Phase 2 additional guidance for Processing and Distribution

[lovejoy]

Dear Colleagues

Pay and Modernisation Agreement Phase 2 Local Flexibility Plans

Further to LTB 044/08 please find additional guidance for Processing and Distribution Representatives in respect of discussions regarding the above. The concept of flexibility is nothing new for the union to deal with however it may not necessarily be part of the current operational culture in all Mail Centre’s therefore the attached two page brief may assist Representatives.

This has been drawn up in two parts, Part 1 the enablers themselves and Part 2 the relevant current National Agreements. I have also attached a further copy of the Model Agreement to be used to draw up the Local Flexibility Plan itself.


Yours Sincerely

MARTIN COLLINS
ASSISTANT SECRETARY


CWU Guidance Processing/Distribution Brief – Phase 2
Part 1
To establish the local Flexibility Plan the Pay and Modernisation Agreement includes a number of enablers for local representatives and managers to work through that must meet nationally agreed objectives. These enablers can not be subject to any change at local level and no agreement must be given by anyone to do so. Any attempt that management make to either change or deliberately misinterpret should be reported to the Area Processing/Distribution or Divisional Representative as appropriate in order that they can deal with the issues. Although we are of course fully committed to the terms of the National Agreement and the enablers (detailed below) contained in Phase 2 I feel that some general points need to be noted.

1 .Enabler - Longs and shorts - a structural change where the normal work pattern may be rebalanced across the week to reflect the traffic profile. For example individuals could be scheduled to work 7 hours on a Tuesday and 9 hours on a Friday. Total weekly contractual hours would not change.
CWU note – Longs and shorts will not be suitable for many units and others may have introduced them it is not compulsory for you to agree longs and shorts if they are not necessary.

2. Enabler - Variation of hours - Where necessary, for example when traffic volumes are unexpectedly high or resourcing issues arise, individuals may be asked and may themselves request to vary their duty times by up to 30 minutes on a swings and roundabouts basis. Again, individual circumstances will be taken into account and total weekly contractual hours would not change.
CWU note – no individual should be requested to flex every day or even every week as this flexibility arrangement is only aimed at providing coverage in unforeseen circumstances. If the 30 minute flexing becomes a regular occurrence clearly the normal duties need to be realigned.

3. Enabler - Use of new technology - full cooperation and support for trials and subsequent deployment of new technology will take place, for example: iLSMs, Walk Sequencing, RDC Automation, D2D Automation, Telemetry in area fleets, Handhelds, Collection Handshake and Materials Handling. There will also be early deployment of Flats Automation, Semi-Automation Packet Sorting and Delivery Method improvements.
CWU note – clearly the development and delivery of the communication programme concerning new technology can not be carried out at this point in time until the Nationally Agreed Generic Processes have been concluded and circulated.

4. Enabler - Efficient Summer staffing - each Unit will utilise the opportunity offered by reduced traffic volumes to re-arrange responsibilities during the summer period. This will offer employees additional opportunities for leave during the same period
CWU note – Where changes are agreed Representatives must assure that they still honour leave commitments i.e. leave that has already been allocated

5.Enabler - Working in nearby offices - Areas will identify and agree with the CWU locally an approach (which could include the use of Volunteers and Reserves) to working in nearby offices within employees’ contracted hours which will include travel times and appropriate travel and subsistence arrangements.
CWU note – The process established should focus on wherever possible individuals volunteer for this commitment.

6. Enabler - Innovative Duty Structures: Units will take the opportunity to review existing duty structures and identify innovative approaches to meet the above objectives.
CWU note – Like longs and shorts it is not compulsory to change duty arrangements and any revised duties must meet the agreed objectives listed in Phase 2.

7. Enabler - Doing other work within your office: On occasions staff may be asked to undertake other work outside their normal duties. Employees would be appropriately trained; properly equipped and safe ways of working will always be in place.
CWU note – Being moved onto other work within the office is not unusual in Mail Centres but like the 30 minutes flexing it should not be an everyday occurrence because if this is the case the duties themselves should be realigned more appropriately to the work load.

General
A number of these enablers are not appropriate for certain grades/functions. Foe example:
• In Area Distribution enablers 1, 4, 6 and 7 should have already been considered and implemented where appropriate when the RTD Agreement was introduced.
• Administration grades already have a Flexi Staffing Agreement in place which facilitates the aims and objectives of the enablers.

Part 2
It is important to understand that the Pay and Modernisation Agreement does not supersede or replace all other National Agreements and there are a number that Representatives need to consider when they are planning to deal with the enablers e.g. Way Forward, RRP, Individual Performance Standards etc. A summary of some of the specific terms of these agreements is reproduced below.

Way Forward Agreement

Section 4 – Annual Leave
The Annual Leave Allocation and Deployment Agreement 2001 details the agreed process for the allocation of all annual leave. The terms stipulate that the aim should be wherever operationally possible that all employees can obtain their first choice for their first three weeks selected. Representative should therefore ensure that no person is disadvantaged or one particular group monopolises prime dates by any new arrangements being agreed and that adequate reserves need to be in place to take account of the amount of additional level that has been purchased.

Section 6 - Way of Working
Contained in the terms of this Section are Resourcing/Alignment to traffic, Skills, Movement of Staff, Variation of Hours, Work Patterns, which are covered in the following Sections headed: Objectives, Scheduling Staffing, Responding to the need of Operation, Introducing change, Resourcing good practice, Job descriptions, Making improvements, Standard Operating procedures.

Section 17.16 Weekly Resourcing Meetings /Workplan
Weekly Resourcing Meetings should deal with sensible lapsing, ensure that latest acceptance times are being adhered to, diversions are being cleared to avoid unnecessary unforeseen increases in traffic during peak times. The agreed office Workplan is also important because if the office is currently clearing and meeting Workplan everyday this would normally indicate that we have robust flexibly resourcing already in place as per Way Forward.


RRP/IPS

Any revisions considered necessary should also take into account the Revised Revision Procedures (RRP), Individual Performance Standards Agreement and the National Databank Planning Values for measured work etc.

Copies of the above agreements are all available in the Postal Section of the CWU Web Site.

[POSTMAN]

CWU note – no individual should be requested to flex every day or even every week as this flexibility arrangement is only aimed at providing coverage in unforeseen circumstances. If the 30 minute flexing becomes a regular occurrence clearly the normal duties need to be realigned.

Something for everyone to take note of me thinks.

[dvbuk55]

CWU note – no individual should be requested to flex every day or even every week as this flexibility arrangement is only aimed at providing coverage in unforeseen circumstances. If the 30 minute flexing becomes a regular occurrence clearly the normal duties need to be realigned.

Something for everyone to take note of me thinks.

Especially Managers Postman - they seem to think this "flexibility" is a carte blanche.

[k979aaa]

CWU note – no individual should be requested to flex every day or even every week as this flexibility arrangement is only aimed at providing coverage in unforeseen circumstances. If the 30 minute flexing becomes a regular occurrence clearly the normal duties need to be realigned.

Something for everyone to take note of me thinks.

Yes the agreement say's flexibility is not just a one sided agreement but as we all know you try geting a day off but they want us all to be ultra felx but it take's two to tango untill they meet our demands for felxibility our response should be NO!.

[BELIAL]

Think I might be going overtime Mon. -fri.,or maybe Sat. and booking Fri. or Sat . off Just a thought,five days pay, four days workload, police that RM x 120,000

[lovejoy]

CWU note – no individual should be requested to flex every day or even every week as this flexibility arrangement is only aimed at providing coverage in unforeseen circumstances. If the 30 minute flexing becomes a regular occurrence clearly the normal duties need to be realigned.

Something for everyone to take note of me thinks.

Agreed - The only trouble with this position is ..... what if management want permanent change? Lets say a night shift finishes at 5am but management want it to move to 5.30am. All they will need to do is use a flexible 1/2 hr on regular basis then our own words will shoot us in the foot as we ask for what they want!