Acas peacemakers ready to solve strikes

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Expert negotiators at the conciliation service Acas are bracing themselves for a new Winter of Discontent as recession heightens the friction between workers and managements.

'We're seeing a rise in demand for many of our services as economic turbulence increases tension in the workplace,' says Acas chief conciliator Peter Harwood.

He warns that the number of disputes on the horizon could rise sharply as a result of plans announced in Chancellor Alistair Darling's Pre-Budget Report to cap public sector pay rises at 1% a year from 2011. Harwood expects those affected to increase their wage demands before the new ceiling comes into force.

The organisation's helpline offering advice on redundancy and other employment issues, including discipline, dismissal and grievances, is expected to receive more than a million calls this year - up 50% on 2008. It says 'collective conciliations' between unions and managements are running at almost 1,000 a year.

Strikes have been temporarily suspended during continuing negotiations between management and unions at Royal Mail, but other disputes with the potential for causing widespread disruption are looming.

Ballots are under way for possible strikes by more than 12,000 British Airways cabin staff, with the result due tomorrow. The outcome of a strike ballot among London Underground workers is expected to be announced next week.

The deteriorating situation is reviving memories of the widespread industrial action in 1978-79, which was dubbed the Winter of Discontent.

Acas - short for the Advisory, Conciliation and Arbitration Service - is standing by to assist whenever it is asked. Harwood, 55, says: 'Disputes are monitored so we understand issues and can offer conciliation as a trusted, honest and independent broker when invited to help by both sides.'

Although most of the £54m annual budget for Acas comes from the Department for Business, Innovation and Skills, the organisation is independent of Government. It is overseen by a council, including business and trade union leaders, lawyers and academics.

Acas claims a success rate of about 90% and it says most disputes are settled within two or three days of it becoming involved, although it can take much longer.

One of the disputes where it was unable to secure a deal was the National Union of Mineworkers' strike of 1984-85, when Acas worked tirelessly behind the scenes but could not come up with a formula acceptable to both sides.

Acas's methods have been developed and refined since 1896 when it was launched by the government of the day. Freedom from government influence came in 1974.

Warring sides in high-profile disputes are invited to thrash out their differences on the 23rd floor of Euston Tower in central London, surroundings designed to instill an atmosphere of calm. No sound from the busy streets far below penetrates the windows of the discussion rooms. Walls are a relaxing pale blue and furniture is limited to a single rectangular table and chairs for each side to face each other, with a conciliator sitting at the head.

Harwood says: 'People coming to see us can be angry so it helps to talk in rooms that are quiet, with neutral décor to avoid possible distraction or irritation. Sweeping views across London also seem to generate optimism that differences can be settled and answers found.'

Where tensions are running high, each side arrives at different times. 'We don't want to start with both parties glowering at each other before a settlement process can begin,' he says. 'Briefings are given on ground rules based on mutual respect and we explain that conciliation means each side retains the power to decide whether a settlement is acceptable. We won't try to impose a deal.'