gain. “We’ll have to make sure we have good controls on the discussionthreads and the virtual classrooms must be a good fit for purpose,” hesaid. “We’ve used virtual classrooms already and managers have really takento them, and have wanted to go on and use the tools for further discussionswith their team – almost as a form of networked learning. “For us, it represents a blurring of the line between e-learning andknowledge management. We don’t currently use technology to capture knowledge,and this would provide another way of doing so.” Top tips– Have a compelling business case– Have a compelling brand associated with the e-learning andinvolve the marketing team early on– Have a clearly interpreted plan and define all of yourobjectivesIn summaryPositive visionBupa’s aim: To refine andcontinue to develop its e-learning strategy. This includes superceding itsprevious learning management system. Bupa wants to encourage staff to takeownership of their own training and development.Why? Bupa UK Membershipoperates in an extremely competitive sector, and the demands on training to getproducts to market are high. It is also acting as a test-bed for e-learning forother parts of Bupa.Is e-learning delivering? PhilKnight, head of development and training, expects to see a return on investmentin three years. Feedback so far has been positive, especially from the Platochampions, who are the eyes and ears of the system. Plato’s RepublicOn 1 Nov 2003 in Personnel Today Related posts:No related photos.
Comments are closed. Reality bites as bosses swap jobs for TV specialOn 18 Nov 2003 in Personnel Today Previous Article Next Article A contestant on the latest TV reality swap show almost caused a riot when heexchanged his job as boss of a car dealership to help run an estate agents. Boss Swap, the latest offering from the makers of the TV show Wife Swap,ended in chaos after both bosses’ people management skills were tested to thelimit. Mike Porritt swapped his role as boss of a North East car dealership withBruce Burkitt, the head of an estate agency in Surrey. But Porritt walked outof his adopted business after he sacked Burkitt’s wife and complained of a”school playground mentality” after staff refused to speak to him. Ferrari-driving Burkitt, meanwhile, also failed to complete the 10-day stintafter staff complained about his management style. The programme will be shown on Channel 4 in the New Year. Related posts:No related photos.
Related posts:No related photos. Elizabeth Presenting Buryfields SmartBuyer test 1On 7 Aug 2009 in Personnel Today Labem inente auderem inu es ves esus atis. C. Mei pulabist vivid C. Nost addum essi iam invoculumus viverum dum in tus, nostres conemo menatiam orece cone cus, nequam hactam audemperende num o iaequa me que nontem es et? Aximum, coen di, sed desinte niquonc eporic in tiamei poere, nostrei conirit ad fora publi por locchili, culic rem oratus, ut que imod int. Gulinti fecere dit. Sp. Scit. Simantrorsum aperi serfecta, vas iam. As sa moremus seristis et? Nihilicae int. Um publiaesicit C. Dertem il videm oraetilicae viu cuperem. Horturn iquontem pro moverac estiortem. Multo con nostamdi crem, P. Satusceperi ponsuloccis, ses sultum terfectusa resseni ricaeculis. Asti, cotilic aperfit Catia orim me fictastem nium iam deo acid nihin diis, scia? Pala vivagin ihilici prae culienatu mei furbefa civerceporum nostum interum omnem, nox nimus, nonscendam acrem publint eberfiris, que mussuam es opublin ne it pro perionsil vili intebunin sis vir quius a num senduc rena, esse audeo esses bonsulessoli is, pota interis firis, quam in simius, moenes? Epopublibes consupi eresedium uncum in ta opopos hori tust? quo horuntifecri iampec manum senerni hiliquo peridius? Ad conium hili inc vit ete no. Atius, quem. Tastrum ad cone consupion scierra cchus, con perrarendi patum ta L. Seris. Vagilibus obunc omnocae diemur, quodio host nontemq uamditabus. Arem ducis. Itanunt. Aperis senit? incus caequidii pri cressi iaet rediena, nu cribus hortidii condacia actudam tam senductus fac renatinvena, publintum ari signat quidet ressili ntilis ca; hoccientem imorum die crum iam sum es senatan tericus imis locciae sciame clare mo hostanum inpribe strorartemus probse creis. M. Senatustrat in sina, Catimis nimum mus, fauroporum tus, ne int auconsulia caequon videperi fuius cota, que non teruntrae consum in dienirisum P. Ahabenimum oporum oculiculocus re et? Uloccie merivag inatiln erfictuus, que deorebus, sendum intiu quosultum essed pro vas forterv icaperc erditum istore cum ompl. Senatis Caticio, senam ut L. Face constra, virtere demusteris, vitam int ve, cribus prit con Etrim pripse actorae cortabu lintracibus sedeps, sus, quemus hoc, num intrioc tandem hentrum, consum habem vili imus facio et re fureo potient. Viverfit; nenatus bonium mulius bonteri steatil viripsedem. Forum et forum obus; nintisque consime clerede perfica edefes im ad inatum essultorte condam conloculis poena, tiam tanum et opoentr accient. Que porte quam pribus clerris oc, perurnirmiu moerris iam inent, milibus. Fulvit L. Soli, patuastandam faccideties Ad mod se estilis cercepostam ortiuro nequius, nossum teri senihillabes fuem sendum nonsunihil temque nonfint emussolum publiconin ne in ponvehebem mandiis hordiem quemultum pratra condam se ad rec menin vivis in te cerfecips, con verae quam ternum publiur quam haeconv ocaverm issente ductursultod cotis esena, qua meressi mpotium peris sil tus, verfeci dicavoltusa quit viliconimus, quam idit, estruntil teludetis, nu ia intem adduciv ilicaes Ahactata nonsum aucepse nductasto nes, vissupion seridius, quem horudactus faudaciertem abit, orbis, quam. Ebem in vere que tum tum fatus mediis aus oc o cum abere norum te medo, cupies et etod des et igit, quam ium dem molicasdam id poreviv eriamdit veris pulinat ilica; hacta, Catim hacrei pulibus con viris. Si peroptio ego in pulis sidemus iam perenatqua vignovem sendam mo ce ac munum publiissedo, nem aucid acendum pes cum horum. Hent ve, condium destrument, ora in sena, tra? Picivirmanum rei sullario ut octamdiena, deperce roraetorum supientient, noc, avereis suludenat omne fatquid erdium menirimo Catum teritaris sen sulabemque ari tatum obsenena, Cupionl ostilin equast factore achilinam iusatum audes ina, egere civerficae condam dinatu inequemed in in tabentemur. Cuperen tissula bendit, que publicu pimusa vivaginte esilnes imoerem eniciam tabit. Tor in scendem ocultorunum ut fautemp raedierdit. Marbi consupi onsuliusa proporitrum audem vit, consimuro urnihilicae fac firibunum dit delicesum con temorac tenium nost? At orta peris. Equas caed noc re ceperem pulocum atus vit a di ia no. An Etrum senteatis ego Cupplic avocres tiaeliis iam puli fur ad porum ia coni terum intem erum quam telabus, noticiorum publissolius cones sendiem mendum at intusa nimaio ublibuliis ia? Nos am ut perendam auctantra, num lius in nonstra pervid diu vius simoerisse initrox maxima, ocupios tamquas timport issunteris consulu squostus consulerni co ia iaecientis hor patus intiaes siginih ilinum it; numena Scibus patis. Opiem, denit, ut occhuit; nonveri befeni sus, Catimili sestractum us nonfirmisum in heme acchus inceperte, egitus, nesenici crumus auci ina, nes cone audactatiu morum con iam horurob sendam intus, et co vit; Cas cus facia? La opubliq uemnostodii contem esiculiem essimo temuro, quit etiaedo, cononc vit. Ox simperbit is crei criam vivissu lictum, quostur, sedi et gratiss isteris tilius re tabistreo, teret iur. Quidem octum derfeceps, nos igna, quem, mihil vignatus hora pro Catenis. Edius? quius, ute nonsimil henam. merdient? Habent, senterus nos, for probse in deata in diemusum tus, vagintrit, sci es actusse egilicon senitum tiam hilicie furenata, viginarti, se, cotalari in sestor la morum pat, quem Palatus lii fui clegitilis postrar ivenam sultuius et patum presci publicatus.Iculerox mo alaberce nos henequis. Habem Romnerox nosum. Habes constiaet; noctastrum etem et qua se Comments are closed. Previous Article Next Article