SJN
Member
The Snow Hill line was always being closed this week for engineering work.
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RailUK Forums
Fares are going up regardless of whether staff get a pay rise or not, just like they always have.
Id like to.see this too thanks
Mintona
Established Member
I wouldn’t be surprised if for drivers the offer is for Sundays inside but as an extra day, no extra money, and we go to a five day week instead. So effectively a 25% pay cut. Either that or redundancy.
You can't have a team of staff doing nothing when there is a crisis next door, this is just nonsense.
2022 PAY OFFER TO RAIL MARITIME AND TRANSPORT UNION (RMT)
This document sets out a pay offer for employees covered by collective bargaining agreements between the RMT and DFT Train Operating Companies (TOCs) which incorporates workforce reforms, employment security measures and pay.
1. WORKFORCE REFORMS
1a. Retailing Modernisation
Ticket offices at stations to be re-purposed and modernised phased over a 3-18 months transitional period enabling all retailing to take place on-line, on apps, using self-service ticket machines or contactless ticketing. New processes will be introduced to allow retail services that can only be currently offered through ticket offices to continue. The Ticketing and Settlement Agreement (TSA) Major Change Process will be followed.
See Appendix' A' for key principles.
16. Stations Multi-skilling
A new role of multi-skilled station staff will be created to replace current retail roles in stations. This new role will provide flexible and proactive customer-facing staff working in open public areas equipped with a range of knowledge and skills to assist and engage with passengers in all aspects of their journey through the station.
See Appendix 'B' for key principles
1c. 7 Day Railway to provide robust coverage of Sunday Services
The industry needs to adapt to better serve increased passenger demand for Sunday services requiring more robust coverage arrangements and the commitment to work rostered shifts to remove reliance on voluntary overtime where currently required.
See Appendix 'C' for key principles
1d. Pensions
.hr
•
Support the implementation of the IPSG revised framework proposal to address the Pensions Regulator's concerns on the TOC sections of the Railways Pension Scheme.
rinnovo
See Appendix 'D' for key principles
2. EMPLOYMENT SECURITY MEASURES
It is recognised that these workforce reforms will create some uncertainties for employees working in DfT train operating companies.
Therefore, we have agreed the undermentioned employment security measures to support employees through this transitional period of change.
Voluntary Severance Scheme - to allow affected employees the opportunity to leave the industry should they wish to do so. Redeployment -- to allow opportunities for affected employees to move to a suitable alternative role Re-skilling and re-training programmes – to support affected employees with attaining the necessary skills and competence to adapt to changes in existing roles and/or new roles to meet passenger expectations and encompass new technology development. Mitigating Redundancies – with the provisions for providing opportunities for redeployment, reskilling & retraining this should help to mitigate the need for making compulsory redundancies.
3. PAY OFFER
This offer comprises a one year pay deal: -
•
2% from the 2022 pay anniversary date and a further 1% after 6 months from the pay anniversary date in recognition of commencing the implementation of the workforce reforms set out in this document.
•
A commitment to enter into future discussions on New Entrants, On-Board and Catering to review and agree changes to improve flexibility and utilisation of resources,
This pay offer (including employment security measures) is made on the proviso that the workforce reforms in this agreement are being progressed and that there is no industrial action associated with the implementation of the workforce reforms during the period of this agreement.
Appendix 'A'
Retailing Modernisation
Objective
Changes in technology and consumer habits are driving all forms of retailing to digital as their prime sales channel. Customers now expect to be able to buy all goods and services online, with easy, seamless and intuitive access to customer service where they need help. Less than 14% of all rail ticket sales now involve a ticket office. Nationally 95% of all customer transactions can now take place outside a ticket office through train operator and third-party websites, apps and self-service ticket machines. We will implement a modern rail retail revolution by offering a full range of digital and self service channels, moving out of ticket offices and providing an improved and fully accessible service for passengers comparable with their experience of buying goods and services across all other areas of their lives.
Principles
•
Ticket offices at most stations will be repurposed and rationalised over a 3-18 month period.
www.
All retailing will take place online, on apps, using self-service ticket machines at stations or contactless ticketing.
A new role of multi-skilled station staff will be created to replace current retail roles (see below). These will provide a workforce of flexible and proactive customer-facing staff working in open public areas and equipped with a range of knowledge and skills to help people to find the right tickets and plan their journeys. Colleagues released from behind ticket office windows will be redeployed to these roles.
New processes will be introduced to allow the 5% of retail services that can currently only be offered through ticket offices to continue to be provided.
Arrangements will be made to maintain access for customers who only have cash or those who don't have digital access.
Station operation times will not change, and customers will still have access to the same range of services as they do today.
Guiding principles will be developed nationally, with planning, consultation and implementation managed locally within each TOC. Overall industry coordination will be provided to ensure consistent application.
The Ticketing & Settlement Agreement (TSA) Major Change process will be followed, applying the latest version of Schedule 17 Guidance issued by DfT in April 2022 reflecting customer priorities and purchasing behaviours.
3
Appendix 'B
Stations Multi-skilling
Objective
The vision for stations is that they are safe, accessible and welcoming spaces for all customers, and part of the local communities they serve. A new role of multi-skilled station staff will be created to replace current retail roles. These will provide a workforce of flexible and proactive customer-facing staff working in open public areas and equipped with a range of knowledge and skills to help people to find the right tickets and plan their journeys. Customers will be able to find and buy the full range of services to plan and to take their journeys and easily find all the channels needed to do this, with help and assistance should they seek it. We want our customers to enjoy the experience of using a station, bringing station staff closer to their customers and making them more visible and able to interact more personally across the station.
Principles
Staff presence on station will be provided over 7 days, where required, by multi-functional staff working in the public space providing help and customer service, including assistance with automated ticket purchase through self-service, online and app channels,
A new multi-functional role will be created, accompanied by a new apprenticeship entry role to provide a structured progression for new entrants to the industry.
These will be supported by a competency framework and core principles which will be applied across all TOCs to ensure a consistent customer experience and a career development route for employees.
Existing passenger assistance services will be reviewed and, where necessary redesigned to ensure continuation of current levels of staffed assistance. Online, app and self-service ticket machines will be redesigned and upgraded to ensure they are fully usable by people with all forms of mobility, vision and other additional needs. TOCs will review and update their Accessible Travel Policies and carry out Equality Impact Assessments to ensure existing commitments are maintained.
Guiding principles will be developed nationally, with planning, consultation and implementation managed locally within each TOC. Overall industry coordination will be provided to ensure consistent application,
All changes will be fully safety risk assessed as part of their design and customer groups, employees, and other stakeholders will be consulted, with advice from RSSB and ORR.
Independent monitoring will be carried out, with TOCs also carrying out surveys for ticketless travel and security. Existing monitoring and reporting obligations for accessibility commitments under their NRCs will be maintained.
Appendix 'C'
7 Day Railway to provide robust coverage of Sunday Services
Objective
. We need to adapt to better serve our passengers current new needs with an increased demand
for a 7-day railway.
• Resource availability to operate the railway every day of the week to meet market demand where
overtime and rest day working are not part of business-as-usual rostering. The outcome for customers will be less disruption on Sundays with services better aligned to passenger demand.
Principles
•
Removal of voluntary overtime to robustly resource Sundays and replacement with robust contractual requirement to work flexible rostered shifts on Sundays under a 'Commitment to Work Protocol Where current conditions provide that Sunday will be paid in addition to the contracted hours where they are not incorporated into the basic working week any agreed enhancements will be payable All future new entrants will be required to work their rostered Sunday shifts Commitment to recruit permanent weekend only staff to support robust Sunday coverage Rostering improvements to allow more efficient utilisation of hours against diagrams with greater flexibility of cover
'Commitment to Work Protocol'
1.
rocca
ucLUVIUI.
w
iwuwu
d
Employees are required to work their rostered Sunday turns when these are outside their basic
working week 2. An Employee rostered to work a Sunday turn may request not to work it in accordance with local
practice (depot arrangements). However, if the Sunday turn cannot be covered by another competent available employee, then the employee originally rostered will be required to work the
Sunday turn under this Commitment to Work Protocol. 3. An employee rostered to work a Sunday turn may request to do a mutual exchange of turns
(swap)with another competent employee subject to this not impacting on rest intervals between
their previous and next turn of duty 4. An Employee rostered to work a Sunday turn may request not to work it and if there is no cover
available at their own depot the company will make every effort to provide cover from another location subject to competency and it not impacting on rest intervals between their previous and
next turn of duty 5. Employees can offer to work an extra Sunday turn to cover those who do not wish to work subject
to not impacting on rest intervals between their previous and next turns of duty 6. Employees who have 2-weeks rostered annual leave are not expected to work a rostered Sunday
turn that falls within the middle of their 2-weeks annual leave. 7. Employees who have their Sunday turn cancelled will be allocated another turn if one is available
within the agreed rostering parameters. If one is not available, then they will become spare at the
time of their Sunday booked turn and can be allocated onto other reasonable duties. 8. A cancelled Sunday turn will attract payment unless 48 hours' notice is provided 9. Where an existing employee has historically not worked their rostered Sunday turns then they
could request by giving 12-months' written notice to not work Sunday turns where these are rostered outside of the basic working week. This request will be granted providing extra weekend employees once recruited and trained to cover.
"I... EULALLA.LALUAN.LLINJALUNNALLISAALISALLALUJAIRURALULVIAIRAVAIPARIAIALALALALALALLANACO
Appendix 'D'
Pensions
Objective
•
TPR has been challenging the funding and investment strategy of the TOC sections since the 2016 actuarial valuation,
in the intervening period we have managed to influence TPR, by highlighting many of the unique characteristics of the TOC sections and the need to ensure contributions are affordable to members under the cost sharing mechanism, which has led TPR to adjust and moderate some of their expectations.
To implement the IPSG final draft proposed framework which presents a one-off opportunity to resolve TPR's principal concerns and return to a 'business as usual funding strategy for the TOC sections.
The IPSG final draft proposed framework will ensure the core principles of the TOC section benefits are retained and the contribution rates remain affordable to both members and employers, whilst also making it more sustainable for the future.
Key Principles
Normal Pension Age increased from 62 to 65 for service from 1 February 2023 for all non protected* members.
Members would still be able to take early retirement (subject to cost neutral early retirement terms), from same age as currently.
Members would still be able to pay Additional Voluntary Contributions (e.g. BRASS) to supplement accrued pension.
Past service Pensionable Pay cap of CPI per annum for all members with any increases above the cap being pensionable for future service only.
2 year waiting period for new entrants without RPS membership.
Normal Pension age for future new entrants without RPS membership to be 65.
To ensure member contributions remain affordable any required increases in contributions will be phased from July 2023 and capped at a maximum of 1% for members and 1.5% employers (total 2.5% joint contributions) per annum. @
* Under the IPSG Final Draft Proposal all Protected Persons and members with the Indefeasible Right would be treated in the same way, i.e. with no change to Normal Pension Age
@ there will be a small number of outlier sections that may require a slightly higher contribution rate but these will be included as the final step of any phased increase in contributions.
This document sets out a pay offer for employees covered by collective bargaining agreements between the RMT and DFT Train Operating Companies (TOCs) which incorporates workforce reforms, employment security measures and pay.
1. WORKFORCE REFORMS
1a. Retailing Modernisation
Ticket offices at stations to be re-purposed and modernised phased over a 3-18 months transitional period enabling all retailing to take place on-line, on apps, using self-service ticket machines or contactless ticketing. New processes will be introduced to allow retail services that can only be currently offered through ticket offices to continue. The Ticketing and Settlement Agreement (TSA) Major Change Process will be followed.
See Appendix' A' for key principles.
16. Stations Multi-skilling
A new role of multi-skilled station staff will be created to replace current retail roles in stations. This new role will provide flexible and proactive customer-facing staff working in open public areas equipped with a range of knowledge and skills to assist and engage with passengers in all aspects of their journey through the station.
See Appendix 'B' for key principles
1c. 7 Day Railway to provide robust coverage of Sunday Services
The industry needs to adapt to better serve increased passenger demand for Sunday services requiring more robust coverage arrangements and the commitment to work rostered shifts to remove reliance on voluntary overtime where currently required.
See Appendix 'C' for key principles
1d. Pensions
.hr
•
Support the implementation of the IPSG revised framework proposal to address the Pensions Regulator's concerns on the TOC sections of the Railways Pension Scheme.
rinnovo
See Appendix 'D' for key principles
2. EMPLOYMENT SECURITY MEASURES
It is recognised that these workforce reforms will create some uncertainties for employees working in DfT train operating companies.
Therefore, we have agreed the undermentioned employment security measures to support employees through this transitional period of change.
Voluntary Severance Scheme - to allow affected employees the opportunity to leave the industry should they wish to do so. Redeployment -- to allow opportunities for affected employees to move to a suitable alternative role Re-skilling and re-training programmes – to support affected employees with attaining the necessary skills and competence to adapt to changes in existing roles and/or new roles to meet passenger expectations and encompass new technology development. Mitigating Redundancies – with the provisions for providing opportunities for redeployment, reskilling & retraining this should help to mitigate the need for making compulsory redundancies.
3. PAY OFFER
This offer comprises a one year pay deal: -
•
2% from the 2022 pay anniversary date and a further 1% after 6 months from the pay anniversary date in recognition of commencing the implementation of the workforce reforms set out in this document.
•
A commitment to enter into future discussions on New Entrants, On-Board and Catering to review and agree changes to improve flexibility and utilisation of resources,
This pay offer (including employment security measures) is made on the proviso that the workforce reforms in this agreement are being progressed and that there is no industrial action associated with the implementation of the workforce reforms during the period of this agreement.
Appendix 'A'
Retailing Modernisation
Objective
Changes in technology and consumer habits are driving all forms of retailing to digital as their prime sales channel. Customers now expect to be able to buy all goods and services online, with easy, seamless and intuitive access to customer service where they need help. Less than 14% of all rail ticket sales now involve a ticket office. Nationally 95% of all customer transactions can now take place outside a ticket office through train operator and third-party websites, apps and self-service ticket machines. We will implement a modern rail retail revolution by offering a full range of digital and self service channels, moving out of ticket offices and providing an improved and fully accessible service for passengers comparable with their experience of buying goods and services across all other areas of their lives.
Principles
•
Ticket offices at most stations will be repurposed and rationalised over a 3-18 month period.
www.
All retailing will take place online, on apps, using self-service ticket machines at stations or contactless ticketing.
A new role of multi-skilled station staff will be created to replace current retail roles (see below). These will provide a workforce of flexible and proactive customer-facing staff working in open public areas and equipped with a range of knowledge and skills to help people to find the right tickets and plan their journeys. Colleagues released from behind ticket office windows will be redeployed to these roles.
New processes will be introduced to allow the 5% of retail services that can currently only be offered through ticket offices to continue to be provided.
Arrangements will be made to maintain access for customers who only have cash or those who don't have digital access.
Station operation times will not change, and customers will still have access to the same range of services as they do today.
Guiding principles will be developed nationally, with planning, consultation and implementation managed locally within each TOC. Overall industry coordination will be provided to ensure consistent application.
The Ticketing & Settlement Agreement (TSA) Major Change process will be followed, applying the latest version of Schedule 17 Guidance issued by DfT in April 2022 reflecting customer priorities and purchasing behaviours.
3
Appendix 'B
Stations Multi-skilling
Objective
The vision for stations is that they are safe, accessible and welcoming spaces for all customers, and part of the local communities they serve. A new role of multi-skilled station staff will be created to replace current retail roles. These will provide a workforce of flexible and proactive customer-facing staff working in open public areas and equipped with a range of knowledge and skills to help people to find the right tickets and plan their journeys. Customers will be able to find and buy the full range of services to plan and to take their journeys and easily find all the channels needed to do this, with help and assistance should they seek it. We want our customers to enjoy the experience of using a station, bringing station staff closer to their customers and making them more visible and able to interact more personally across the station.
Principles
Staff presence on station will be provided over 7 days, where required, by multi-functional staff working in the public space providing help and customer service, including assistance with automated ticket purchase through self-service, online and app channels,
A new multi-functional role will be created, accompanied by a new apprenticeship entry role to provide a structured progression for new entrants to the industry.
These will be supported by a competency framework and core principles which will be applied across all TOCs to ensure a consistent customer experience and a career development route for employees.
Existing passenger assistance services will be reviewed and, where necessary redesigned to ensure continuation of current levels of staffed assistance. Online, app and self-service ticket machines will be redesigned and upgraded to ensure they are fully usable by people with all forms of mobility, vision and other additional needs. TOCs will review and update their Accessible Travel Policies and carry out Equality Impact Assessments to ensure existing commitments are maintained.
Guiding principles will be developed nationally, with planning, consultation and implementation managed locally within each TOC. Overall industry coordination will be provided to ensure consistent application,
All changes will be fully safety risk assessed as part of their design and customer groups, employees, and other stakeholders will be consulted, with advice from RSSB and ORR.
Independent monitoring will be carried out, with TOCs also carrying out surveys for ticketless travel and security. Existing monitoring and reporting obligations for accessibility commitments under their NRCs will be maintained.
Appendix 'C'
7 Day Railway to provide robust coverage of Sunday Services
Objective
. We need to adapt to better serve our passengers current new needs with an increased demand
for a 7-day railway.
• Resource availability to operate the railway every day of the week to meet market demand where
overtime and rest day working are not part of business-as-usual rostering. The outcome for customers will be less disruption on Sundays with services better aligned to passenger demand.
Principles
•
Removal of voluntary overtime to robustly resource Sundays and replacement with robust contractual requirement to work flexible rostered shifts on Sundays under a 'Commitment to Work Protocol Where current conditions provide that Sunday will be paid in addition to the contracted hours where they are not incorporated into the basic working week any agreed enhancements will be payable All future new entrants will be required to work their rostered Sunday shifts Commitment to recruit permanent weekend only staff to support robust Sunday coverage Rostering improvements to allow more efficient utilisation of hours against diagrams with greater flexibility of cover
'Commitment to Work Protocol'
1.
rocca
ucLUVIUI.
w
iwuwu
d
Employees are required to work their rostered Sunday turns when these are outside their basic
working week 2. An Employee rostered to work a Sunday turn may request not to work it in accordance with local
practice (depot arrangements). However, if the Sunday turn cannot be covered by another competent available employee, then the employee originally rostered will be required to work the
Sunday turn under this Commitment to Work Protocol. 3. An employee rostered to work a Sunday turn may request to do a mutual exchange of turns
(swap)with another competent employee subject to this not impacting on rest intervals between
their previous and next turn of duty 4. An Employee rostered to work a Sunday turn may request not to work it and if there is no cover
available at their own depot the company will make every effort to provide cover from another location subject to competency and it not impacting on rest intervals between their previous and
next turn of duty 5. Employees can offer to work an extra Sunday turn to cover those who do not wish to work subject
to not impacting on rest intervals between their previous and next turns of duty 6. Employees who have 2-weeks rostered annual leave are not expected to work a rostered Sunday
turn that falls within the middle of their 2-weeks annual leave. 7. Employees who have their Sunday turn cancelled will be allocated another turn if one is available
within the agreed rostering parameters. If one is not available, then they will become spare at the
time of their Sunday booked turn and can be allocated onto other reasonable duties. 8. A cancelled Sunday turn will attract payment unless 48 hours' notice is provided 9. Where an existing employee has historically not worked their rostered Sunday turns then they
could request by giving 12-months' written notice to not work Sunday turns where these are rostered outside of the basic working week. This request will be granted providing extra weekend employees once recruited and trained to cover.
"I... EULALLA.LALUAN.LLINJALUNNALLISAALISALLALUJAIRURALULVIAIRAVAIPARIAIALALALALALALLANACO
Appendix 'D'
Pensions
Objective
•
TPR has been challenging the funding and investment strategy of the TOC sections since the 2016 actuarial valuation,
in the intervening period we have managed to influence TPR, by highlighting many of the unique characteristics of the TOC sections and the need to ensure contributions are affordable to members under the cost sharing mechanism, which has led TPR to adjust and moderate some of their expectations.
To implement the IPSG final draft proposed framework which presents a one-off opportunity to resolve TPR's principal concerns and return to a 'business as usual funding strategy for the TOC sections.
The IPSG final draft proposed framework will ensure the core principles of the TOC section benefits are retained and the contribution rates remain affordable to both members and employers, whilst also making it more sustainable for the future.
Key Principles
Normal Pension Age increased from 62 to 65 for service from 1 February 2023 for all non protected* members.
Members would still be able to take early retirement (subject to cost neutral early retirement terms), from same age as currently.
Members would still be able to pay Additional Voluntary Contributions (e.g. BRASS) to supplement accrued pension.
Past service Pensionable Pay cap of CPI per annum for all members with any increases above the cap being pensionable for future service only.
2 year waiting period for new entrants without RPS membership.
Normal Pension age for future new entrants without RPS membership to be 65.
To ensure member contributions remain affordable any required increases in contributions will be phased from July 2023 and capped at a maximum of 1% for members and 1.5% employers (total 2.5% joint contributions) per annum. @
* Under the IPSG Final Draft Proposal all Protected Persons and members with the Indefeasible Right would be treated in the same way, i.e. with no change to Normal Pension Age
@ there will be a small number of outlier sections that may require a slightly higher contribution rate but these will be included as the final step of any phased increase in contributions.
Is this just for the TOCS im guessing as a signaller our Sundays are committed
You have found the point and lost it again.
There is no extra income. Like nurses, the pay rise comes from taxes, as fares aren't going up.
You want a pay rise? Productivity will make it self funding. Nurses can do that too, but don't have half of the extraordinary agreements and conventions the railway has.
nottsnurse
Member
- Joined
- 1 May 2014
- Messages
- 275
I've worked for the NHS since 2011, with substantive roles in two different Trusts over the 11 years. I've also worked for a specialist nursing agency, which has seen me working in 20+ different Trusts. In that time I have never worked for a Trust which prohibits travelling to/from work in uniform, other than for personnel working in certain specific areas (such as IDU, Theatres, Bone Marrow Units).
The Trust I currently work in (no I'm not going to tell you which one) doesn't even have suitable changing facilities for it's ICU staff, who wear traditional nursing uniform rather than scrubs.
Ideally every Trust would provide adequate changing and storage facilities for all patient-facing staff but we live in a far from ideal world. As a result, staff regularly have to walk across the city to the bus/train station wearing their dirty uniforms, running the gauntlet of various 'night owls' spilling out of pubs etc
Can I ask what your background is in healthcare please?
Pretty unrealistic as we have Sundays inside already.
It is a sign of how moribund the railway is that anyone has decided to try and argue this point.
This is genuinely horrific. There is no way in a million years this offer could ever even come close to being accepted.
That's not what my contract says I'm afraid...
Fares will not be going up by RPI just like nurses pay won't go up by RPI.
Pay will go up if the rises are self funding ie. productivity.
The RMT don't understand basic economics. They think members interests are best served by making the railway as unproductive as possible.
They want to die in a ditch to save virtually unused ticket offices and would go on strike to keep firemen on the payroll if they hadn't been overtaken by events already.
class ep-09
Member
- Joined
- 5 Sep 2013
- Messages
- 524
Yes.
Exactly this same way as in any other publicly owned ( and many private ) railway in the world .
The public sector is already almost 50% of the economy and the vast majority of that is pay.
You want higher pay, produce more.
The RMT are always and everywhere the enemy of productivity.
So the offer is for 2% now and 1% in future and to get this real terms wage cut you also have to agree to accept wide spread job losses from as soon as 3 months away, Sundays inside the week for no payment, a pension age increase of 3 years, pension contribution increase of 1% per year indefinitely (so giving all of the increase back within a couple of years) with some unspecified staff paying even more), agree to having shifts changed or cancelled at short notice and you must give up the right to take industrial action over any of the implementation of these items without knowing the full terms, who they will effect and how they will be implemented.
Sounds like a great deal, I can't see what RMT's issue is.
Sounds like a great deal, I can't see what RMT's issue is.
Mintona
Established Member
Yeah true. We don’t. You’ll probably have fire and rehire instead to end up on the same.
Nicholas Lewis
Established Member
Public sector pay can be funded through additional borrowing not desirable and we know thats not the Tory way but fares aren't counted in that equation so they can defray the cost onto fares. Granted thats not sensible but my point is its an option. NHS don't have that luxury as they funded from central govt.
RMT have said that accept that changes to working practices are needed and had DfT made a 5% offer in Feb that would have probably got some agreement to at least start exploring how those changes could be implemented.
windingroad
Member
- Joined
- 16 Jun 2022
- Messages
- 234
Do you accept that any pay deal lower than the rate of inflation is a pay cut, in real terms?
Nicholas Lewis
Established Member
This is presumably to a specific TOC or all TOCs?
irish_rail
Established Member
They won't risk fire and rehire as they know way too many drivers will take fire and take early retirement and the railway would be left in a situation where every day looks like a strike day as a result!
They better get recruiting then.
It’s really bad.
Is DfT TOCs basically the few they run or all of them?
Interesting calling them DfT TOCs if you want to argue the negotiations are nothing to do with you?
Ticket retailing is woolly, if they are supporting cash, then there will be a ticket office with a screen.
Not sure why 3% is likely to swing this? It will only work if they force a mandatory restructuring on the grounds the current arrangements are unsustainable.
Concerning Sunday working that is unarguable.
Probably enough for at least 3 one year strikes in that lot!
Nicholas Lewis
Established Member
Shapps was challenged over that in HoC but he inferred that minimum service levels is what they will be pursuing if the dispute doesn't get resolved quickly. Im sure Haines/Hendy/Hopwood/Gisby et al have made it clear to him that you can't run a railway with untrained agency staff let alone the safety implications. He you were slashing the services and lines by 50% you could risk hire and rehire then potentially but we aren't in the 60's the railways have a part to play even in Tory thinking.
Additional borrowing!
We already spend £80bn/yr on servicing that debt. The magic money printing trick has been traduced.
What happened to Auto Enrolment?
- Status