HeRo Boss Pia Meier – Colleagues Donate Overtime

 

Interview:

 

 

Adam

 

Above interview is with Adam from The Adam Paradox podcast on my experience in Pret A Manger.

We spoke about gaslighting, “shadow banning” and censorship on social media, as well as bereavement, trauma and mental health in general. I further talked about the significant timing of Pret CEO’s announcement of the £1000 Tweet for all staff. I also talked about a regular day in Pret and how staff have to cut corners, in order to fulfill the immense workload under constant pressure.

It is hard to squeeze my traumatic experience into a podcast segment, but we covered enough to get a good picture of today’s systemic stress environment for profit driven global companies.

Please visit his Podcast and Twitter @1AdamParadox.

 

 


 

 

2 Video Reports and 1 Article with English translations:

 

 

 

Extended Interview with HR boss Pia Meier:

 

 

Donating overtime? Not possible say legal experts. Indeed possible says HR Director Pia Meier – and prevailed.

An interview
Seidel Gi Zeitung

 

 

herMoney: Mrs. Meier, as the HR Director of Seidel GmbH & Co KG you found yourself in the headlines. Are you surprised by this immense media attention?

Pia Meier: Yes, I never expected that what is so natural to me would be of great interest to so many people…

 

herMoney: “Natural” doesn’t seem natural these days. Your employees donated 3300 hours of overtime for one colleague so he can care for his son who was diagnosed with leukemia. How did this campaign come about?

Pia Meier: A colleague from the production department approached me and asked if I knew about the child of a colleague that has become gravely ill. I didn’t know about this and phoned this employee to inquire about it myself. He already used all of his annual leave and at once submitted his resignation to continue to care for his son, as his son was his priority. But for me this wasn’t an option, a resignation was completely out of the question. So I liaised with my boss and the leadership of our works committee, and we came up with a plan.

 

What did the plan look like?

Initially the company supported his family financially. And then we wrote to each of the 700 employees explaining the situation and asked if anyone would be willing to donate overtime. Within two weeks we accumulated 3300 hours in total.

 

Did all employees participate?

Yes, including the leadership who gave each 100 hours towards this campaign. This touched so many co-workers, including myself, and welded us closer together as colleagues. More or less we managed to get so many hours together that this colleague could take the better part of 1.5 years paid leave to be with his ill son – while receiving his entire salary including Christmas bonus, without fear of losing his job.

 

Does your employer support this project?

(laughs) Dr. Andreas Ritzenhoff, CEO and owner of Seidel isn’t actually a business economist, but a medical doctor. He inherited the company from his father and it was always his desire to lead the company with this approach. So we, as well as the works committee believe in and live the same values and pull together under these principles.

 

Your CEO studied medicine, you at first worked as a practice nurse and later became a multilingual secretary. It seems an unusual leadership duo…

If I was a legal professional I would not have considered such an option. Legal professionals think different, legal questions and ramifications are paramount to them. And as a legal professional I would probably have thought first of all the implications regarding taxes. Even law professors wrote to me and asked me how I managed to get away with this, as by law it isn’t allowed to transfer overtime between employees.

 

And what was your response?

That employment contracts are individual agreements. The transfer of overtime though is complicated for the tax office. We might still face some consequences regarding this, but we take this upon us for the sake of a good outcome for this colleague. On the other hand the finance secretary of the state of Hessen, Thomas Schäfer personally presented us with the „Menschen des Respekts“ (People of Respect) award on behalf of the regional government. In case his finance office embarks on penalizing us for “monetary benefits”, he would then have to explain himself!

 

pia-meier-titel-2-1

Pia Meier

 

Back to you: You have had a remarkable career. How does one go from a practice nurse and later multilingual secretary to becoming the Director of HR in a company with 700 employees?

That’s a long story. After my graduation as a multilingual secretary I worked as the assistant to the CEO. When the previous Director of HR left the company, my boss asked me if I could fill the spot temporarily to liaise with the works committee. Apparently I did my job very well. After a few months the leadership of the committee approached Dr. Ritzenhoff and suggested to promote me to be the new Director of HR.

 

Were you apprehensive to fulfill this job-role?

Of course I was. My first reaction was, “Oh goodness, how on earth can I fill these shoes”. “I am not a lawyer.” But I soon realized that this isn’t even important. Vital for this job is the interpersonal skills and the sense for people. If I do need some legal advise I would employ professionals. Heart and compassion are central in relation to working with people, you cannot buy emotional intelligence.

 

Apart from the campaign with the overtime donations, you have also helped others in unique ways. Is professional and private life inseparable for you?

Absolutely, you can’t cut off the private person from the professional. When someone has personal problems it will always affect their work. That is why I offer every employee support, but I don’t force it upon them. My colleagues know about this opportunity for help and are not shy either to approach me if they need to. For example one time two colleagues stood at my doorstep with their young child. They showed me an eviction note and were very distraught. The date of the eviction was the following day…

 


Were you able to help?

I immediately phoned the mayor of the city of Marburg whom I know is a member of the executive council of the Housing Association to plead with him to halt the eviction. And then I negotiated with the creditors. In the end we were able to reduce the debt from 25,000€ to 9,000€. Before the credit investigation office was satisfied to close the case, our company bridged the gap financially. Today these employees repay this through a borrowing rate of 3.3% interest from the bank and are paying it off in small instalments. They were able to keep their apartment and jobs.

 

Is your social activity not taken advantage of at times?

Of course you have to be careful, but it doesn’t happen. Maybe because I know our employees very well and am really interested in their well-being. But I also would not recommend for anyone to mislead me – I have a zero tolerance for dishonesty. Commitment is very important to us. Everyone deserves a chance, but if anyone plays foul they will have to leave the company.

 

You say that you take a strong interest in the well-being and life of your colleagues, do you think this is particularly a female attribute? Or to rephrase: do women lead differently than men?

Yes, I think so. Maybe it is the maternal instinct that we bring to the table. We women don’t just see the worker, but the human behind it. In recent years the number of leading women has risen. Since the foundation of the company in 1830 a woman has taken on the leadership of production now. And even in the product development and project management women are leading the departments.

 

In the global competitive market, can a company afford to be “human” in all its forms, strengths as well as weaknesses?

With all the developments and changes that are happening, we cannot remove the heart and the core of a person. And in the long-run the contest of skilled and specialist workers in the selection process will separate the wheat from the chaff. I experience again and again that skilled specialists choose to work with us, even when they would receive a higher salary in another company. If staff is not seen and respected as human beings, they will in the long-run burn out. I am absolutely convinced of that. And our approach seems to be paying off. In 2017 we had the best results to date in the history of our company.

 

Seidel Gi Zeitung2

Presentation of “People of Respect” Award, from left to right: CEO Dr. Ritzenhoff, Andreas Graf father of Julius, Finance Minister Thomas Schäfer, Head of Works Committee Kai Deuker and HR Director Pia Meier.

 

 

Pia Meier is the Director of HR since seven years and is a member of the executive leadership team of Seidel GmbH & Co KG [Inc.] ( www.seidel.de/en ). Established in 1830, the company with its 700 employees is the global leader in aluminum design products, specialising in packaging and containers for the cosmetic industry. In the spring of 2018 the personnel of Seidel was presented the “People of Respect” award from the State of Hessen for their unparalleled support towards their colleague Andreas Graf.

 

Seidel Gi Zeitung3

Andreas and Julius Graf

 

Translated from the German interview: Führen mit Herz und Verstand – Leading with heart (compassion) and mind (common sense). In other words, in an organisation with a healthy HR department and management to lead with heart/compassion in corporation with the practical mind/common sense excecuting what the heart prompts, it’s a “no-brainer” and win-win for all, employer AND employee alike. 

Translated by expret.org aka LateNightGirl.org aka poetrasblok.com

 

My additional comments: I really love the clear and strong message on their website regarding their core values and what they stand for in relation to their employees and work ethics. It is unmistakably clear what policy they have in place, and this in turn is visible in their support as well as success of their workforce.

Their leadership guidelines are like music to my ears, something I always deeply believed in and tried to implement with the teams I worked with, no matter how hard the company was I worked under. A clear stance from the company leadership is paramount for the protection, growth and success of any workplace.

I particularly love the last sentence and cannot stop tearing up when reading this: “Leadership through Perspective: Our managers are to put themselves into their colleagues’ place in order to see the situation through the employee’s eyes and instruct the employee based on this perspective. This encourages the employee to carefully re-think their impulses for the future and to modify towards the instructed approach.”

Leadership Guidelines

 


 

For an overview of important blog entries of my experience in Pret A Manger, please visit My Ordeal with Pret A Manger”. The arrow next to each heading will lead directly to the post. Thank you for reading.

 

©2019 expret.org

Unless otherwise stated or linked to, this website and all writings within this site are the property of expret.org, poetrasblok.com, LateNightGirl.org and are protected by copyright and other intellectual property laws. Reproduction and distribution of my writings without written permission is prohibited.

©2017 – Present: expret.org, poetrasblok.com, LateNightGirl.org, unless otherwise stated. All Rights reserved. Disclaimer.

 

Pret A Mathematics – 10 Hearings – 20 People – 17 Women – 3 Men

 

Many people in the public and mainstream media don’t want to know about my trauma with Pret A Manger. The mask that Pret wears since decades gets new make-up on with every charity and good deed they publish, no matter how many customers die or staff end their life.

 


 

UPDATE 10. March 2019

I saw a play last night by Byrony Kimmings that was the best play I’ve ever seen, and I go to many plays, concerts, events etc. since years. The only cultural “event” I’m not too keen on is cinema, but live shows, theater, concerts, fringe, West End … anything live does it for me. The “all-round” production last night that touched me, not only because it was autobiographical but unexpectedly creative, bursting with creativity and imagination turning trauma into storytelling like I’ve never experienced! I wrote a review after returning home that the standing ovation was an understatement. Rising to the ceiling and applauding on our heads wouldn’t have done it justice!

This play helped me to be even more determined now to keep telling my story of trauma, no matter who wants to hear, even block me on Twitter, look away, keep believing the bullcrap Pret presents… It’s my story and many others’… My only regret last night was that I just stumbled upon the play just yesterday morning online and it was the last night of performance! 😦

But I’m a Phoenix (too), Bitch! And I am learning to tell my story in a more lighter way for bite-sized portions to digest.

 


 

Pret uses women against women, bereaved against bereaved, staff against staff …

I went through 10 hearings in Pret A Manger.

In the 10 hearings held by 20 people (10 HR Personnel/Note-takers and 10 OPs/Group Managers) 17 of the 20 people were women, only 3 were men.

I ask if this is discrimination, lack of male staff, was I as a woman too strong for men or were women used against women! A mix of all this for sure.

Pret’s HR department under the Head of HR and the PBP who was instrumental in targeting me (and of course since been promoted), have dealt with my situation typically for a toxic HR department, catering to a CEO who does not want to get his hands dirty in the hiring and firing of staff. Instead, he “pret-ends” (sorry, can’t help the word play!) that my emailing was wrong while calling me his “late night girl”, having a laugh about bereaved and traumatized employees. Even using another bereaved employee from HQ who had the same loss of her brother. And then letting HR via a female OPs fire me while my dad was in intensive care just out of a three week coma.

There is no company that I have ever worked in or even known from friends’ workplace, that I have experienced as such toxic and corrupt company as Pret A Manger.

You heads of departments, CEO, directors … thanks for reading, maybe one day you have the courage to respond without your usual tricks and traps and dishonesty. You hurt people, you destroy lives, you are dangerous for people’s mental and physical health, no matter if staff or customers. No amount of money and position can help your conscience.

 

 

hr 17 vs 3

 


 

I worked at Pret A Manger for almost 10 years and survived systemic workplace bullying during bereavement that involved HR, the top leadership, HQ and even the CEO. For an overview of important blog entries of my experience with Pret, please visit “My Ordeal with Pret A Manger”. The little arrow to the right next to each heading will lead directly to the post. I also tell my story for the first time verbally in this >>> podcast interview based in California. Thank you for reading/listening.

Interview:

 

©2018/2019 expret.org

Unless otherwise stated or linked to, this website and all writings within this site are the property of expret.org, poetrasblok.com, LateNightGirl.org and are protected by copyright and other intellectual property laws. Reproduction and distribution of my writings without written permission is prohibited.

©2017 – Present: expret.org, poetrasblok.com, LateNightGirl.org unless otherwise stated. All Rights reserved. Disclaimer.

Open Letter to James Hoffmann

Dear James Hoffmann,

first of all, thank you for responding to my comment on your video, unfortunately my comments and your response are hidden from the public, and I re-checked via different browsers and devises, my initial comments are not there, but it’s not important anymore. Please forgive me that I made a screenshot and am publishing it here. I do so because I suffered greatly, became ill and almost lost my life.

You seem a sensible person trying to look at business news objectively. And if I was looking from the outside in myself without my inside experience, I would even like your take on this. The problem though is, you as most people looking in from the outside seem very easily blinded by the brilliant PR that Pret is so good in.

I’d like to post your thoughts on the JAB purchase of Pret A Manger here and respond with my experience and real “insights”, having worked in Pret for close to 10 years helping with their success. I also tried to improve work conditions internally to no avail, while becoming out-of-sync after my brother died and being mistreated on top of it, making many mistakes and sliding into ill behaviour. But having spent 10 years of my life working for Pret is my biggest regret with my future unclear and my mental health in shambles.

There are many good things in Pret, but the bottom line is that the senior leadership and HR are far removed from the painful reality on the shop floor. And yet, they do know very very well how brutal it is, that’s why most staff (mainly British) are aiming for jobs in HQ, away from the “front lines” of the business. Yes, they do what they call “Buddy Days” where once a year a staff member from HQ works in a Pret shop and kitchen for a day, BUT when they do, the management and teams in the shops are well behaved like this is their dream job. When the “buddy” is gone, it’s back to business as usual. I’ve always disliked this hypocrisy. And also with the HQ staff coming in at 8 or 9am, often being late and starting their “shift” with breakfast. Whereas if I would have been the manager, I would have explained to them to start their shift at 5am sharp, or whichever time a particular shop starts the shift as this varies from shop to shop. But they would have needed to be ready in uniform on the dot! If they would have been late, I would have send them home or have a serious talk, just like shop leaders do with a new person, no mercy! Welcome to reality in a Pret shop! Now, enter the “fun”.

But unfortunately as a Team Leader the only thing I was able to do, was asking the HQ staff to do the dirty work of changing the bins, checking the toilets for cleanliness, smiling at customers non-stop, having the shop in an immaculate state at all times, stop using their mobile phones on the shop floor and putting it in the locker like the rest of the team was required to, get their fingernails dirty and cracked, and their feet hurt with their backs “broken”… I’m sure they hated my gut, but I loved and cared for my team who worked their hearts out oftentimes in pain and sometimes in tears. So, an HQ staff surely can pass a few hours a year doing just that.

Stress

I typed up a transcript on your thoughts: JAB Holdings Buys Pret A Manger and included it here word for word. Please bear with any mistakes as I am not a professional in typing transcripts, I type with 2 fingers only.

Transcript – I highlighted a few things which I am commenting on at the bottom of this open letter:

“What I wanna try today is something a little bit different, a short, sweet response to a piece of news in our industry.

Today I want to talk about JAB buying Pret A Manger, which is both interesting and incredibly, incredibly boring.

What makes it interesting? They (JAB) paid or is going to pay £1.5 Billion for Pret A Manger, which is a lot for a business that makes “only” a £100 Million in profit a year. They’re paying 15 times that, it’s a 15x multiple. Which implies there’s gonna be really, really fantastic growth coming.

Now, Pret kind of have about 500 locations, most of which are in the UK, most of which, most of that profit is actually in London. And while they’ve expanded in the U.S., that hasn’t gone quite as well as you’d think.

So, if they struggle to expand, well, why is there this huge potential?

Pret makes about £880,000,000 a year as a business, and if you work this out, this is kind of interesting: Each Pret location on average makes £1.75 million a year. Now, for the kind of business they have, where they sell questionable coffee and sad little triangles, called sandwiches, that seems like an enormous amount of money! Considering what they sell is not particularly expensive.

And this is the thing that’s interesting, this is the thing where we don’t give Pret enough credit and enough attention. Yeah, I don’t really like the product in terms of its coffee, for sure! But, they’re all about speed! Pret values their customers’ time. Perhaps in a way not many businesses do. They have a publicly stated goal of serving you within 60 seconds of you walking in the door. And I think they do a pretty good job of getting there.

And that is hugely important to an enormous number of people. That’s how they’re able to process as many people as they do. Sure, they have a lot of people on anyone time, but they’re still making good profit, they’re still making 11-12% each year in terms of Net profit. So, their business model is pretty sound. But they value people’s time.

And if you have a coffee shop and you’re looking at this deal and you’re thinking, how is that happening? Why would you buy this business? It’s because the model is actually pretty interesting. In the world of specialty we haven’t really, really valued our customers’ time. We’ve been very product focused. And as a result, I think we haven’t valued people’s time adequately. We’ve made people wait, often wait just far too long for what they’re ultimately getting. And in doing so, I think we’ve excluded a large number of people, who either value their time very highly or just aren’t willing to invest that kind of time that we ask of them. And I think if we took a little bit of that from Pret, it would allow us to access a much larger community of people who’d be interested in what we’re doing.

And right now one of the biggest challenges specialty faces is growing its audience. Right now the audience isn’t really growing but the number of Cafes is. We’re all competing for the same customers instead of finding new customers. And I think embracing a little bit of what makes Pret so incredibly valuable, a multi-billion pound company, embracing, valuing our customers’ time, will be extremely worthwhile.

So, that is a little bit of business talk for today…”

END of transcript.

——————————————————————————

Here is the screenshot of my comment and your response which I can only see when I am logged into my YouTube channel:

YT_JamesHoffmann_Reply1

Close-up:

YT_JamesHoffmann_Reply1a

I also pointed you to another comment further below your video from a YouTuber called RPQ who left this comment in the beginning of July 2018:

YT_JamesHoffmann_Reply2

My response to your thoughts from the transcript:

“What makes it interesting? They (JAB) paid or is going to pay £1.5 Billion for Pret A Manger, which is a lot for a business that makes “only” a £100 Million in profit a year. They’re paying 15 times that, it’s a 15x multiple. Which implies there’s gonna be really, really fantastic growth coming.”

Yes, it means that the shop and kitchen staff will be squeezed even worse now than they already are. They made and will make this growth happen at a high personal price with their mental and physical health. I have a roaring tinnitus myself still and can only reduce it by seeking quiet places. And the price I paid with my mental health you have already read on my blog here. I have no illusion anymore and know that my way to recovery will be a very long one. And just in case I won’t make it, you and many more people now will not be able to say that you didn’t know what and who made this “fantastic growth” happen!

Quote: “And this is the thing that’s interesting, this is the thing where we don’t give Pret enough credit and enough attention. Yeah, I don’t really like the product in terms of its coffee, for sure! But, they’re all about speed! Pret values their customers’ time. Perhaps in a way not many businesses do. They have a publicly stated goal of serving you within 60 seconds of you walking in the door. And I think they do a pretty good job of getting there.”

I want to give credit to my countless ex-colleagues with whom I worked shoulder to shoulder, day-in day-out, in an intensely stressful, bullying, discriminating and ungrateful work environment, all my colleagues and myself who made this success and the wealth of the few at the top happen.

Pret does not value customers’ time, Pret, as most businesses, value customers’ pockets! And it is disheartening that you and most people seem blinded by the age-old reality in business, that time is money, and the quicker you get customers in and out the store, the more money flow is happening … faster! But who makes that happen? Who pays the price? If a company has NO regard for the health and value of their staff who are human beings but driven like machines, valuable humans as much as their customers are, than I question the motif of their business.

Sure Pret pays a little more, gives more holiday, puts on elaborate parties etc. and now even giving £1000 incentive to retain and gain staff, but if Pret wouldn’t give more incentives and benefits they would hardly have anyone working for them, as the job is WAY too stressful and harsh. Even if you are bereaved, you are not safe and are tricked and trapped as you have learned my story. I used to be an enthusiastic person, working highly motivated, and I am not an old person, but I feel like I am in my 70s, ready to call it a day. My old self is gone after my brother died with the added turmoil in Pret.

Quote: “And that is hugely important to an enormous number of people. That’s how they’re able to process as many people as they do. Sure, they have a lot of people on anyone time, but they’re still making good profit, they’re still making 11-12% each year in terms of Net profit. So, their business model is pretty sound. But they value people’s time.”

Again, they value people’s money, and time IS money, as you word it perfectly: “they’re able to PROCESS as many people as they do…” Why do I have to think of cattle being lead to mass slaughter when I read the word “process”?!

Quote: “Sure, they have a lot of people on anyone time, but they’re still making good profit”

No, they don’t have “a lot of people” at anyone time, 10 years of working understaffed to maximize profits has had me never ever wanting to work fast again, not to mention not being able to work currently. You may ask, why did you stay so long? Simple, I had a life outside of Pret where I had friends and projects I was passionate about. I was healthy, strong and able to mostly leave the stress at work. My life and personal projects were overriding the stress from work. And in a nutshell I and many people are like frogs that are sitting in a pot of warm water by being lulled in by good PR and where Pret’s CEO calls the company “family”. The PR is the warm water and very slowly the heat is turned up where we don’t realize that we are being cooked alive! I certainly am well over cooked, chewy and tasteless like rubber now. And just like a used and stained Pret paper cup that is of no use anymore, I landed on a pile of rubbish! When my brother died and I was mistreated on top of it, tricked and trapped by HR, they crossed a line, and I was turning ill.

Rubbish Paper Cups2

Quote: “In the world of specialty we haven’t really, really valued our customers’ time. We’ve been very product focused. And as a result, I think we haven’t valued people’s time adequately.

Okay, here is the challenge and my plea: please could you STOP only valuing customers’ pockets and being product focus, and start valuing the staff who make all the products and who are the ones serving customers? Employees who are left behind in this cut throat greedy multi-millionaire business!

Someone please stop this modern-day slavery and stop closing your eyes to what is REALLY behind successful businesses. As a rule of thumb: if it sound too good to be true… it isn’t! Someone, somewhere is always paying the price for this business model you so admire, and it is the majority who pay for the rewards of the few on the top. And if the few only reap the rewards that the many make happen, ask yourself if you really want this kind of business model. If you are on the side of greed, this indeed is very good for you. If you are on the side of most human beings, seeking a fair share in life by contributing with an honest hard working job, this indeed is too good to be true and the cost, the bill will come later. And we all know who’s paying for it.

Quote: “And in doing so, I think we’ve excluded a large number of people, who either value their time very highly or just aren’t willing to invest that kind of time that we ask of them.”

Well, you exclude an even larger number of people who are the staff making this happen, oftentimes at their physical and mental costs.

Quote: “And right now one of the biggest challenges specialty faces is growing its audience. Right now the audience isn’t really growing but the number of Cafes is.”

Yes, unfortunately every business wants a slice of the cake, and the crumbs are dished up by those who break their backs to make that cake.

The biggest challenge is to find a way to stop the greedy ways of the few and to really make their workforce part of the success and with it really leave behind a legacy that shows that businesses can indeed go the right way. As Gandhi so poignantly said: “There is enough for everyone’s need, but not enough for everyone’s greed.”

I can only say that when Pret fired me in my ill conduct out of trauma, with their HR tricks while my dad was in intensive care, just out of a coma, Pret fired me right into activism. My dad has died now and I would have preferred to write a blog on how amazing the company I worked for has treated me in my bereavement and trauma.

Mr. Hoffmann, could you look deeper, please, on what really is behind a successful business model?

Thank you for reading.

Kind regards,

 

———-

Edit, 22.07.2018: I can imagine that either you have been contacted by Pret or you contacted Pret for an explanation. I can tell you how Pret responds. Pret responds by sweet talking their way out of this and victimizing me into the corner of mental illness (which happened to me while working in Pret during mistreatment in bereavement).

They will lull you in with numbers and their annual staff questionnaire and awards, which is a flawed system because shops cheat by Pret-ending (pardon my word-game, couldn’t help it) to be team members, partaking in the questionnaire answering questions positive. I have declined doing the questionnaire and yet my shop’s result was a 100% participation, even though I didn’t participate in this voluntary questionnaire.

They will have advised you to not respond in the hopes this goes away.

If you or the public want to be lulled in by good PR that is your prerogative. But you and the public won’t be able to say in the future that you didn’t know about the tactics and work conditions in Pret.

I still suffer and at times hold on to mere life not trying to give up, and many others struggle, no matter how sweet the words of Pret’s leadership and HR will be trying to talk their way out of this.

Bullying, and especially bullying bereaved employees is unacceptable and dangerous to people’s lives. I will never be silent again.

Thank you for reading.

————-

©2018 LateNightGirl.org

 

Unless otherwise stated or linked to, this website and all writings within this site are the property of poetrasblok.com, LateNightGirl.org and are protected by copyright and other intellectual property laws. Reproduction and distribution of my writings without written permission are prohibited.

©2017 – 2019 poetrasblok.com, LateNightGirl.org, LateNightGirl.page.tl unless otherwise stated. All Rights reserved. Disclaimer.