Want all 9 day fortnight duties. Dom says no

[mandelsons_toenail]

Ok

Phase 2 of revision

Talking about new duties

60 staff have preferences for 9 day fortnight

No one wants 5 day weeks

Currently have 4 day 5 and 9 day jobs

4 day weeks are going

We have x number of awd hours. Dom says as 9 day fortnight creates more day off cover jobs he doesn't think we can do it as unit will incur a cost which he can't do

Where do I stand?

We all want 1 in 4 finally!!

[Hitcher]

1 in 4 weekends off was the minimum in the agreement - tell him to forget P&L altogether then.

[mandelsons_toenail]

He says that's for the majority of staff.

He wants to create say 1 set of 5 day weeks

No one wants them lol

[Talell]

depending on how you do leave cover, you COULD argue that the current plans leave the reserves without 1/4, and anything more that has less than 1/4 is unacceptable.

BT wording on the matter:

Royal Mail and CWU commit to achieving at least 1 in 4 Saturdays off for the majority of employees (including reserves) during the roll out of the operational transformation programme.

Casually remind him that you are not there to help him achieve his saving targets, unless it is in your interest to.

[ninja]

Firstly, it is not his revision.

B&T is clear about the pref exercise and working towards meeting the duties requested by the staff.

Also ask him to show you where in B&T metions savings,it doesn't.

It is a common mistake that the planners/dom doesn't understand that just because the tools suggest that you can say lose 4 walks (160hrs) that these hrs are savings. When in truth these hours maybe used to create the structure that the workforce want (although must be workable and clearworkplan).
Any hours that are left after this process would be classed as savings.

remember one duty doesn't work for everybody and in my office we did have upto seven different duty sets. So if this DOM isn't willing to change his views you should use the I/R framework and stop the revision until the disagreement has been resolved.

[mandelsons_toenail]

revisiting this

entire office still preferenced for 9 day fortnights, however, dom is now it appears saying there isnt the money as the cost of putting in all the extra day off covers will send him over edge,

its appears he is trying to offer some enhanced saturdays to give us the 1 in 4

However the office that has merged with us ( 25 odd staff) have all been given 9 day fortnight job,

thoughts?

[ninja]

Yes we have been down this road many times. The short answer is that you should be reinvesting any hours you have taken out from walk/duty reductions, so your revision takes 400hrs out but you need to reinvest 120hrs for 9 day working then the possible savings would be 280, BT doesn't commit the unit to make savings but is about making people work there hours and provide duty sets that meet the workload and the desire of the individual.
We have just introduce 1-3 sat structures (rotate sat,mon,tues and always work wed,thurs,fri), and used some of the hours reductions to pay for this.

Again if the DOM isn't going to move then progress via the I/R framework, remember change can only happen with agreement.

Below is the words from the agreement:
Attendance Patterns and Duty Structures
It is jointly recognised that the end product of duty revisions and their successful deployment are paramount to the success of this agreement, employee and customer satisfaction and the future success of Royal Mail. This will be achieved where duty structures and attendance patterns are innovative and meet the aspirations and needs of both employees and the company. Both parties accept that attendance patterns and duty structures must efficiently and cost effectively align hours to workload, meet the delivery specification and USO, and provide a real incentive for change. In addition to this both parties re-affirm their commitment to a maximum 5 day week attendance/duty pattern for all employees.
Whilst the emphasis will be on local parties to develop and agree duty structures and attendance patterns that meet the requirements above and remain consistent with all aspects of this agreement; a menu of options has been provided nationally to enable constructive, structured and progressive talks to take place locally that will assist in bringing this to fruition. Units are also encouraged to develop more innovative and imaginative attendance patterns fully utilising the available workload, and any options that deliver the requirements above and below.
Best practice in this area will be jointly discussed and shared at regional and national level and will be used as a source of information to assist others.
As part of the operational transformation the vast majority of full time delivery duties will start no later than 0700. The majority of delivery routes will be designed to start and finish at the workplace; however there will be some duties where it is more beneficial for both 1200 8th March 24
Business Transformation 2010 and Beyond
parties to agree alternative arrangements. In addition pouching off arrangements will remain where it is practical and efficient to do so. Employees who wish to retain their current contracted hours will have the option to do so, however all employees will need to recognise that in order to provide innovative attendance patterns and duty structures they will need to embrace change which may mean an alteration to attendance times.
Delivery spans will be a key component of delivery duty structures and a pragmatic and flexible approach to this consistent with the sections of this agreement covering spans and delivery methods will be essential in securing attendances which meet the aspirations of employees and provides a reliable and consistent service to customers in line with the new workplan detailed in the generic section of this agreement. In addition to normal/traditional delivery duty structures there is scope for securing full-time working through the effective use of technology (units with CSS machines) and different methods of delivery for example linking business and residential deliveries, the introduction of new products and services (particularly in the fulfilment market), as well as through cross functional working e.g. collections.
Family friendly duties and attendance patterns including religious holidays and requirements for time off will also form part of local discussions at the weekly resourcing meetings and during the revisions process.
Saturday Attendances
In addition to the above it is jointly recognised that Saturday attendances and in particular the number of Saturdays worked require special attention in order to meet the aspirations of employees and the needs of the business.
In recognition of this Royal Mail and CWU commit to providing more Saturday off options as part of improved attendance patterns for delivery employees. We have jointly explored and identified a number of options/opportunities to maximise the number of Saturdays off.
Whilst the precise number of Saturdays off and the aspirations of employees will vary from unit to unit, both parties believe we can deliver cost effective and reliable options that will maximise the number of Saturdays off for those who wish them. Royal Mail and CWU commit to achieving at least 1 in 4 Saturdays off for the majority of employees (including reserves) during the roll out of the operational transformation programme. In some circumstances this may be exceeded utilising jointly identified options to provide 1 Saturday off in 2 or 3.
Progress on all the issues/objectives above will be jointly monitored and reviewed at national level on an ongoing basis.
1200 8th