POSTAL SECTOR EVOLUTION WORKING GROUP

Transcription

1 POSTAL SECTOR EVOLUTION WORKING GROUP SDC project mobilising social partners in a new context 1 February 2016

2 Reminder: main points of the project 18 months project: December 2014 to June 2016 Project focusing on two topics: 1. Collective labor agreements to accompany the change process at national level and social transformation strategies Objectives: identify the key topics dealt with at national level and better understand the process of social dialogue 2. Learning seminar on new services (e-commerce, new services of proximity) Objectives: provide social partners with a better understanding of these new markets thanks to the input from selected external experts A particular attention given to the new competences required and the role of training 2

3 Topic 1: Training seminar on new services Follow-up with e-learning module

4 Elaboration of an e-learning module Training seminar on e-commerce and proximity services organized on November Seminar follow-up: Elaboration of an e-learning module Structure of the e-learning module Around 12 videos of 3-5 minutes from the conference itself, each of them is introduced by a short quizz to test participants knowledge Videos enriched with slides, keywords A final quizz on all the topics of the conference Module to be finalized by 8 April 2016 Enables an innovative, wider and long-lasting dissemination of the seminar s content 3

5 Topic 2: CLAs study Initial results Targeted results and final report Final report Final conference

6 Initial results In total, 38 surveys were submitted from 20 countries Employers and/or trade unions (ratio of responses 50/50) Responses from both trade unions and employers in 10 countries (BE, BG, CZ, IE, EL, CY, MT, PT, RO and SE) Only from trade unions in 3 countries (ES, HR and UK) and only from employers in 7 countries (DE, FR, IT, LT, NL, PL and SK). No responses from 8 countries: DK, EE, LV, LU, HU, AT, SL, FI 4

7 Initial results: new services New services related to e-commerce: Most popular were payments, transport and last-mile delivery (20 countries: BE, BG, CZ, DE, IE, EL, ES, FR, HR, IT, CY, LT, MT, NL, PL, PT, RO, SK, SE and UK) Orders, same-day delivery and advertising (18 countries: BE, BG, CZ, DE, IE, EL, ES, FR, HR, CY, LT, MT, PL, PT, RO, SK, SE and UK) Storage (14 countries: BE, BG, CZ, DE, EL, ES, FR, HR, IT, CY, MT, PL, PT and SK). BG, DE, IE, EL, MT, PT, RO, SE and UK to further develop other business activities related to e-commerce. High-tech tracking systems (e.g. introduction of a secure high tech solution with smart scanning and alerts for customers in Ireland; IT tracking systems in Romania), delivery modes (e.g. tailor-made delivery in Ireland, strengthening forwarding service in Malta) or introduction of e-commerce services (e.g. accessible online e-postal services and development of integrated services for e-commerce consumers in Romania, philatelic products category in e-commerce in Greece). 5

8 Initial results: new services New services related to proximity services The delivery of official documents is the most popular in 14 countries: BG, DE, IE, EL, ES, HR, CY, LT, MT, NL, PL, PT, RO and UK Postal identity management (12 countries: BG, DE, ES, FR, HR, CY, LT, NL, PL, PT, SK and UK) Delivery/administering of pharmaceuticals (9 countries: BG, IE, EL, HR, IT, CY, RO, SK and SE) Delivery of fresh products and measurement of electric consumption (14 countries: BG, DE, IE,ES, FR, HR, IT, CY, NL, PL, PT, RO, SK and SE) Check-up for elderly people (6 countries: DE, IE, ES, HR, CY and SE). 9 countries (IE, FR, HR, CY, MT, NL, PT, RO and UK) to introduce other proximity services. For instance: one stop shop (CY); government services (IE) 5

9 Initial results: social impacts of the sector transformation Recent changes in the sector have had several impacts on the workforce. Main impacts were: Optimisation and reorganization of delivery (e.g. new delivery models as provided by agreement of September 2015 in Italy, mixed mail and parcels' delivery mainly in rural areas and reorganization of mail delivery in France), network and activities synergies and optimization (e.g. mail and express & parcels operations) in Portugal Reduction in the size of staff through increase voluntary leave and pre-pension Increased usage of flexible employment (e.g. temporary contracts, part-time contracts) Increased retraining and job rotation (staff carrying out different responsibilities) (e.g. both postmen and counter clerks are trained on the job to provide more services, postmen to be familiar with several delivery areas (BG); internal mobility is fostered, in particular between the group s branches and programme to favour mobility from a postman to a desk clerk (FR), increase of the variety of tasks in each professional group and workpost (ES) Wage evolutions (e.g. decrease of wages (CY, EL and ES), increase of wages (BG) and the introduction of new salary system (DE) 6

10 Initial results: social impacts of the sector transformation Besides other impacts relate to: Job losses (destruction), staff reduction through involuntary dismissals (incl. incentive dismissals), working time modulation/ evolution (e.g. evening parcels deliveries, modification of work schedules, longer working hours in the most intensive periods (e.g. Christmas time ) (15 countries: BE, BG, CZ, DE, IE, ES, CY, MT, NL, PL, PT, RO, SK, SE and UK) Increased usage of self-employed (10 countries: BE, CZ, IE, EL, ES, CY, MT, PT, SK & SE). 6

11 Initial results: most important changes leading to innovation and optimisation The majority (19 countries: BE, BG, CZ, DE, IE, EL, ES, FR, HR, IT, CY, LT, MT, NL, PL, PT, SK, SE and UK) chose The introduction of technology to achieve more efficient deliveries Ex: introduction of PDA, proof of delivery for not registered mail, track & trace, SMS upon arrival and multiple delivery options to reduce costs without degradation of service quality Other main innovations: Technology to render operations more efficient at sorting lines (77.14 % of respondents) New types of jobs in accordance with diversification strategies (e.g. parcel, banking activities) Introduction of technology for new service delivery (e.g. digital postcards) (74.29 % ) Introduction of result-based management styles (71.43 %) More ICT-related jobs (68.57 % ). Other changes that also lead to innovation and optimisation : Transport networks, sorting phases and delivery networks (IT), as well as liberalisation, competition and privatisation (UK). 7

12 Initial results: change management by social partners Collective Labour Agreement applies for almost all countries In the majority of cases CLA at company level (17 countries: BE, BG, CZ, DE, IE, EL, ES, FR, HR, IT, LT, NL, PL, PT, RO, SE and UK). PostNord (SE) and Cyprus Post apply CLA at sector level. Cyprus and Greek post apply CLA at national level The main topics covered by the CLAs according to respondents are: Working time evolutions Maintenance of labour standards for current employees Wage evolutions Guarantee against lay-offs / employment security Retraining (surplus) labour force Social plans Compensation for redeployed workers (e.g. in case of longer commuting, demotition) The other topics selected by the respondents are : Redeployment of surplus labour force, different working/wage conditions for new employees, adaptations in mail delivery programmes, cultural change and other (around 12 % of respondents) 8

13 Initial results: change management by social partners Reasons to conclude a CLA: In the majority of cases (80 %), a common understanding between social partners on the need to conclude a CLA (16 countries: BE, BG, CZ, DE, EL, ES, FR, HR, IT, CY, LT, NL, PL, PT, RO and UK). In almost half of the countries (46.67 %) CLA was concluded due to the termination of an agreement with a certain run-time (12 countries: BG, CZ, DE, EL, ES, HR, CY, LT, NL, PL, PT and SE). Only four countries (BE, CZ, HR and RO) mentioned the existence of legal obligation as the main reason for CLA conclusion 8

14 Initial results: main results of CLAs conclusion Retraining of staff Specific training for the working position; IT tools; prevention of occupational risks; and training for managers; HR Schools; digital trainings; new styles of leadership Redeployment of staff Retail centres working staff redeployed for delivery; from letter to parcel processing (10 countries: BE, BG, CZ, IE, FR, HR, CY, NL, PL and PT) Reduction of involuntary dismissals (8 countries: BE, BG, CZ, EL, CY, NL, PL and SE) No new staff hired against different labour standards (8 countries: BG, IE, EL, ES, CY, PT, RO and UK) Avoidance of involuntary dismissals in BG, CZ, DE, IE, EL, PL and UK. Areas where further action by social partners may be required to help address the challenges of change management: Parcel sorting and retail area; minimum salaries/wages for all the employees; extension of work flexibility and mobility; CLA to cover all postal operators on the market; retaining full time and permanent jobs; logistics, management (BG, CZ, IE, ES, CY, PL, PT and UK). 9

15 Initial results: CLAs analysis grids 14 CLA analysed through a detailed grid of analysis for each country AT, BE, DK, ES, FI, FR, IT, NL, PL, PG, RO, SP, SW Missing ones: IR and DE Basic information Signatory parties of these arrangements Date of the signature of the agreement and the period of its validity Content of the CLA Objectives of the CLA and other agreements Which contracts types are regulated by CLA and other agreements (e.g. employment contract, contract work, commission work, etc.) Provisions included in the CLA, SA and supplementary documents concerning: general conditions of the employees contract (including: timeframe, probation period, cancellation, payment mode) remuneration (including: salary scales, variable pay, basic remuneration and its relevance to minimum/maximum national remuneration level, subsidies, financial bonus, duty allowance, severance pay, benefits (health care, medical, social security, retirement, allowances, compensation, etc.) layoffs and staff reductions (incl. voluntary dismissal programmes and incentive dismissals) training, retraining and job rotation What are the core differences between recent and previous CLAs signed in your country? When was the previous SA and CLA signed? Are there any employees working for the NPO who are not covered by the CLA or agreement? If so, what type of employees (e.g. self-employed) Impacts of the CLAs provison on change management Do the analysed CLAs support the change management process at the NPO by allowing for: flexible use of staff (outsourcing of labour and services, increased usage of flexible employment relations such as temporary contracts, part-time contracts) wage and working time evolutions (increase, modulation, etc.) flexible staff reductions and recruitment retraining and job rotation (staff carrying out different responsibilities) Do the analysed CLAs help to mitigate the negative social impacts of change management at the NPO? Are there other mechanisms ( in the CLA and other than CLA) that support the change management at the NPO? Changes following the 3 rd Postal directive What are the most significant changes in the postal sector in the country in last 7 years? What are the most significant changes in the postal sector caused by implementation of 3rd postal directive (including changes in market shares of biggest PO)? How do those changes influence the employment level, forms of employment, wages and working conditions in this sector?

16 Exploitation of the results Elaborate a typology based on different transformation levers: Evolution of statuses Wages evolution Internal mobility programmes/ redeployment Working time evolution, modulation Voluntary departure programmes, external mobility Job security Social plans/dismissals Externalisation Delivery optimisation Typology of arrangements /trade-offs made: e.g. no involuntary dismissals in return of wage restraint Define different profiles of social transformation strategies Cautious strategies Moderate strategies Offensive strategies Main trends and future tendencies

17 Final report What main content and objectives for the final report? Draft outline (as suggested by the consultant) 1. Introduction 2. Key developments in the postal sector in Europe a. Mail b. Parcels c. New services 3. The application of CLAs in the postal sector in Europe a. A divergence of postal sector CLAs b. Towards a typology of measures included in the CLAs 4. The value of CLAs for the management of business transformations in the postal sector (analysis) a. How have the various NPOs dealt with surplus staff? b. Is the time of large-scale departures over? How are new employment opportunities created (through new services) and how is existing staff prepared and new staff attracted to these new employment opportunities? c. What has been the role of CLAs in this process 5. Conclusions 6. Annex CLA templates

18 Dates: 24 and 25 May Main elements of content: Consultant presentation: Final conference preparation Surveys and CLAs analysis results Typology of social transformation strategies Key evolutions Case studies on social transformation strategies: NPOs and trade unions presentations Round-table with high-level representatives: PostEurop, UNI, DG Employment