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Management Grades Pay Campaign

3 May 2011

On Thursday of this week your TSSA negotiators will be meeting with Network Rail to discuss our pay claim (see here for details: [http://www.tssa.org.uk/article-129.php3?id_article=6557->/article-129.php3?id_article=6557]).

This pay claim is not a ‘wish list’; it is a claim that is focused on achievable objectives. We are determined this year to make substantial progress on our priority issues.

- An increase in the ‘pay pot’ that is at least equivalent to RPI plus 0.5% and no less than that offered to bands 5 – 8.
- A pay rise which is distributed fairly
- A commitment to developing a fair and transparent pay structure
- A review of long hours and the extent of unpaid overtime
- An extension of flexible and remote working policies
- An extension of travel subsidies and facilities

There will be a lot of work to do to convince NR to engage with the substance of this claim.

We need inflation plus 0.5% to stand still

In the last two years the total pay pot for managers increased by 2%, for non-management grades, it increased by 4.3%. It is not uncommon for managers to be paid less than those they are managing.

Evidence of an inconsistent pay structure



The current management pay structure is a mess. People get paid vastly different sums for doing the same job. The Performance Related Pay system simply does not reward performance. Our survey shows that last year only 4% of ‘Outstanding’ performers had a pay increase that beat inflation and nearly a quarter (22%) received just 2% or less.

Gender pay inequality



Gender pay inequality is a barometer of the extent to which a pay system lacks transparency, fairness and objectivity. We estimate that on average Bands 3 and 4 women managers are paid £4,500 per year less than their male counterparts.

Can anyone give us a transparent, fair or objective justification for that difference? It is certainly not because women are new to Network Rail, the figures are significantly worse for new starters (those with less than 5 years service), and it is not to do with perceived performance (on average women managers achieved marginally better performance ratings than their male comparators).

No reward for service



Our survey suggests that Band 4 managers are less likely to be high in band if they have worked for the company for more than five years, when compared with newcomers (those with less than five years service).

Long hours culture



Coupled with the inconsistencies of the pay structure is the long hours culture and the lack of overtime for managers. This is unhealthy and unfair. We are looking for a review of workloads and a commitment to reducing excessive hours and to receive overtime pay when additional work is required, particularly at weekends.

Flexible working, travel and facilities



Network Rail remain resistant to remote and flexible working, at a time when there are likely to be significant numbers of office moves due to the conflicting processes of devolution and the proposed relocation of central functions to Milton Keynes. Apart from the issues about a fair deal for their managers, there is a strong business case for increasing flexibility.

It is not just about fairness, there is a strong business case for flexible working, which reduces the disruption caused by relocations, meaning that Network Rail can retain the knowledge and experience of its existing staff and save on redundancy and recruitment costs.

Finally there are the anomalies and the injustice of a travel subsidy and facilities policy, where people doing the same job get different access to benefits. We want a consistent travel policy that is fair to all staff.

To succeed we will need your help



Our claim makes good sense and, thanks to the large numbers who have completed our pay survey, we can back it up with hard statistics. However, in a difficult climate, we need to persuade Network Rail to listen to and consider the claim.

We are planning a campaign meeting in central London and a series of workplace meetings around the country. If you want to know more about the campaign and how to get involved please respond to: organising@tssa.org.uk].

Please complete our survey



A powerful weapon in our negotiations will be the results of our on-line pay survey. So far over 1200, out of an estimated 7,000, managers have completed it. It is anonymous and confidential but taken together the data provides a strong evidence base for your negotiating team. If you have not done so yet, please complete the survey today: http://www.surveymonkey.com/s/NR1-4pay

Encourage colleagues to do the same



Can you also encourage colleagues (whether or not they are TSSA members) to complete the survey. The more people who complete it the greater the reliability of the statistics we produce.

Recruit a colleague



Talking of non-members, our survey shows that there is almost no difference at all between the views of existing members and that of non-members. It appears that the main reason that some managers in Network Rail are not members is the age old one: no-one has encouraged them to join. Please help us by circulating this message to colleagues who can join up by visiting http://www.tssa.org.uk/article-18.php3?id_article=22

Don’t have a local TSSA Rep?



As these negotiations move forward, our network of local workplace representatives will be a key avenue for communications, both from head office to local members and from members to national level. If your workplace does not have a local TSSA representative, then why not consider standing yourself or nominating a colleague? To find out more about the role email: organising@tssa.org.uk

Thank you for your support.

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