ON STRIKE!
Train Manager picket lines on 31 December and 2 January
A new year, the same old problems?
As the year 2024 drew to a close, Avanti West Coast found itself embroiled in three disputes, raising serious questions about the company’s ability to both resolve industrial relations issues and manage its operations effectively.
The company’s performance in the latter part of the year
was marred on the operations’ front by an unacceptable number of cancellations and part-cancellations, placing it among the worst-performing rail operators in the country.
While operational deficiencies are concerning, the state of industrial relations within Avanti is even more troubling. Despite efforts to “reset” industrial relations,
Preston Edinburgh Waverley
London Euston
Glasgow Central
Manchester Piccadilly
Holyhead
Wolverhampton
positive pronouncements, and some changes in the senior management team towards the end of last year, the company faced widespread industrial action immediately after Christmas. This strife underscores the deep-seated issues that continue to plague Avanti and its workforce.
REVENUE PROTECTION OFFICERS
One of the key disputes centres on the RPO (Revenue Protection Officer) grades at Euston station. RMT, recently recognised as the sole representative for these grades, entered into its first pay negotiation with Avanti, aiming to address historical anomalies, secure a pay raise, ensure permanent contracts for fixed-term staff, and establish a fair and equitable pay structure. While the company agreed to offer permanent contracts to all fixed-term staff, a positive step, its proposed pay structure proved to be a major point of contention.
Avanti’s proposed system involved a complicated tier structure within the RPO grade, replacing the existing inequality with a new form of complexity. Instead of a uniform pay rate for all staff in the grade, the company proposed a two-step system in the first year, with the highest pay tier only accessible to those who completed all training and agreed to undertake additional work, including unpaid “fair notices.” This proposal was met with resistance from RMT and was ultimately rejected in a referendum of RPO/RPOTL grade members.
From the perspective of the union and its members, Avanti’s approach seemed to make the pay deal conditional, a practice not applied to other grades, and introduced unnecessary complexity into the pay structure. Additionally, there was uncertainty about the robustness of the training program and the potential consequences if the company failed to train everyone to the agreed standard within the stipulated timeframe.
While some of these issues might have been easily resolved through open communication and a genuine willingness to find common ground, Avanti’s management failed to take the necessary steps. Despite expressing a desire to sort things out, the company’s actions did not match its words, leading to a breakdown in negotiations and industrial action.
This dispute highlights a critical leadership failure within Avanti. The company’s inability to address the legitimate concerns of its employees and its insistence on a convoluted pay structure created an environment of distrust and resentment. The resulting industrial action further disrupted services, inconvenienced passengers, and damaged the company’s reputation.
TRAIN MANAGERS DENIED LEAVE
Just before Christmas, reports emerged from Edinburgh and London Euston that Avanti Train Managers were being
denied leave despite plenty of available cover.
Initially, management claimed that granting leave above the usual quota was down to local discretion, even when sufficient cover existed. However, a leaked email later suggested a company-wide directive was in place to restrict leave.
By the time the union gathered the necessary information to challenge this, management had conveniently disappeared for the Christmas break.
STATIONS AND RETAIL JOBS
A further dispute is with the Stations Company Council, over a review of station rosters.
RMT believes this review is a restructuring of staffing levels, against a backdrop of unfilled vacancies and the use of fixed-term contracts. This is reminiscent of previous plans to cut station jobs and close ticket offices, which were rejected by the public.
The union sought guarantees on ticket office windows and opening times, and assurances about station grades jobs and permanent positions for those on fixed-term contracts. Avanti refused to provide any details or assurances.
A NEW APPROACH NEEDED
As Avanti moves into the new year, it is imperative for the company to learn from its mistakes and adopt a more constructive approach to industrial relations. This includes engaging in genuine dialogue with the union, addressing concerns about pay and working conditions, and ensuring a fair and transparent system for all employees. Failure to do so will only perpetuate the cycle of disputes and further erode the company’s standing.
The recent industrial action at Avanti serves as a stark reminder of the importance of positive and productive relationships between management and employees in the rail industry. A harmonious working environment is essential for ensuring the smooth operation of train services, minimising disruptions, and providing passengers with the reliable and efficient service they deserve. Avanti must prioritise resolving its internal conflicts and restoring trust with its workforce if it hopes to overcome its current challenges.
The company’s performance in the coming months will be closely watched by passengers, industry stakeholders, and the government. Avanti has an opportunity to turn things around, but it will require a concerted effort to address the root causes of its problems and demonstrate a genuine commitment to positive change. The time for empty promises and “resets” is over; Avanti must take concrete action to get round the negotiating table with RMT and resolve these disputes.