COMMUNICATION

WORKERS UNION

Thursday, 21 September 2006

A website for CWU Counters members in the North

Northern Territory

Agreements

National Operational Efficiency Agreement between Post Office Ltd and CWU - May 2005

Introduction

1.1 This is an agreement for an Operational Efficiency Programme in directly managed branches. It emanates from the 2005 pay agreement for CWU grades, and attracts a £350.00 one-off payment following the introduction of new Operational Efficiency staff schedules (duties).

1.2 Future staffing levels at Directly Managed branches, including Postshops, will be determined by the consistent deployment of a workload estimation model. This will form the basis of a programme of Operational Efficiency duty reviews to be deployed in this segment over the next 12 months.

1.3 The Programme will seek to achieve the optimum fit between workload and counter staffing levels, by using existing staff in post. It is not the intention of the programme to proactively alter the full-time:part-time mix within a branch.

1.4 A voluntary redundancy preferencing exercise will be undertaken for all CWU represented grades in the Directly Managed segment to inform and support the programme of Operational Efficiency reviews. CWU recognises Post Office Ltd’s ongoing aim to introduce change without the need to resort to compulsory redundancy.

1.5 The implementation approach, including use of the Operating Model and joint working, have been rigorously tested over the last 6 months.

1.6 This agreement will expire on 30 June 2006, or the end of the Operational Efficiency Programme roll-out, whichever is the later.

Key Principles

2.1 Post Office Ltd aims to be a good employer offering long-term employment opportunities with fair terms and conditions of employment to both full and part time staff.

2.2 Customers should be able to rely on Directly Managed branches for consistent and good service. It is not acceptable for Post Office Ltd to fall short of this standard if it is to make the required commercial and financial recovery.

2.3 Post Office Ltd and Communications Workers Union are committed to working together in an open and transparent way in the interests of the business, the employees and the customers.

2.4 This agreement is designed to help foster good industrial relations at a national and local level. Post Office Ltd will fully involve the Communications Workers Union in the implementation of this Operational Efficiency programme, and will share all relevant information.

Implementation

3.1 Roll-out to be managed by a joint Post Office Ltd and Communication Workers Union implementation team.

See Appendix A Roll Out Process, Appendix B CWU Roles and Responsibilities.

3.2 Various inputs taken:

- Data gathering/staff preferences

- Registered Family Friendly duties

- Current Duties

- Operating Model Outputs

- Branch Manager input

-        SAP Data:
(a)         known/predicted vacancies
(b)         current staff in post

3.3 Duties will be constructed on the premise that MUTE has been deployed.

3.4 BOSA standards apply for duty content, eg minimum attendance, meal reliefs, teabreaks, reserve template etc.

3.5 Duties compiled by a desk-based team comprising:

- Service and Efficiency Manager (desk)

- CWU Representative (desk)

3.6 Duties sent (for information) to:

- Sales Account Manager

3.7 Visit team present duties to Branch Manager, comprising:

- Service & Efficiency Manager (field)

- CWU Representation (field)

Additionally, the proposed duties will be forwarded to the local CWU Section Secretary.

3.8 A consultation period is allowed for the Branch Manager to resolve local issues with their staff.

3.9 Duties are then implemented.

3.10 In the event that the model suggests that an increase in scheduled hours is required, the Operational Efficiency review will address this as part of the review process.

3.11 Any reviews lead by the Business As Usual teams will continue to follow BOSA annex D, with the exception of Horizon Mis, which is now replaced by the Operating Model.

Branch Review Process

4.1 Post Implementation Review:

- At 12 weeks after implementation of duties, a Duty Compliance check will take place.

- Assuming compliance to duties is good, and no issues have been reported, the duties will be formally handed over to the Business as Usual Service and Efficiency team.

- Issues will be reported from Branch Managers, or local union representatives, or any member of the OE or S & E teams.

Sign off of the Post Implementation Review is the responsibility of the central programme office team jointly with CWU:–

Operational Efficiency Manager: CWU Programme Interface

Escalation Process – for initial implementation

5.1 There is an Issue Resolution and Problem solving process to be used during implementation.

Problem Solving & Issue Resolution Process

Issue Raised by	issue referred to (1)	issue referred to (2)	issue referred to (3)	issue referred to (4)

Branch Manager or Retail Line Manager or CWU Section Secretary	CWU Interface (Field) & Assistant Implementation Manager (Field)	CWU Interface (Office) & Assistant Implementation Manager (Office)	CWU TCR & Implementation Manager	CWU Programme Interface & Operational Efficiency Manager

CWU Interface (Field) or Assistant Implementation Manager (Field)	CWU Interface (Office) & Assistant Implementation Manager (Office)	CWU TCR & Implementation Manager	CWU Programme Interface & Operational Efficiency Manager

CWU Interface (Office) or Assistant Implementation Manager (Office)	CWU TCR & Implementation Manager	CWU Programme Interface & Operational Efficiency Manager

Points of principle disagreement will be referred to Andy Furey (CWU Assistant Secretary) and Julie Thomas (Head of Programme Operations)

Preference Exercise and VR Planning:

6.1 A voluntary redundancy preferencing exercise will be undertaken for all CWU represented grades in the Directly Managed segment to inform and support the programme of Operational Efficiency reviews. CWU recognises Post Office Ltd’s ongoing aim to introduce change without the need to resort to compulsory redundancy.

6.2 Full Preference packs will be sent out

i. July 2005 – For branches in the implementation plan from 1 October 2005 – 31 March 2006.

ii. January 2006 – For branches in the implementation plan from 1 April 2006 – 30 June 2006.

Voluntary Redundancy Selection Criteria

7.1 A set of criteria has been developed to enable selection of the templated role and the individual to be made surplus as a result of the Operational Efficiency Programme. This is at Appendix C.

7.2 Once the appropriate individual has been identified as surplus, then the full terms of the Managing the Surplus Framework Agreement (MTSF) will apply.

7.3 The preference forms will also be used to identify bumping opportunities, which will be carried out in line with the MTSF Agreement.

7.4 Selection of surplus staff for redeployment will be on the basis of last in first out (LIFO), however in the first instance a volunteer would be sought. LIFO is defined as the individual within the branch with the shortest length of Post Office service, this could be a full-timer or a part-timer, dependent on the role or roles identified as surplus.

7.5 Where pay or allowances, for example Saturday Premium payments, are impacted on by the duty revisions then pay protection will apply as per the terms of the MTSF Agreement. The required data for this calculation will be gathered by the RES 4 form