LCR18817

SUBJECT:
1. Matters arising from Labour Court Recommendation No. LCR 18632.


BACKGROUND:

2. In July 2000 the Union and An Post concluded the Transformation through Partnership in An Post Agreement. A key element of the Agreement was the development of new remuneration and reward systems which would deal fully and fairly with the pay issue for clerical workers while at the same time replacing the dependency on overtime with new systems which support stable remuneration levels.

The Review of Clerical Grading Structures and Reward systems encompassed all members of the CWU clerical stream across Post offices, SDS, Letterpost and Group.

Discussions took place over a period of some 2-3 years, both locally and at Conciliation in the Labour Relations Commission. Following these discussions, final proposals were exchanged between the parties in February 2006. Following this process, the following issues were disagreed between the parties;

• 1. Payment of change allowance of 12.5% (83.67% pensionable) retrospective to 01/06/2002;
  2. Variable contracts;
  3. Grade restructuring;
  4. New entry level;
  5. Terms and Conditions (including Holiday Pay, Grievance and Dispute Procedures, Duty Competitions/ Seniority, Annual Leave/Holidays, Acting/Promotions, 35 hour basic working week);
  6. Area versus Regional Office
  7. Work and Life Balance
  8. Implementation
  9. Staffing Levels
  10. Outsourcing
  11. Surplus Staff
  12. Voluntary Severance/Early Retirement
  13. Project Executives
  14. Savings.

As agreement could not be reached at Conciliation, the dispute was referred to the Labour Court on the 27th April 2006 in accordance with Section 26(1) of the Industrial Relations Act, 1990. A Labour Court hearing took place on the 19th May, 2006 and Labour Court Recommendation No. LCR 18632 was issued on 6th July, 2006 in whichthe Court referred the issues remaining between the parties in regard to work practice changes in the Clerical and Administration area in An Post back to the previously established Technical Group.The Technical Group issued its report in December, 2006. The Labour Court now issues the following recommendation on the matter:



RECOMMENDATION:

Following this referral the Technical Group engaged in an intensive process of reviewing documents and progressing issues with the parties to the point of agreement. Issues not capable of direct resolution were determined by the Group.

All of the issues agreed or determined upon are contained in the report of the Group to the Court. The Court now issues, as an appendix to this recommendation, the report of the Group to the parties and recommends its acceptance in full to the parties





Retrospection:
LCR No. 18632 also provided that any matter not dealt with/agreed by this process should be referred back to the Court for final recommendation. There is no agreement between the parties on the question of retrospection. The Union side has argued that the increases envisaged should be effective from July 2002 and the Company/s view is that no retrospection should be paid, as no savings have been achieved to date.

Having considered the arguments put by both sides the Court is satisfied that, in the unique circumstances and conditions pertaining to the completion of the agreement for this last group in the clerical structure, a level of retrospection is justified in this particular case. Accordingly the Court recommends that the 12.5% allowance provided for in the expert group should be paid in the following manner:- 50% of the allowance should be paid on acceptance with retrospective effect to 1st December, 2003 and the remaining 50% be paid 6 months later, again with retrospective effect to 1st December, 2003 on satisfying the expert group, who should now act both as a monitoring group and to assist the parties in the implementation of the proposals, that the proposals have been implemented.



Signed on behalf of the Labour Court



Raymond McGee
18th_January, 2007______________________
JBDeputy Chairman



NOTE

Enquiries concerning this Recommendation should be addressed to Jackie Byrne, Court Secretary.



RECOMMENDATIONS

OF
THE TECHNICAL GROUP

ON TERMS FOR

WORK PRACTICE CHANGE AGREEMENT

CLERICAL AND ADMINISTRATIVE AREA

AN POST








PHIL FLYNN
TOM POMPHRETT
EAMONN RYAN





chapter 1 - Context4

chapter 2 - STATUS and Scope of AGREEMENT6

chapter 3 - General Terms, Conditions of Employment & General Work Practices8

chapter 4 – Continuous Change and Cooperation11

chapter 5 - aBSENCES from Work12

chapter 6 – Annual Leave, holidays and Public holidays14

chapter 7 - INITIAL Staffing Process18

chapter 8 - SURPLUS Staff20

CHAPTER 9 - FUTURE APPOINTMENT & STAFFING PROCESS…………………………………..23

Chapter 10 - Operational Procedures and Staffing Requirements25

• 
  Section 1 - Headquarters25
  Section 2 - Finance26
  Section 3 - Philatelic27
  Section 4 - Customer Services28
  Section 5 - Dublin Mail Centre29
  Section 6 - Provincial Mail Centres30
  Section 7 - Regional Offices31
  Section 8 - National Payroll Centre33
  Section 9 - Chargeteller Dublin 235

Chapter 11 – Compensation and Assimilation36

Chapter 12 - Mark Time Cessation39

Appendix 1 – Scope of Proposal41

APPENDIX 2 - STANDARD OF MEDICAL CERTIFICATION FOR AN POST……………………………….42

Appendix 3 – Voluntary Severance/Voluntary Early Retirement Schemes43

Appendix 4 - Staffing44

Appendix 5 - Standards for Finance Section46

Appendix 6 - Standards for Philatelic Section47

Appendix 7 – Standards for Customer Services Department49

Appendix 8 - Job Description and Responsibilities for Delivery Services Manager Sub Offices / Operations Control Manager…………………………………………………………50

Appendix 9 - Job Description and Responsibilities for Revisions / Route Optimisers51

Appendix 10- Job Description and Responsibilities for Transport Managers52

Appendix 11 - Job Description and Responsibilities for Post Office Clerks53

Appendix 12 – Job Description and Responsibilities for Superintendent - provincial Regional Office54

Appendix 13 – Job Description and Responsibilities for Overseer - Regional Office55

chapter 1 - Context


1.1 Introduction

1.1.1Section 1 of the Transformation through Partnership in An Post Agreement (TTPA) of 2000 set out the challenges facing the Company in the context of a liberalised postal market.

1.1.2In order to meet these challenges, and in order to meet commitments made under the Transformation through Partnership Agreement (TTPA), to provide for stable earnings for staff, it is essential that the Company and the Union reach a revised working agreement. This Agreement is designed to achieve a sufficient level of operational change necessary to make a significant contribution to the achievement of savings as set out in the Company’s Strategic Plan, in order to help address the Company’s financial difficulties as well as to fund appropriate/affordable rewards systems and the ESOP delivery arrangements savings.

1.1.3It is management’s responsibility to plan, organise and operate the business in a manner which assures its commercial viability. In this regard, management will determine the services to be provided, the resourcing requirements and the associated operational arrangements to ensure the cost effective and efficient delivery of these services to customers. Insofar as the implementation of these arrangements impact upon employees, management is committed to addressing these issues with the Communications Workers’ Union through the provisions of Chapters 3 & 4 of this Agreement.


1.2 Key Principles

• 
  The key principles of the Agreement, which are covered in more detail in the later Sections, are as follows:

�Elimination of the dependency on overtime

�Flexible utilisation of staff

�Introduction of best practice

�Conformance with all provisions of the Organisation of Working Time Act 1997

�Achievement and maintenance of agreed performance standards, where appropriate.

�Ongoing measurement of key performance parameters and open sharing of such data between employees and management

�Provision of affordable rewards / benefits package as provided for under the terms of TTPA.�Provision of a selection process and career progression opportunities that will encourage the development of all employees and will ensure that skills are identified and developed including an appropriate level of training.

�Implementation of a high quality, business oriented administrative structure.
















chapter 2 - STATUS and Scope of AGREEMENT

2.1 Status of Agreement

2.1.1This Agreement is a Collective Agreement within the meaning of the Postal and Telecommunications Act 1983. Where there is any conflict between the Scales of Pay and Conditions of Service of any employee of the Company who was designated for employment with the Company pursuant to Section 45 of the Postal and Telecommunications Services Act 1983 and the terms of this Agreement, the terms of this Agreement shall prevail. Nothing in this Agreement shall vary the conditions in regard to tenure of office of an employee of the Company designated for employment with the Company pursuant to Section 45 of the Postal and Telecommunications Services Act 1983.


2.2 Scope

2.2.1This Agreement applies to all work and grades represented by the CWU covered in the sections / areas set out in Appendix 1.

2.2.2For the purpose of this Agreement, an area is defined as follows:
�GPO Dublin
�Dublin Area Office/Regional Office
�Dublin Mails Centre
�Each Provincial Office / Regional Office
�Administration area of a Mails Processing Centre.
Dublin will be a single area for the purposes of Initial Staffing.

2.2.3A section is defined as a work area within the above areas i.e. Finance, Philatelic, Customer Services, each Area/Regional Office, National Payroll Centre, Welfare Services (Welfare Officers), Security Services (IB Inspectors), all clerical administration areas (within scope) of Dublin Mails Centre and also of each Mails Processing Centre.

2.2.4For the purpose of Chapter 7 (Initial staffing) only, the current 7 Area Offices under Collections & Delivery will be deemed as one single section.

2.2.5For the purpose of this Agreement, all staff recruited or promoted on or after the date of implementation of the Redesigned Clerical and Administrative Working, will be “Future Entrants” and will attract the terms and conditions of Future Entrants, save where otherwise specified in this Agreement.



2.3 Relationship with Any Other Agreement

2.3.1Where there is a conflict with existing agreements, local arrangements, written or otherwise recorded, within areas comprehended by this agreement, the terms of this Agreement will prevail.
2.4 Interpretation

2.4.1In respect of the interpretation or application of this Agreement or any sub-section of the Agreement, any disagreement that arises which is not immediately resolved locally will be referred directly to Headquarters level, and failing resolution within five working days at that level, to the Labour Relations Commission and to the Labour Court if necessary. The decision of the Court shall be binding on both Parties.



2.5 Commencement Date

2.5.1For the purpose of regulating this Agreement, the Commencement Date will be the date agreed by the parties for the implementation of the proposals.



chapter 3 - General Terms, Conditions of Employment & General Work Practices


3.1 General Terms and Conditions of Employment


3.1.1All staff currently graded Post Office Clerk at the date of this agreement will retain their current terms and conditions, as amended by this Agreement, on a personal to holder basis.

3.1.2All staff currently graded Superintendent 1 , Superintendent 2, Overseer, Inspector, Fleet Inspector, at the date of this agreement will retain their current terms and conditions, as amended by this Agreement, on a personal to holder basis.

3.1.3A new clerical entry grade shall be introduced in the sections/areas covered by this Agreement with effect from the date of the Agreement.


3.2 Overtime

3.2.1Working of overtime and the scheduling thereof must be authorised by management. Absence will no longer require automatic cover but, where it is deemed necessary, the level of cover will be matched to the work requirements.


3.2.2Overtime will not be permitted during work breaks unless it is authorised in advance by management and subject to the provisions of the Organisation of Working Time Act 1997.

3.2.3The Company will, within six months of the ratification of this Agreeemnet, carry out a review of all management/supervisory posts within the scope of the Agreement, including the attendant salary levels, as part of the roll out of the Company’s new management organisational structure. Pending the implementation of this review the terms of clause 3.2.4. will not apply.

3.2.4There will be no overtime paid at supervisor / management level. In cases where extra attendance is required, time off in lieu will be allowed on an hour for hour basis.



3.3Allocation of Work

3.3.1It is a central principle of this Agreement that all assignments are subject to business needs and service commitments to customers. Staff shall be assigned to specific section/areas but not to specific work tasks. It is accepted that management have discretion to allocate, assign and schedule work within and between the areas/sections included in the scope of this Agreement and between grade levels. This will include the scheduling of associated breaks. Management and staff will relocate as required to other sections within each area to provide assistance and/or absence cover where required. Such discretion will be subject to the criterion of reasonableness. However, employees will be assigned to a specific body of work on which, as a norm, they could expect to continue. In circumstances where work is transferred within sections/area, it will be integrated within existing work and within levels. For particular pressure considerations or in the event of unexpected absence, management may also assist in clerical work.



3.3.2Attendance times for each office will be scheduled to reflect its specific operational needs and service requirements. These attendances will encompass full time and part time attendances, which will have a range of start/finish times depending on work and service requirements. Attendance patterns may be subject to periodic review and change to take account of operational needs and requirements. Any changes arising will be dealt with in accordance with the provisions of Chapter 4.




3.4 Temporary outsourcing of work in special circumstances

3.4.1It is accepted by both parties that, on occasion and in order to meet temporary (except where otherwise agreed) business requirements, it will be necessary for the Company to outsource work. Temporary outsourcing in these cases will be subject to the provisions of Chapter 4. This proposal will not affect the outsourcing currently in place in the Philatelic area.


3.5 Staff Training3.5.1It is necessary for the successful implementation of revised working in clerical areas that all staff are fully competent in new and existing work processes and tasks. To bring this about, training and familiarisation appropriate to the needs of the staff and the business will be provided and training records will be signed off by both the trainer and trainee on satisfactory completion of the training.

3.5.2The local manager/ supervisor will be responsible for planning, organising and delivering on-the-job training to new employees, and refresher training to existing staff. As part of their job role, managers / supervisors will be expected to be familiar with all procedures and all other relevant work within the section/ area. Where necessary, training will be provided to the local manager/ supervisor.

3.5.3Training may consist of on-the job training, class-room training or a combination of both.

3.6 Attendance recording

3.6.1Start and finish times including the recording of meal reliefs will be recorded by means of electronic recording media where such systems are available and are provided. Otherwise they will be recorded on either attendance sheets or in attendance books.


3.7 Work attendance liability

3.7.1A net 37� hour working week, with a liability for a 5 day attendance over 6 days, Monday to Saturday will apply to all full time grades save where otherwise specified.


3.8 Organisation of Working Time Act 1997 compliance

3.8.1There will be full compliance with all provisions of the Organisation of Working Time Act 1997.


3.9 Attendance Changes

3.9.1Any request by an individual for a temporary change to their scheduled hours of attendance must be authorised in advance by management.

3.9.2Staff requests for temporary changes to scheduled hours of attendance (e.g. earlier or later attendance), where authorised, will not attract any allowances that would not apply to their normal scheduled hours of attendance.

3.9.3Any request by an individual to swap their scheduled attendance with that of another employee in the same office/ work area must be authorised in advance by the manager and must be of the same duration. Individuals seeking attendance swaps must have the necessary skills to carry out the work.


3.10 Work Measurement/Standards

3.10.1Staff will co-operate fully with the introduction of work measurement and standards by areas, where appropriate, as agreed from time to time and will operate in compliance with these standards.


3.11 Communication process

3.11.1Business communication meetings will take place as required by management during, and as part of, the normal working day. Staff will attend these briefings when requested to do so.



chapter 4 –Continuous Change and Cooperation


4.1 Change

4.1.1Ongoing change will be a continuing feature of the everyday working environment and accepted as critical to the survival of the Company, future job security, and to improvement of the performance of clerical and administrative work in a rapidly changing industry.

4.2 Implementation of change

4.2.1Employees will co-operate with the implementation of change. These will include measures related to customer service, compliance, efficiency, cost reduction, training and retraining and the continuous introduction and application of technological development, the redesign of work organisation and methodology, reengineering or other such measures. In this regard the following will apply:

• • (i) Normal ongoing change, change needed to protect the business and change which has been agreed elsewhere in this Agreement, will be implemented. To bring this about, there will be consultation between staff / representatives and management at the appropriate level up to a maximum of two (2) working days, unless otherwise agreed at which point the change will be implemented. Any employee impact or other issues which cannot be resolved in advance of the implementation will be subsequently processed through the agreed procedures up to and including the Labour Court.
  • (ii) Where major change initiatives are identified, timely consultation will take place. Employee impact issues and any other issues which emerge during consultation and / or a partnership process, will be dealt with through agreed procedures, up to and including the Labour Court. The parties will agree to make themselves available to ensure that the process outlined above can be completed in time to meet implementation deadlines for the project / initiative.

chapter 5 - Absences from Work


5.1 Notification of Absence

5.1.1All absences must be notified to the supervisor / manager and this must be done personally where possible. Timely notification is required on the first day of any absence. This should be, where possible, at least 15 minutes before scheduled commencement of work.

5.2 Notification of Return to Work

5.2.1In respect of all absences, the supervisor / manager must be informed not later than the work day preceding the day the employee intends to return to work.


5.3 Return from Absence

5.3.1On return from all absences an employee must report to the supervisor / manager before commencing work. In the event that the employee`s scheduled start time is earlier that that of the manager / person in charge, the employee will report to the supervisor / manager at the first available opportunity.


5.4 Medical Certification

5.4.1Where a Medical Certificate or a Certificate of Fitness is required, it must comply with the standards set out by the Company. (See Appendix 2 for details)
5.5 Absence Cover

5.5.1Management will prioritise assign and schedule work to manage absence cover. Accordingly, work will be absorbed by co-workers save as provided for in 5.5.2 & 5.5.3 below.

5.5.2Absence will not automatically require replacement cover. Where capacity exists within a section/area work will be absorbed, to the greatest extent possible, by colleagues. Where capacity to absorb the work does not exist, the manager may decide to prioritise work and allow work of least priority to await the return to full attendance or the existence of capacity, whichever is the soonest. In the case of absent supervisors, the work will if possible be covered by colleague supervisors in adjacent areas.

Where the manager decides that the work should be covered, the manager may decide to use
any one, or a combination of the following:
�Temporary staff
�Leave reserve
�Overtime
�Acting up

5.5.3Short term absence in respect of managers / supervisors (up to 4 weeks) will not be covered by staff acting up, unless deemed necessary by management. Other managers/supervisors may be required to provide a level of cover in such circumstances. Absence periods in excess of 4 weeks may be covered on an acting basis at the discretion of management. Acting lists will be formed by a competitive selection process comprising of application form, curriculum vitae, aptitude test and interview.


5.6 Return from Sick Leave Absence

5.6.1On return from all sick absences an employee must comply with the terms of Circular 25/2003 ‘Reporting of Sick Leave Procedure’ by completing the revised ‘Reporting of Sick Leave Form’.

chapter 6 – Annual Leave, holidays and Public holidays


6.1 Definition of Holidays

6.1.1Each employee will have a composite annual holidays allowance consisting of the annual leave allowance appropriate to the grade and one day in respect of each Public Holiday.

6.1.2Annual holidays will be administered on the basis of the Redesigned Clerical and Administrative working year, i.e. the calendar period from 1 October to 30 September.

6.1.3The annual holidays allowance of serving employees and future entrantsEmployees appointed after date of implementationunder the Redesigned Clerical and Administrative Working arrangements shall be as follows:

• 	Fully Inclusive Leave (Days)
  Serving POC (On personal to holder basis)	23 + 9 Public Holidays
  Future EntrantsExcluding internally recruited employees who already have a higher Annual Leave allowance who will retain that allowance on a personal to holder basis	21 + 9 Public Holidays
  Overseer (On personal to holder basis)	24 (25 after 10 years) + 9 Public Holidays
  Inspector (On personal to holder basis)	23 (24/25 after 5/10 years) + 9 Public Holidays
  Future Entrants2 Overseer/Inspector & DSM at DPM Level	21(22/23 after 3/6 years) + 9 Public Holidays
  Supt 2 (On personal to holder basis)	26 (27/28 after 5/10 years) + 9 Public Holidays
  Future Entrants2 (Including Transport Manager)	21(22/24 after 3/6 years) + 9 Public Holidays
  Fleet Inspector (On personal to holder basis)	27 + 9 Public Holidays
  Supt 1 (On personal to holder basis)	28 (29/30 after 5/10 years) + 9 Public Holidays
  Future Entrants2	23 + (24/26 after 3/6years) + 9 Public Holidays

6.1.4The annual holidays allowances at 6.1.3 are fully inclusive. In the case of existing employees at the date of this Agreement, the annual holidays allowance includes 3 days in lieu of the extra holidays currently accruing in respect of Christmas, Easter and the Good Friday holiday, on a personal to holder basis. These three days will not apply to future entrants and will be classed as normal working days for pay purposes.

6.1.5Only the premium element of overtime will be used to accrue leave in lieu, with the actual time worked being paid for at standard time. No more than three (3) days leave in lieu per year may be accumulated per employee.6.2 Holiday Nomination and Confirmation Procedure6.2.1Annual holidays will be applied for and approved in advance.6.2.2The main holiday period shall run from 1 May to 30 September. Each employee must take a minimum of 10 consecutive working days (which may include a public holiday) during the main holiday period and the Company will provide that facility. Where it can be accommodated within the section, up to 15 working days may be scheduled and approved.6.2.3Where, during the main holiday period the Company cannot accommodate at least 10 working days leave for any staff member, the period may be extended into April or October and any employee obliged to use this extension in order to get a 10 working day holiday will qualify for one extra days leave for each full week taken in April or October (maximum 2 days).6.2.4Secondary holiday periods, if approved, will be taken during the remainder of the calendar year. Where 15 consecutive days are not taken during the main summer holiday period, a minimum of 5 consecutive working days will be taken in the period 1st October to 30th April.6.2.5Individual days leave may be applied for throughout the year.6.2.6Annual leave allocation will be section specific aside from the Dublin Mails Centre and Regional Offices - where leave will be allocated within sub sections. Leave shall be allocated on the basis of seniority within grade.6.2.7Pre-allocated holidays will only be changed if authorised in advance by the manager.

6.3 Shut-down Days
6.3.1The Company may decide to shut down various services in sections/ areas during the course of the year. The shut-down period(s) and the affected services will be determined and communicated before the process of allocating holiday times for the forthcoming year gets under way.

6.3.2In all cases, employees in the affected areas and services will be scheduled off during the shut down period. This will automatically reckon as annual leave, unless the employee would not normally have been working on that day, in which case the leave may be taken at another time during the holiday year.6.3.3The Company will be enabled to continue to have Good Friday as a non working day in respect of certain staff in certain operational areas. Where Good Friday is worked, the current payment practice will continue to apply.




6.4 Carry-over of Holidays6.4.1Except as in the circumstances outlined at 6.4.2 below, employees must take their full annual leave entitlement during the leave year to which it applies.6.4.2Employees will not be permitted to carry over or bring forward holidays (except in instances where this leave cannot be granted in the current leave year) from one leave year to another, unless exceptionally approved by management.

6.4.3The period(s) for which carry-over is sought must originally have been identified as annual leave and must have fallen during a period of absence (i.e. maternity leave or long term sick absence). However, where an application is made to carry over leave for personal reasons such application(s) will be exceptionally considered.6.4.4All applications to carry over leave must be received before the end of the leave year and must be submitted through the local manager.6.4.5Holidays approved for carry over should be taken during the first 6 months of the following leave year,unless otherwise agreed.



chapter 7 - INITIAL Staffing Process


7.1 Commencement7.1.1On the commencement of the Redesigned Clerical and Administratrative Working in each specific office, the existing duties covered by this Agreement will be amended in accordance with the new arrangements as set out in Chapter 10. All project work, including projects outlined in Chapter 10, section 1.2.1, will continue in a supernumery capacity and are subject to the requirements and duration of each specific individual project.

7.2 Filling of Management/Supervisory Positions7.2.1On commencement of Redesigned Clerical and Administrative Working, management / supervisor positions will be allocated in the following sequence:
�Posts created as a result of this Agreement, by competitive process from existing staff comprehended by this Agreement, based on suitability
�Posts retained, existing job holders remain in place, and seniority to apply where number of posts are reduced
�Posts vacant, advertise among staff of same grade in section / area based on seniority and suitability
�Posts vacant after local process, advertise nationally based on seniority and suitability
�Posts vacant after allocation of available and eligible staff, then recruitment by competitive process based on suitability
�Posts still vacant after internal process to be advertised externally.


7.3 Assignment to Clerical Positions7.3.1Clerical positions should be filled by means of a duty competition within the particular section/area. For the purposes of this competition, staff options will be accepted in the following sequence subject to qualifications and suitability:

(i) Displaced management / supervisory grades (on seniority)
(ii) P.O.Cs (on seniority within section)
(iii) P.O.Cs (on seniority) within area
(iv) P.O.Cs National within Scope
(v) Any unfilled positions advertised amongst all staff nationally within the Company and ultimately, if necessary, the positions will be advertised externally.

7.3.2The following will be taken into account in determining suitability:
(i) Medical restrictions
(ii) Attendance and conduct
(iii) Qualifications.7.4 Unassigned staff7.4.1In conjunction with the initial staffing process, the Company will invite expressions of interest in VER or VSS. There can be no guarantee that an expression of interest in voluntary retirement/severance will be accepted.7.4.2Any unassigned staff remaining at the end of the initial staffing process, will be defined as Surplus Staff and subject to the provisions set out in Chapter 8 - Surplus Staff.
chapter 8 - SURPLUS Staff


8.1 Definition

8.1.1For the purpose of this section, the term “end state establishment” in any section/area refers to the final staffing establishment required when the redesigned working arrangements have been implemented, in full, in that section/area.

8.1.2Surplus staff will be those current permanent staff who did not achieve a position in the end state establishment.

8.1.3The Redeployment / Resource Centre is a mechanism for managing employees who are surplus to the Company’s operating needs at any given time. The three key objectives identified for the Redeployment Centre are to:

�Ensure that opportunities are maximised to use employees as cover against short term needs (e.g. absence, unanticipated work peaks) and to avoid incurring additional payroll cost among the established work force.
�Provide appropriate training, work experience, project assignments and opportunities for development of employees seconded to the Redeployment Centre, to enable them to secure any new internal roles or fill vacancies that might arise or to secure employment externally.
�As expeditiously as possible, reduce the number employed by the Company to a level appropriate to its needs.

8.1.4The Redeployment / Resource Centre will exist in a physical sense in larger urban areas or where otherwise practical to do so, and staff who are surplus will be required to relocate to the appropriate Centre. Staff deemed surplus in areas where there is no physical Redeployment Centre nearby will be addressed on an individual basis.
8.2 Process for Dealing with Surplus Staff

8.2.1On acceptance of this Agreement, all staff members covered by the Agreement will be circulated with a form setting out the following options and asking them to indicate their preferences in order of choice:
(i) a post within their own section/area
(ii) relocation / redeployment to another company facility
(iii) voluntary early retirement (if qualified)
(iv) voluntary severance.


8.2.2On finalisation of the end state establishment in any section / area, surplus staff, if existing, will be dealt with in the following sequence:(i) Staff members who have indicated a desire to be redeployed / relocated will be accommodated first
(ii) Surplus staff still remaining in the section/area, who are qualified and have applied, will be offered voluntary early retirement on a seniority basis
(iii) Should this fail to resolve the issue, voluntary severance will be offered on a seniority basis to those staff in the section/area who have applied for severance
(iv) Any remaining surplus staff will be assigned to a Redeployment Centre.

In dealing with voluntary severance or voluntary early retirement, the Company will retain the right to consider any application in the light of its need to retain essential skills.
8.3 Redeployment/ Relocation

8.3.1Relocation / redeployment options offered will be to offices as close as possible to the section/area of the affected staff. However, should the staff member be interested in an office further afield, opportunities, where they exist, will also be offered. Should this require a transfer of residence, the staff member will benefit from relocation expenses.8.3.2Such options will be to positions at the level of the substantive grade of the affected staff member. This may, however, also include offers of redeployment to positions at a lower grade. Staff redeployed to a lower grade will retain the terms and conditions of their substantive grade on a personal to holder basis. Redeployment may be used to fill either permanent or temporary vacancies.

8.3.3Staff may be offered the option of relocation / redeployment to an alternative Company workplace and provided the workplace is within a maximum of 30 miles from the employee’s former office, agreement will not be unreasonably withheld. Any dispute on the issue of relocation will be referred to a third party appointed by the Labour Court whose decision will be binding. Travel and subsistence will be paid for a period of 6 months where the new location is in excess of 6 miles from their existing location.


8.4 Voluntary Early Retirement & Severance Schemes

8.4.1When the redeployment/ relocation options have been exhausted and where there are still a number of employees within the surplus staff pool, voluntary severance / voluntary early retirement will become the next available option for these employees.

8.4.2As far as practicable, voluntary severance / voluntary early retirementwill be offered on the most cost effective basis. For example where 2 surplus employees within one category apply for an exit scheme and only one exit can be considered, the least costly option will be applied.


8.5 Redeployment Centre

8.5.1Where all of the options for redeployment, relocation, voluntary early retirement and voluntary severance set out at 8.3 & 8.4 above have been exhausted and surplus staff still remain, such staff should will be assigned to the appropriate Redeployment Centre where training will be provided to enable them to better access future suitable employment opportunities within the Company and also to prepare staff for employment externally should they wish to avail of opportunities presenting.

8.5.2Where an individual assigned to the Redeployment Centre is required to temporarily relocate to a work location which is more than six miles from the work location in which he/ she was initially deemed surplus, he / she will receive travel and subsistence payments for the period of relocation. Payment of travel and subsistence in such circumstances, however, will only apply to periods of temporary redeployment / relocation arising within the first six months from the date the employee is first assigned to the Redeployment Centre.

chapter 9 - Future Appointment & Staffing Processes


9.1 Manpower Planning

9.1.1The staffing establishment will be kept under review and be adjusted to take account of future changes including service requirements and technology.

9.1.2Permanent appointments will only take place when permanent vacancies arise and only where there is a requirement to recruit against the vacancy.

9.1.3The Company will recruit temporary staff to meet its needs in relation to maternity leave, long term sick leave or other non permanent operational requirements for vacancies of three months and upwards.

9.1.4Acting up may be used to deal with short term operational requirements as necessary.

9.1.5Temporary staff will not be recruited against permanent vacancies.


9.2 Filling Manager / Supervisor Vacancies

9.2.1Existing managers and supervisors on the establishment at the Commencement Date of this Agreement will retain the right to opt for vacant positions in their own grade and within their own area, subject to the criteria of suitability and seniority.

9.2.2Where a manager / supervisor who has been promoted or appointed following the Commencement Date wishes to be considered for a lateral transfer at his / her own grade, the application will be considered in a competitive selection process, if the position has not been filled under 9.2.1.

9.2.3All positions due to be filled by promotion, if not filled by the processes set out at 9.2.1 or 9.2.2 above, will be filled by means of a competitive selection process, open to all grades in the Company. Should nosuitable candidate(s) emerge from the internal process, the Company may advertise externally and appoint to such positions.

9.2.4Should there be more than one suitable candidate for a supervisor / manager position, a success list, in merit order, may be formed in respect of each section/area. Supervisor / manager vacancies occurring during the succeeding 12 months may be filled from the appropriate lists without the holding of a competition. Inclusion on success lists shall not confer any entitlement to appointment.

9.2.5Pending the completion of the vacancy-filling process, unfilled positions shall be covered as needed by temporary assignments, by hiring and deployment of temporary staff.

9.3 General Principles for Future Appointments


9.3.1All appointments to positions, whether arising from recruitment, promotion or upgrading, will be subject to a probationary period of six (6) months.

9.3.2Should an employee fail to achieve the standards expected at any stage during the probationary period, there will be early, effective intervention designed to enable the employee to reach and maintain acceptable standards of performance. However, should an internal appointee fail to reach and maintain these standards following these interventions, he/she will revert to his/her previous grading/position and could be redeployed to alternative work. Should an external appointee fail to reach and maintain acceptable standards following these interventions he/she will have their contract of employment terminated.


9.4 Filling of Clerical Vacancies

9.4.1Clerical vacancies will be filled using the following sequential process:
(i) Pending completion of the process set out at 9.4.2, the current practice duty competitions should continue to apply
(ii) Employees who have the necessary skills will be assigned from the redeployment pool to available vacancies in line with the process set out in Chapter 8 – Surplus Staff
(iii) Clerical staff where the applicant(s) has expressed in writing, an interest in working within a particular section/area
(iv) National Transfer List employees who are interested in the position
(v) Existing part time staff at the date of signing the Agreement will be offered full time posts as opportunities arise, subject to suitability.
(vi) Direct internal / external recruitment.9.4.2Cognisant of the elaboration of the Labour Court in its recommendation of 22nd November 2005 in the matter of the Collection and Delivery Work Practice Change Agreement (LCR 18405), the parties should, on ratification of this Agreement, establish a joint working party to consider the problems identified by the Company, and the concerns expressed by the Union, with the Company’s proposal to reform the practice of duty competitions. The working party should be assisted by an agreed facilitator and should aim to complete its work within a period of three months.

Chapter 10 - Operational Procedures and Staffing Requirements

Section 1 - Headquarters

1.1 Staffing Requirements

1.1.1The staffing requirements for Headquarters are outlined at Appendix 4.

1.2 Project Work

1.2.1The staff numbers outlined at Appendix 4 exclude employees currently engaged in project work due to supernumerary status as follows:

a)Collection & Delivery
b)Mails Processing Planning Unit
c)Central Address Database
d)Direct Mail compliance
e)Supt 1 HR Information Systems, Group

1.2.2Notwithstanding 1.2.1.c above the parties agree that the Company shall carry out a complete
review of the Central Address Database project in order to establish the core staffing
required to sustain operational needs. This review should be completed within a period
of 6 months from the date of this agreement.

Section 2 - Finance


2.1Staffing Requirements

2.1.1The staffing requirements for the Finance Section are outlined at Appendix 4.

2.2 Operational Changes

2.2.1The following operational changes will apply:

a)The title “Dublin Mails Revenue” or “DMR” will be replaced by either "National Meter Centre (NMC)" or "Annual Fee Response Service (AF/RS)" as appropriate.
b)In conjunction with the absence cover arrangements set out at 5.5 (Chapter 5), and general flexibilities set out in 3.3 (Chapter 3), the Outdoor Inspector will cover Indoor duties as required in NMC and there will be flexibility in the AF/RS Billing Unit between Billing and Credit Control functions to meet business priorities.
c)Clerical Staff in the AF/RS Billing Unit and the two credit control clerks will report to the Superintendent 2 . Flexibility will be maintained between the two functions i.e. Billing and Credit Control.
d)Work will be segregated between the billing and credit control functions in the Annual Fee /Response Service Billing Unit.
e)Service Applications for Dublin will be transferred from Finance to Customer Services.
f)The standards for docket entry, cheques processing and outdoor meter inspections are outlined in Appendix 5.
g)The following will apply in respect of the AF / RS Billing Unit:
�Customer generation on CRM/IFSfor all new service applications will be done in Customer Services.
�The Finance department will be responsible for A/R detail and recurring orders for all new service applications.
h)The following will apply in respect of the NMC:
�Credipac work will be assumed into the content of one of the duties.
�Pressure overtime created by the assimilation of Dun Laoghaire into Dublin will be subsumed into one of the duties.
�The issuing of Credipac reports to Provincial Offices will cease.
�A Revised Meter Inspection Card will be introduced.
�The use of Registered Post for cheque remittances will cease.
�Meter Inspections will be carried out in line with current meter inspection policy.

Section 3 - Philatelic


3.1Staffing Requirements

3.1.1The staffing requirements for the Philatelic Section are outlined at Appendix 4.3.2 Operational Changes

3.2.1The following operational changes will apply:

a)The pre-processing activities involved in the make up of First Day Covers will be outsourced. The normal requirement for First Day Covers will be accepted into the Bureau already processed.
b)The Bureau will work to agreed work standards where the fulfilment of customer orders is concerned.
c)Additional work as detailed below will be subsumed within the resources proposed in this Agreement.
d)The maintenance of the Customer File will be undertaken by the Bureau.
e)Recording and invoicing of all internal sales (transfer of work from the Philatelic Section), will be undertaken by the Bureau.
f)Despatch of Philatelic product including FDCs to the Presentation List will be undertaken by the Bureau.
g)The Bureau will be responsible for the despatch of product to other Postal Administrations through the Stamps Exchange Programme.
h)Certain Philatelic Products including Year Books will be purchased intact i.e. without any processing work being undertaken in the Bureau.
i)Orders received via the on-line shop will be met and dealt with by the Bureau.
j)The JD Edwards system will be fully complied with.
k)Group working will be introduced on certain activities.
l)Electronic validation of credit card payments will be fully complied with.
r)Appendix 6 outlines the existing and proposed standards for each assembly and order processing activity.



Section 4 - Customer Services


4.1 Staffing Requirements

4.1.1The staffing requirements for the Customer Services Section are outlined at Appendix 4.

4.2 Operational Changes

4.2.1In addition to and in conjunction with, the changes agreed in the Customer Services Agreement 1999, the following operational changes will apply:

a)Staff will be required to rotate between the various sectors as determined by management.
b)The administration of special collections will be transferred from the Charge teller Area in the DMC to Customer Services.
c)Work standards will be introduced in Customer Services.
d)The core hours of attendance will be extended to 8.00 am to 6.30 pm, with a 5/6 day liability. Staggered attendance shifts will apply. A one hour lunch break will apply.
e)Small Ticket work, specifically applications and set up (not billing), will be transferred from Finance to Customer Services. This will involve allocation of numbers, liaison with offices concerned etc.
f)In conjunction with the provisions of Chapter 7 (Initial Staffing) and Chapter 9 (Future Appointment and Staffing Processes), the following criteria will be used for recruitment to the Customer Services Section;
�Telephone test
�Typing skills test requirement to reach standard 40 WPM
�Personal interview
�Probation period (of 6 months)
g)The standards associated with activities in the Customer Services department are outlined at Appendix 7.

Section 5 - Dublin Mail Centre

5.1 Staffing Requirements

5.1.1The staffing requirements for the Dublin Mail Centre are outlined at Appendix 4.

5.2 Operational changes

5.2.1The following operational changes will apply:a)The administration of special collections will be transferred from the Charge teller Area in the DMC to Customer Services
b)The Revenue Protection and Charge teller functions will be amalgamated and report to the Production Manager
c)There will be full amalgamation of work tasks in Records/ Stores, Administration, International and Production Planning. These functions, under International/ Administration and Production Planning, will report to the two Facilities and Production Planning Managers
d)Staff Control and HR functions will be amalgamatedandwill report to the HR Manager
e)Attendance Liabilities will vary according to requirements. However, the norm will be 9.00am to 5.30pm, Monday-Friday except where otherwise stated
f)Weekend and Extra attendances, where required, will be pre-scheduled.

• 
  Section 6 - Provincial Mail Centres

6.1 Staffing Requirements

6.1.1The staffing requirements for the Provincial Mail Centres are outlined at Appendix 4.

6.2 Absence Cover

6.2.1In conjunction with the absence cover arrangements set out at 5.5 (Chapter 5), there will be full flexibility in staff attendance times in order to achieve effective absence cover. The Superintendent 1 will continue to be required to provide absence cover for the management of the Operations Area of the Plant.

Section 7 - Regional Offices

7.1 Staffing Requirements

7.1.1The staffing requirements for the Regional Offices are outlined at Appendix 4.7.2 Regional offices

7.2.1All Regional Offices will be responsible for Collections and Delivery operations within their region. In Dublin, HR administration tasks(along with any records)relating to other Directorates, which at the time of this Agreement were undertaken at the Dublin Area Office, will be transferred to Human Resources, Headquarters G.P.O

7.3Delivery Services Manager – Sub Offices / Operations Control Managers

7.3.1Delivery Services Units and Sub Offices will be divided into clusters and administered by an Operational manager, supported by a DSM–Sub Offices / Operations Control Manager where appropriate.7.3.2The composition of a Cluster area may be changed / amended / discontinued by management.

7.3.3The job description and responsibilities for the Delivery Services Manager – Sub Offices / Operations Control Managers are outlined at Appendix 8.

7.3.4Hours of attendance will be variable as required and will be in line with DSU Staff attendance times. There will be a 24 hour liability, Monday to Saturday. The day off may be variable and will be scheduled by management.

7.3.5There will be no demarcation of work tasks. The Delivery Services Manager – Sub Offices / Operations Control Manager will perform work as assigned by management.

7.3.6The Dublin based Operations Control Managers will have a limited involvement with sub offices but will be required to assist the Operations Manager. They will also be required to assist in route redesign and implementation. There will be a requirement from time to time for all Delivery Services Manager – Sub Offices / Operations Control Managers to work across cluster areas and to assist in day to day operations in the Regional Office.7.4 Revisions/Route Optimisers

7.4.1The job description and responsibilities for the Revisions / Route Optimisers are outlined at Appendix 9.

7.4.2Attendance times will be variable as required. Desk bound elements of work will be in line with normal office attendance times (9.00am -5.30pm). The day off may be variable and will be scheduled by management.

7.5 Transport Manager

7.5.1The job description and responsibilities for the Transport Manager are outlined at Appendix 10.

7.6 Post Office Clerks

7.6.1The job description and responsibilities for the Post Office Clerks are outlined at Appendix 11.

7.6.2The hours of attendance will primarily be 09.00 to 17.30, Monday to Friday.

7.7Supt and Overseer - HR and Accounting Admin

7.7.1The job description and responsibilities for the Supt and Overseer are outlined at Appendix 12 and Appendix 13.

7.8 Surplus Staff Area Offices

7.8.1Surplus staff in the Area Offices due to close must be accommodated with suitable work in

• their own areas. Following acceptance of this Agreement, discussions should take place between the Company and the Union to determine the work to be provided. Should final agreement on this issue not be in place after 3 months the issue should be referred to the monitoring group for determination.

Section 8 - National Payroll Centre

8.1 Staffing Requirements

8.1.1The staffing requirements for the National Payroll Centre are outlined at Appendix 4.

8.2 Absence Cover

8.2.1In conjunction with the absence cover arrangements set out at 5.5 (Chapter 5), absence cover for the area will be achieved by utilisation of leave reserve and cover by CO/EO posts, at the discretion of management.8.3 Operational Changes

8.3.1The NPC and HQ Payrolls will be amalgamated by the following means:

a)Streamlining / automating tasks and restructuring and transferring them to the NPC and to the HR Departments
b)Revision of the NPC reporting structure
c)Merging of the Payroll databases
d)Introduction of regulator/ streams in HR Departments to facilitate the capture at source of absences, overtime and variable allowances returns
e)Installation of new Cyborg screens in HR Departments to facilitate recording, calculating and payment at source of internal travel & subsistence and entertainment expenses claims
f)Installation of new Cyborg screens in NPC to facilitate recording, calculating and payment of removals expenses, life insurance, VHI
g)Housing of the NPC in single location
h)Provision of any necessary training. The necessary resources will be provided to ensure that management and staff have the requisite skills which enable them to carry out their work effectively and efficiently in the changed environment.


8.3.2There will be streamlining, automation and transfer of payroll tasks. The following work will be transferred to the NPC:a)perform supervision of VHI, life insurance and other payroll deduction tasks
b)external travel arrangements for all Company staff
c)removal expenses for all Company staff
d)payment of board members fees
e)NLC travel and substitution records
f)remit payments in respect of Postmasters PRSI
g)incoming and outgoing files in respect of all payroll deductions
h)data entry to Cyborg in the absence of direct file interfaces
i)deduction reports and payments to outside parties

• Input of credit union / group savings scheme changes
  Tax issues including tax certificates
  Overall summaries of payrolls per week
  Staff payroll enquiries

8.3.3The restructuring of the NPC duties will be undertaken by the NPC Manager in conjunction with the staff involved.

8.3.4There will be no demarcation of clerical tasks.

8.3.5New “Cyborg Screens” will be introduced in the NPC to facilitate the recording of the following:

a)External travel and subsistence (including calculations and payments - similar to internal travel arrangements)
b)Life insurance deductions
c)VHI deductions.


Section 9 - Chargeteller Dublin 2


9.1 Staffing requirements

9.1.1The staffing requirements for the Chargeteller Dublin 2 are outlined at Appendix 4.

9.2 Operational Changes

9.2.1The Charge tellers will report directly to the DSM and will be responsible for:

a)Handling and 'bringing to account' cash paid and Ceadunas mailings which are posted in Cardiff Lane
b)Preparatory work on mail in transit to the DMC which is consolidated in Cardiff Lane
c)Performing meter setting for the Dublin area
d)Performing revenue checks.

Chapter 11 – Compensation and Assimilation


11.1Remuneration - General

11.1.1A non-consolidated productivity allowance of 12.5% (83.67% of the allowance to be pensionable) will apply to employees comprehended by this Agreement, subject to acceptance and implementation of all the proposals set out in the Agreement.

11.1.2The productivity allowance will be paid in two equal phases. The first phase to be paid on the Commencement Date of the Agreement. The second phase to be paid after six months, when the savings have been achieved and subject to independent verification that the Union has cooperated with and complies fully with the revised working arrangements contained in this Agreement.

11.1.3Payment of this allowance comprehends all changes under this Agreement and the ongoing implementation of same.

11.1.4An employee will only be paid the productivity allowance where he/she is fully cooperating with the required changes on an ongoing basis.

11.1.5This payment will not apply to new entrants.

11.1.6The allowance will be administered on the same basis as pay as follows:

a) The allowance will be paid to employees covered by this Agreement when they are absent from work for the following reasons:
�Sick absence
�Annual Leave
�Maternity / Adoption Leave
�Compassionate and Bereavement Leave
�Marriage Leave
�Jury Leave
�Health and Safety Leave.b) The allowance will not be paid to employees covered by this Agreement when they are absent from work for the following reasons:
�Special Leave with pay
�Special Leave without pay
�Suspension with pay
�Exam / Study Leave
�Force Majeure Leave.11.1.7 Where an employee in receipt of the allowance is promoted to a grade other than Fleet Inspector, Overseer, Superintendent 1 or Superintendent 2, payment of the allowance will there upon cease. In such cases, the allowance will be taken into account in applying existing starting pay regulations for the purpose of calculating starting pay on promotion.

11.1.8The non-consolidated productivity allowance associated with this Agreement will apply to those employees designated as surplus staff as set out in Chapter 8.11.1.9A new An Post clerical scale will become effective from the commencement of this Agreement. All clerks recruited into areas covered by this agreement will be paid on the following pay scale €395.00 p.w. x (9 x €20) to €575.00 p, w. as at 1/ 11/ 2006. This new clerk will be fully flexible and interchangeable covering all clerical work appropriate to Post Office Clerks under this Agreement.

11.1.10Existing permanent clerical staff appointed and paid in accordance with the present POC scale will be red circled on a personal to holder basis on the present 14 point scale and will receive the 12.5% allowance.


11.2 Holiday Pay

11.2.1Holiday pay entitlements for current staff encompassed by this Agreement will be made up as follows:
�Basic Pay
�Overtime pay – (pro-rata - averaged over previous 13 weeks)
�Non-consolidated Productivity Allowance (pro-rata)
�Allowances in the nature of pay (pro-rata – averaged over previous 13 weeks).

11.2.2In the case of future entrants, overtime earnings will not apply in the calculation of holiday pay.


11.3 Income Protection Schemes – Protected Allowances

11.3.1Income protection payments in respect of protected allowances will not apply to staff encompassed by the Redesigned Clerical and Administrative Working Agreement.

11.3.2Income protection payments in respect of protected allowances currently payable to staff encompassed by the Redesigned Clerical and Administrative Working Agreement will be subject to compulsory buyout on the commencement of this Agreement at a multiple of 2� times the annual payment in the previous 12 months. The allowances involved are:

�Shift Allowance
�Split Allowance
�Saturday Allowance
�Night Duty Allowance – Flat Rate
�Cash Remittance Unit Allowance
�TV Licence Allowance.

11.4 Income Protection Schemes – Extra Duty Payments11.4.1Income protection payments in respect of extra duty will apply to staff encompassed by this Agreement on the following basis:

�70% of income in Year 1 (Begins the date of the first phased payment)
�55% of income in Year 2 (Begins a year from the date of the first phased payment).

• The baseline for calculating income protection will be set at the maximum number of hours permissible under the Organisation of Working Time Act 1997 (48 per week).

This scheme will be phased out concurrent with the introduction of the proposed change allowance referred to at 11.1.1

11.5 Long Term Actors

11.5.1Staff who have been acting for 2 years or more in management / supervisory grades on the Commencement Date of this Agreement, should be appointed to substantive positions.



Chapter 12 - Mark Time Cessation

12.1 Mark Time

12.1.1The current arrangement regarding mark time, as set out in Section 9.1.4.9 of the TTP Agreement (see below), will continue for a further three years from the date of signing of this Agreement, after which time its continued operation will be reviewed. Should the parties disagree on future arrangements at that time the matter will be referred back to the Labour Court for final adjudication.

Extract from Transformation through Partnership Agreement
Section 9.1.4.9 - Mark-Time Scheme - JCC Report 343

• Staff who are currently eligible for the Mark - Time Scheme under Post Office Joint Conciliation Report No. 343 will continue to be eligible to receive Mark - Time payments. Any increase in basic pay arising out of a regrading or promotion as a result of this agreement will give rise to a revision downwards in the existing mark time baseline.
  • Mark Time payments payable under POJCC Report 343 will be the subject of compulsory buyout on the introduction of alternative reward schemes and / or grade restructuring at a multiple of 2 1/2 times the annual payment as set out at Appendix 5.

Appendix 5
Clarification of Income Protection Proposals (Clause 9.1.4)

• • 1. Staff who are currently in the mark time scheme and who are in receipt of mark time payments, the annual value of which is less than the increase in pay* arising out of grade / pay restructuring, will have their mark time payments compulsorily purchased at a multiple of 2 1/2 times the annual payment in the previous 12 months. (subject to paragraph 5)

• • 2. Staff whose annual mark time payment in the previous 52 weeks exceeds the annual increase in pay* arising from grade / pay restructuring will have their annual mark time baseline reduced by the difference between their basic pay prior to grade / pay restructuring and the new pensionable salary. This will result in a reduction in their mark time payments by this amount. These staff will have an option to have their mark time payment purchased at 2 1/2 times the annual payment in the previous 52 weeks. (subject to paragraph 5)

• • Staff who suffer a loss of protected allowances as a result of grade / pay restructuring and who are not in receipt of mark time payments will receive a lump sum buy out equal to 2 /12 times the difference between their current protected allowances and the amounts in respect of these protected allowances incorporated into the new pensionable salary.
    
    Staff who are currently in the mark time scheme and who have not been in receipt of payments in the 52 weeks prior to the introduction of grade / pay restructuring shall be dealt with as follows in terms of mark time scheme buyout;

• • No payment in previous 52 weeks and annual baseline greater than or equal to �400

These staff should receive a lump sum in compensation of �1000.

No payment in previous 52 weeks and annual baseline less than �400.

• • These staff shall receive a lump sum in compensation of 2 1/2 times their annual baseline amount.

• • Any such payments made shall be set off against any compensation due under paragraph 3.

• • 5. Staff who are currently in the mark time scheme and who were in receipt of mark time payments in the 52 weeks prior to the grade / pay restructuring shall receive the following lump sum in compensation for buyout of mark time scheme.

• • (i) Annual mark time payment in the previous 52 weeks of less than �400 then lump sum of �1000.

• • Some element of this payment may be set off against any compensation due under paragraph 3 in order to avoid double payments.
    
    (ii) Annual mark time payment in the previous 52 weeks greater than �400 then lump sum equal to 2 1/2 times the annual payment in the previous 52 weeks.

• • Staff currently in the mark time scheme must have been liable to suffer loss in protected allowances as a result of JCC Report 343.

• • *The annual increase in pay arising out of grade / pay restructuring is taken to be the difference between basic pay prior to the grade / pay restructuring and total pensionable pay after grade / pay restructuring.

Appendix 1 – Scope of Proposal


1Ancillary Service Manager and Supervisor not included in scope











APPENDIX 2 - Standard of Medical Certification for An Post

The essential features of a medical certificate include all of the following:
� Name and address of the doctor
� Name and address of the patient
� Statement that the patient is, or was, under the doctor’s care
� The opinion of the doctor that the patient is incapacitated due to illness/accident
� The nature of the illness
� The expected duration of incapacity
� The date of issue
� Most important, it should have the doctor’s signature and not a rubber stamp.

Notes:
1. The name of the employee must be legible.
2. The period covered by the certificate must be indicated by stating the date from which and date up to which certification is given:
� In any spell of absence, the maximum period of absence which may be covered by the first medical certificate is 7 consecutive calendar days reckoned from the beginning of the absence. A second certificate will be required for any continuing absence of up to 7 further calendar days. A third certificate will be required for any absence continuing beyond 14 days, with further certificates required every 14 days thereafter, or as may otherwise be required by the Chief Medical Officer in any individual case.
� Whenever a single absence reaches 30 calendar days, the employee will be requested to furnish a doctor to doctor report to the Chief Medical Officer.
� A medical certificate for an absence of 15 days or longer will, as a matter of course, occasion a request to the employee to furnish a doctor to doctor report to the Chief Medical Officer.
� In certain circumstances an employee may be subject to a requirement to obtain certification from the appropriate Company Medical Officer in respect of all absences.
3. The date the certificate was issued must be given. Backdated certificates of ill health are not acceptable.
4. The reason why the employee is deemed incapacitated must be given. If this is confidential, the certificate can be sent directly to the Chief Medical Officer, An Post, Room 3-188, GPO, O’Connell Street, Dublin 1 and the employee must inform their immediate manager that they have done so.
5. The name of the doctor/practice must be identifiable. The doctor’s signature should be legible and the document should be stamped with the practice stamp.

• • A Certificate of Fitness for Work must also conform to these requirements.

Appendix 3 – Voluntary Severance/Voluntary Early Retirement Schemes

SS1:
Age 60+ <30 yrs service
Immediate pension and lump sum +18 months pay max, (on a sliding scale from age 60).

SS2:
Age 60+ > 30 yrs service
Immediate pension and lump sum +15 months pay max, (on a sliding scale from age 60).

VS1:
>1 and < 5 yrs service

For those with more than 2 years service: Pension & Lump sum at 60 + (8weeks per year) max 40 weeks, min 20 weeks.

For those with 1-2 years service: (8weeks per year), min 20 weeks.

VS2:
>5 yrs service and >5yrs potential service to the minimum retirement age
Pension & Lump sum at 60 + (9weeks per year) 3.5 yrs max.

VER1:
>5yrs service and <5yrs potential service to minimum retirement age
Immediate pension and lump sum + added years at 0.35yrs to a max of 7 years+ long service
gratuity payment over 35yrs service.

Appendix 4 - Staffing

4.1 Headquarters

4.2 Finance

4.3 Philatelic

4.4 Customer Services





1 Partnership process currently being reviewed.
2 Meters:1 Outdoor (also cover role), 3 Indoor. AF/RS: 2 Credit Control, 4 Data Entry. Total Includes 5 Clerical
(Parcels)
3 Including parcels integrated staff as follows: 9 Parcels Customer Services, 3 Parcels Proof of Delivery.


4.5 Dublin Mails Centre

4.6 Provincial Mail Centres
4.7 Regional Offices


4.8 National Payroll Centre
4.9 Chargeteller Dublin 2
4.10 Review
Staff numbers and responsibilities should be reviewed after nine months.


41 Revenue Protection, . 5 International/Administration. .5 Production Planning & 2 in HR
5 2 in HR & 1 International/Administration & 1 Production Planning
6 Includes 3 leave reserves and includes 3 Revenue Protections, 5 HR, 2 Administration (also assists Revenue
Protection), 2 International & 1 Prod. Planning
7 Includes 1 Parcels clerical transfer.
8 Includes 4 Parcels clerical transfers.

Appendix 5 - Standards for Finance Section

5.1 Cheques Processing

5.1.1 The standard for cheques processing will be 50 cheques per hour.

5.2 Docket Entry

5.2.1 The standard for docket entry will be 600 dockets per day. For new staff the standard will be 550 dockets per day, increasing to 600 after 3 months.

5.3 Outdoor Meter Inspections

5.3.1 The standard for Outdoor Meter Inspections will be 15 per day (75 per week).

� Standards should be seen as initiative rather than absolute. Equally, on other occasions, out performing standards will easily be achieved. The standards proposed are a fair representation of average output that can be achieved over a year.

Appendix 6 - Standards for Philatelic Section


� F 2, F 3 and F 5 are all labour intensive products. They will be reviewed to establish whether the Company should continue to market them. If the decision is to continue to market the products, the pricing policy will be reviewed and the possibility of relocating away from mainstream processing will be explored.
� The F 6 product will be reviewed. If customers cannot be converted to F 1 type, a holding charge will be introduced to reflect the additional handling required for the product.
� The old quota for FA has not been reviewed or updated for some time now. With better streaming of orders a significant increase in output is achievable. The revised standard refers only to FA orders for current issues.
� Standards should be seen as indicative rather than absolute. The pattern of orders will fluctuate. On some occasions matching standards will present difficulties. Equally, on other occasions out performing standards will be easily achieved. The standards proposed are a fair representation of the average output that can be anticipated over the year. � The use of the Credit Hold Report will be modified to manage this activity on “an exceptions” basis rather than a full check of all orders.
� Automatic processing of all credit card transactions will be introduced to replace the current manual processing.
� In addition to the activities itemised above, further work will arise in the Bureau in regard to Filing orders and Customer data; Sorting orders and processing Customer queries/inquiries over the phone.
� Further activity, not factored into the Quotas above, is the transfer of Bureau work that resided in the Philatelic Section and work associated with Stamps Direct.
� Standards should be seen as indicative rather than absolutes. The pattern of orders will fluctuate. On some occasions matching standards will present difficulties. Equally, on other occasions out performing standards will be easily achieved.

Appendix 7 – Standards for Customer Services Department

7.1 Call Centre
� Abandoned Call Rate agreed Max 4%
� Calls answered Minimum standard 75 per person per day
� All calls to be recorded on CRM system.

7.2 Administration
� All correspondence to be handled on the date of receipt.
� Turn around times on correspondence will be based on customer complaints standards in categories covered by the Company's Code of Complaints and Redress Procedures.
� 30 cases per day minimum (15 minutes per case max).7.3 Redirections / Small Tickets
� Turnaround to meet obligation to customer
(Standards for Redirection Work Only. This includes retentions and renewals).

� Standards should be seen as initiative rather than absolute. Equally, on other occasions, out performing standards will easily be achieved. The standards proposed are a fair representation of average output that can be achieved over a year.

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Appendix 8 - Job Description and Responsibilities for Delivery Services Manager Sub Offices / Operations Control Manager


The Delivery Services Manager - Sub Offices / Operations Control Manager will be a Direct Company line Manager for sub office Postpersons based in their cluster area and will:

� Report to the Operations Manager
� Provide back up to the Cluster Operations Manager.
� Substitute for other Delivery Services Managers and take charge of DSUs in emergencies.
� Be a Regional Office resource and will be required to work outside own area as directed by Regional Manager.
� Manage Sub Postmasters for mails business and will build a good working relationship with them.
� Manage substitution arrangements in sub offices in conjunction with the Postmaster.
� Have responsibility for recruitment, discipline, LAMP, training etc.
� Arrange communications with sub office staff.
� Take ownership of all routes within his/her area including revisions.
� Have responsibility for outdoor inspections and will require a full driving licence.
� Have responsibility for H&S issues.
� Have responsibility for, and build relationship with, and be point of contact for large customers in his/her area.
� Have a dotted line relationship with Customer Services GPO and will investigate and report on any service failures.
� Have responsibility for producing daily reports on performance in each office i.e. clearance report.
� Have his /her own cost centres and will have responsibility for budget within his / her own area.
� Have responsibility for Quality of Service targets and other performance measures in area.
� Have responsibility for signing off 1010’s and authorising any additional attendances.
� Be required to work weekends when sub office staffs are in attendance.
� Visit all DSUs on an ongoing basis and will provide weekly, in advance to Operations Manager, a schedule of planned visits making maximum use of resources.
� Be based in strategic locations throughout the Region. These locations will match the Operations Manager and the location will be decided by Regional Manager.

Appendix 9 - Job Description and Responsibilities for Revisions / Route Optimisers

The Revisions / Route Optimisers will be located in Regional Office or satellite office within region and will report to the Regional Route C&D Implementation Manager.

� The Revisions/ Route Optimisers will have responsibility for the implementation of all local and national projects that impact on the area and will be required to:
� Train on Route Optimiser tool.
� Assist in the designing and implementing new routes.
� Perform posts tests using traditional methods, Route Optimiser tool, or any other method that may be agreed.
� Assist in volume counts.
� Liaise with local staff and unions in relation to route implementation work and will assist Level 3 managers with negotiations.

Revisions/Route Optimisers may be required to work outside their own region.

Appendix 10 Job Description and Responsibilities for Transport Managers


The Transport manager will be:

� Based in Regional Office and will report to Accounting/Admin. Manager.
� Responsible for and supervise Clerks working on Transport.
� Responsible for:
� Transport Budget – Including preparation and managing.
� Servicing and maintaining fleet.
� Implementing and managing SLA with service providers
� All driver related issues including driver performance / impact on vehicle maintenance and repairs. The Transport Manager will be responsible for Fleet Management and will work to best industry practices.


Appendix 11 - Job Description and Responsibilities for Post Office Clerks Post Office Clerks will:

� Report to supervisor nominated by Management including the Transport Manager, and will be required to:
� Perform work across all functions in Regional Office as directed by Management
� Train on all systems as required by Management i.e. Streams/Cyborg/MIS/MPMS/T&T/Tranman etc. including off site training.
� Train on new systems that may be introduced.
� Cooperate with on the job training of other staff, including temporary/casual staff.
� Perform tasks across functions on a weekly/daily/hourly basis within the Regional Office, as required by Management.
� Assist Manager in prioritising tasks, when required
� Cover for CA/CO absences, as the need arises.

Appendix 12 – Job Description and Responsibilities for Superintendent – PROVINCIAL Regional Office


The Supt will be located in the Regional Office and will report to both the Human Resources Manager and the Accounting & Administration Manager. He /she will also have a close working relationship with the Operations Managers.

The Supt is a Regional Office management resource to whom work tasks will be allocated by senior management including a requirement to:

� take charge of the office in the absence of Level 3 Managers

� act as office manager for staff attendance and staff work-load management

� report to and assist the Human Resources Manager with all HR related tasks including:

- Recruitment
- Training
- Discipline / Grievance
- Attendance Management
- Establishment Control
- Manpower Planning
- Personnel Administration
- Health & Safety

� report to and assist the Accounting & Administration Manager with all Accounting & Admin related tasks in particular with Payroll but also with:

- Budgets (Pay & Non-pay)
- Performance Monitoring & Reporting
- Transport
- Operations Administration

Appendix 13 – Job Description and Responsibilities for Overseer - Regional Office

The Overseer will be located in the Regional Office and will report to the Supt and to both the Human Resources Manager and the Accounting & Administration Manager. He /she will also have a close working relationship with the Operations Managers

The Overseer is a Regional Office management resource to whom work tasks will be allocated by the Supt and senior management including a requirement to:

� take charge of the office in the absence of the Supt and Level 3 Managers

� act as office manager for staff attendance and staff work-load management in the absence of the Supt

� report to the Supt and Human Resources Manager and assist both with all HR related tasks including:

- Recruitment
- Training
- Discipline / Grievance
- Attendance Management
- Establishment Control
- Manpower Planning
- Personnel Administration
- Health & Safety.

� report to the Supt and Accounting & Administration Manager and assist both with all Accounting & Admin related tasks in particular with Payroll but also with:

- Budgets (Pay & Non-pay)
- Performance Monitoring & Reporting
- Transport
- Operations Administration.