AFT-IFTIM

PROJECT

COMPETENCE BASED SERVICE QUALITY IN URBAN TRANSPORT

ORGANIZATIONAL DEVELOPMENT AND NEW CAREER PATHS FOR DRIVERS

QUALITE SERVICE DANS LES TRANSPORTS PUBLICS URBAINS (QSTP)

DOCUMENTATION - Expert Workshop

Career Paths of Drivers - Barcelona 5+6 July 2007

1. Agenda (EN) ............................................................................................................. 2

2. Minutes (EN) ........................................................................................................... 4

3. Key Findings (EN .................................................................................................. 17

4. Selected Presentations .......................................................................................... 20

- V. Bussat – AFT-IFTIM - Career Paths for UT Drivers - CTUE inputs ......................21

- U. Grüneberg –sfs/TU-Dortmund - Driver Career Paths in EU Member States 35

- Company Examples (EN)

- TMB-Managers/ CC.OO(Comisiones Obreras)-Representative - Case study Barcelona (EN) ................................................................................................................36

- G. Bonfanti - GTT - The situation in Italy/Turin (EN) ...........................................51

- G. Nemes – KSZOSZ - The practice between BKV and the trade unions (EN)......72

Partner

AFT/IFTIM - ASSTRA - BKV - CGT - FNV - ETF KSZOSZ - SFS - TMB - UTP - UITP - VAG - VER.DI

European Commission Industrial Relations and Social Dialogue

PROGRAMME QSTP workshop – Barcelona 5&6 July 2007

Theme : Career Paths of Drivers / Le déroulement de carrière des conducteurs

09.00 -09.15

Café d'accueil – Welcome coffee

09.15 -10.00

Situation à mi-parcours : validation des documents et questions clefs Mid-term review : documents validation and key questions Ulrich Gruneberg – SFS Dortmund (DE)

10.00 –10.30 10.30 – 11.00

Présentation de l’atelier - Presentation of the Workshop Issues and Topics – Résultats et thèmes Jean-André Lasserre – R&D/ AFT-IFTIM Group (FR) Etat de l’art : définitions et cadrages - The state of the art : definitions and frames Le déroulement de carrière des conducteurs dans les états-membres : l'apport du projet CTUE

Career Paths in Member States - CTUE Inputs SFS / AFT-IFTIM

11.00 - 11.15

Pause café - Coffee break

11.15 -13.00

Etude de cas : Politiques et outils créés pour améliorer les conditions de travail en termes de passerelles pour conducteurs :

- Promotions internes, - Travail en équipe - Système de participation - Habilitation pour accroître le niveau de qualité des conducteurs

et services Case Study : the policies and tools designed to improve the labour conditions in terms of career paths for drivers

- Internal promotions ways - Work in teams - Participation system - Empowerment for increasing quality level of drivers and service

TMB managers and CCOO representative (Union of Transport in Spain)

13.00 – 14.00

Synthèse - Synthesis

14.00 – 15.30

Déjeuner – Lunch

15.30 – 16.30

Expert's speech Josep Lluís Espluga – Ramon de Alós University of Sociology of Bellaterra (SP)

16.30 – 18.00

Discussion entre partenaires - Discussion between partners Moderator : Robin FOOT – LATTS/ENPC (FR)

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PROGRAMME QSTP workshop – Barcelona 5&6 July 2007

Theme : Career Paths of Drivers (suite)

09.00 – 09.30

La situation en Italie – The situation in Italy Gabriele BONFANTI – Gruppo Torinese Transporti (IT)

09.30 – 10.00

Expert's speech

Carlos Obeso ESADE. Institute of Labour studies

10.00- 10.40 (to be confirmed) (to be confirmed) 10.40 – 11.00

Le niveau du Dialogue Social - The Social Dialogue Level Comment cette question est-elle prise en compte au niveau du dialogue social ? How the question is taken into account in the Social Dialogue ? Brigitta PAAS – FNV Bondgenoten (NL) Gabor NEMES – Federation of Road Transport Workers (HU) Francesca PICO – ASSTRA (IT) Sylvette MOUGEY – UTP (FR) Synthèse - Synthesis European social partners representatives

11.00 - 11.15

Pause café – Coffee break

11.15- 12.15

Pratiques et points clefs relatifs au déroulement de carrière des conducteurs Practices and key fundings relative to career paths of drivers Working groups

12.15 – 12.45

Report of Working Groups Sessions

12.45 – 14.00

Synthesis + Conclusion

14.00 – 15.30

Lunch

15.30 – 16.30

Final conference : proposal Next step : Italian workshop Ulrich Gruneberg – SFS Dortmund (DE)

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QSTP Barcelona Workshop

Career paths for drivers in Urban Transport

Minutes Present: Oriol Sagarra (TMB) Ignasi Armengol (TMB) Virginie Bussat (AFT-IFTIM) Jean-André Lasserre (AFT-IFTIM) Ulrich Grüneberg (SFS Dortmund) Rainer Lichte (SFS Dortmund) Stefan Heimlich (VERDI) Sabine Trier (ETF) Brigitta Paas (FNV) Bruno Dalberto (CGT France) Jean Dekindt (UITP) Robin Foot (LATTS) Anton Stadler Gabor Nemes (BKV) Silvia Szokolai Jaume Tintore (TMB) José Luis Moure + 1 (CCOO) Gabriele Bonfanti (GTT) Francesca Pico (ASSTRA) Benoit Juéry (UTP) 1. Mid-term review : documents validation and key questions

Ulrich Grüneberg – SFS Dortmund Ulrich presents the QSTP project objectives and expected results, and emphasises on two aims that are valorising CTUE results and developing a competence based approach within the social dialogue at the EU level. Behind the reports and cases studies that are expected from the end of the project, Ulrich also insists on the opportunity for QSTP partners to take profit of the chances for the introduction of new career paths by recommendations from the social partners. He then gives to all partners the situation of budget at mid-term and the classification of QSTP reference documents in 5 main rubriques for each workshop, as decided during the Brussels preparation meeting on 13 June :

- The theme, that is the definition of the issues related to the workshop main theme, - The presentations of all speakers (slides), including the external experts contributions, - The minutes, that are the document reflecting presentations, discussions and synthesis

happening during the whole workshop, - The key findings, synthesising the topics and issues that have to be developed into the

final proposals, - The list of useful documentation related to the workshop’s theme.

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2. Issues and Topics Jean-André Lasserre – R&D/ AFT-IFTIM Group

Jean André introduces the theme of the workshop by pointing out three aspects of the management of careers in the Urban Transport sector:

First of all, the labour market and companies policies is structured by the European Directive 2003-59 related to compulsory training in road and now passengers transport. The impact of the Directive is not yet known, but all companies’ needs are consequently determined by this text’ implementation. In the labour market, this compulsory training for drivers consist in a passport for drivers candidates to enter the sector.

As a second issue, the demographic change and the growth of the ageing population.

The common idea is that retirement of aged employees in a short/ concentrated period of time will have a negative impact on the market, causing problems of integration and training of newly recruited persons. The other dimension is that labour conditions have to be adapted to the aged salaried people. As the market will be in tense, the competition will be harder for UT companies with others sectors companies, also looking for equivalent profiles.

The third issue is the impact of life-long learning new issues, such as European

qualifications framework and the certification of competencies over the national contexts. As a global remark, career paths and work organisation are strongly linked.

3. Career Paths in Member States - CTUE Inputs

Virginie Bussat – R&D/ AFT-IFTIM Group Three CTUE Products are in direct relation with career opportunities for UT drivers. The training modules themes are pertinent under this aspect, as the themes reflect the spectrum of drivers functions in European situations :

1. Interaction with the customers/users, 2. Interaction with the public at large (including road users), 3. Interaction with the company

The training programmes illustrate and tend to answer to the shared need for drivers’ higher qualifications, especially related to contact, communication, relation, and interactions competencies. Drivers could reach higher standards of qualifications by developing such competencies, possibly becoming key workers in a urban environment. Apart from CTUE modules, the other useful product of the Project is the Guide of Innovation that consists in gathering the most innovative initiatives throughout European companies, institutions, job placement or local authorities in relation with urban transport activity. As regards career paths, the CTUE case studies reflect yet another potential evolution for drivers that is more on a horizontal way than on a vertical orientation. For example, the Connex company of Bordeaux worked on a scheme based on competence related career path adapted to the company’s new orientations; with the emergence of the tramway, some drivers selected have been proposed polyvalent tasks. As such, 300 drivers (among a population of more than 1000 drivers) has been trained to tram and bus driving methods.

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In the discussion that follows, the double dimension of the mobility is taken into account: vertical and horizontal mobility, the difference being the transfer from one job to a more qualified one, and the transfer from one job to another with same qualifications with new tasks. Noting that the vertical dimension is too much taken into account, Stefan Heimlich emphasises the need for a vertical dimension of career paths. As regards the professional mobility, the situation is highly different, when being employee in large companies (belonging to big groups) and SMEs, like in Germany, where transport services are public shareholdings. 4. Career Paths in Member States - CTUE Inputs

Ulrich Grüneberg – SFS Dortmund What Ulrich Grüneberg presented then the links between the career paths and the EQF seven levels. Various positions are possible to apprehend by drivers in public transport companies, such as :

- A common qualified driver - Then, a special driver, with mixed A/O combined driving - Service staff - Special driver - Driver mentor - Team leader

The mobility between the job levels consist in the transfer of competencies. One conclusion about CTUE inputs remains that more than a question of professional mobility, the evolution that have been observed within surveys carried out during Leonardo Project deals more with Work/ life balance in Urban transport and dissatisfaction of drivers strongly linked with it. The other conclusive remark is that the company’s reasons to think about mobility issues have to be taken into account. To know about what motivates the companies to solve the main problems met by workers is a central issue for who is looking for career paths for drivers. 5. TMB Barcelona Case Study

Ignasi Armengol (TMB Barcelona) & Jose Luis Moure (CCOO) What has been presented within this part of the session is the policies and tools designed to improve the labour conditions in terms of career paths for drivers, and especially:

- Internal promotions ways - Work in teams - Participation system - Empowerment for increasing quality level of drivers and service.

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An original Promotion System: TMB company proceeded to a complete re organisation of the company based on Groups of lines, and inspired by 4 guidelines :

- keeping a high level of service quality ; - improving capacity to “participate” of staff members ; - developing new modes of management of drivers, the driver and his intermediate

manager should know their bosses and teams ; - giving drivers the possibility to decide about some labour conditions (timetable.. )

The old management system in TMB was based on a hierarchical organisation, providing to drivers a unique way of being promoted. As regards to the amount of drivers (2700), the quantity of team leaders jobs (150 Intermediate Operation Managers) was reduced to let enough drivers having mobility potentialities. TMB facilitates an alternative system to a strictly vertical way of promotion, that is a horizontal way of being promoted, a horizontal opening of potentialities within individual career paths. Management, in accordance with trade unions representatives, added two promotion procedures:

One is vertical, accessible to drivers by internal promotion: the polyvalent officer/technician in charge of information providing and timetable developing - (25 jobs are concerned)

Second is horizontal, accessible by an exam : it consists in a procedure that allows the

transfer to staff depot, driver becoming then a “depot agent”, in charge of IT system of facilitating line distribution of buses for day service. Those jobs offer the same level of qualification as drivers. 40 jobs are now concerned.

It is an internal system of promotion but even though, an issue has been discussed with trade unions representatives, to find a solution to the low level of “exchange” of staff between UT sector and other sectors. UT sector’s characteristics is to be endogamic, it means there is very few transfer to other sectors. UT is a Sector with prestige, and characterised by a low turnover/ almost equivalent to zero. That means that TMB as such could only bring limited professional promotion. A change of company within the sector could be seen as a form of promotion. In order to avoid lack of expectations (routine, dissatisfaction and non-motivation), TMB could become the basis of a qualification system. TMB could then become a reference company, and facilitate the diversification of competencies for drivers, able to “move” to other companies and/or sectors. The promotion of the Work in Teams: Some controversies emerge because of the lack of participation of the drivers in decisions involving them. It brings TMB to move into a more participative system, including new organigram and working groups1.

1 According to TMB, the Working Group is “a team of people from the same or from different work areas or specialties that meet voluntarily and regularly during the life of a project, putting together proposals to improve concrete processes in their workplace.”

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Work Groups have different levels of participation, according to the mode concerned. Metro driers are generally more participative whereas Trams and Buses drivers have a lower level of participation. Flexibility viewed as an opportunity: The system in defined within the social dialogue has been resumed according to the following principles:

Instead of complex mechanisms and procedures of management, negotiated flexibility (that means participating to the definition of some labour conditions) is a priority, since a long time within social dialogue ;

There is a need for a balance between rights and duties within the company ; and agreed models provide security and integration to company models ; The Frame of rights and guarantees is to be built on a collective basis, and then, flexisecurity could be promoted. Models based on concertation are more useful and adapted to avoid the decline of rights and duties in companies

Individual management of collective rights, as an added value in flexible models ; Flexibility could improve the balance between work and private and family life.

As regards to flexibility in drivers planning, changes are coming from the relation between seniority and better work conditions. Seniority still has a strong impact on the possibility for drivers to choose their planning ; drivers are in major cases not ready to change these practices. Empowerment for increasing quality level of drivers and service TMB policy developed in a constant preoccupation of responding to new challenges of Barcelona city, to the need for an increased “chosen” mobility (Parliament of Catalunya voted a law for promotion of mobility), and the workers security at work. The increase of quality comes from the new organisation, having consequences on qualifications and on working conditions, but also from the training policy. First, the organisation of training is based on a decision making that is paritarian. Based on the collective agreement of 1992, the training system is managed by collective negotiation, developed on a sector and territorial level. Thanks to negotiations, trade unions and employers have brought up the idea of a continuity of the workers careers, guaranteed by some legal dispositions. The consequence is that a UT operator coming to run part of the service, is legally bind to these guarantees. Social dumping is therefore avoided and workers get a minimum of security at work. Formally, the training in TMB is divided into Initial training, with a mix in-company and out of the company, for 15days. The themes are mainly customer orientation, prevention of risks, and the company procedures. In vocational training, a 2-days session is planned, with a distinction between formal training on technical knowledge, health prevention, and other professional subjects, and one day a year within the group of line, on the routes, the timetables and the regularity of service. The success of the groups reflects in the increasing number of participants among TMB drivers, with a preference for Metro drivers. Buses drivers are more reluctant to participate, considering themselves as isolated and excluded from regulation and control decision processes.

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Second, the training contents are strongly taken into account the new social demands. The social responsibility of companies, linked with cities strategies. Then , the quality standards are integrated, for example in the way of preventing conflicts and stress. The role of training in sustainability and energy saving policies is now recognised in Spanish training model. In the discussion, some issues have occurred: One question concerns the part of women in TMB recruitment and the company policies regarding this population. For integration of women in teams, one source of progress is the need for convincing all actors involved, drivers first. The equal opportunities policy in the company is explicitly based on the development of initiatives with public authorities, such as the Generalitat de Catalunya. Incentives could facilitate a more structured recruitment policy for women; TMB gives example of programs helping women to get driving license. As a result, a number of more than 30% women more than before, is now recruited. It also has consequences on work organisation and new demands: work/life balance is now a priority. TMB illustrates some progresses in the management of absenteeism, due to illness by the fact that drivers are now allowed to go to appointments more easily (doctors, hospitals…). Possibility for drivers to have a preventive approach of their health problems and to take into account their individual potential diseases – with a more understanding approach of the company management – seems to have a strong impact on the way they apprehend the diseases at work. They possibly feel now more confident in the possibility for them to solve some situations without being absent from work. The debate continues with Stefan Heimlich’s intervention, who insist on one specificity of UT companies, that is to have the possibility to adapt work organisation according to workers’ demands, especially in that context of a “7 to 7” service. Service could even be defined and adapted individually, while considering biologic timing or individual constraints of the workers. The example of German companies is given, where drivers also spend part of working time realising marketing operations. Regarding the flexibility and the ways drivers could choose their services, the catalan trade union representative explained the difficult implementation of a service “a la carta”, that means with a large margin of manoeuvre given to drivers. But the company has to face problems related to replacing absent drivers and integrated women, with some new demands. Moreover, resistance due to the respect for classical system based on seniority is strong. From the point of view of the social dialogue within the urban transport, Barcelona company is considered as an innovative company among European urban transport companies2. Consequences of the new organisation is the increasing level of involvement of drivers within the company decisions, and a more individual vision of the decision making process. Of course, it takes time and the re organisation lasts long time it is only progressive and constitutes no brutal change, because its success depends on the way it is understood by all. 2 Also, according to TMB 2005 data, the distribution of employees who are trade unions members are of more than 80% among bus drivers and of 66.5% among metro drivers.

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Robin Foot asks several questions: Concerning the new management system, the creation of “groups of lines” leads to an increase of the number of team leaders, and there are some consequences of that evolution. Flexibility in time schedule is welcome when it corresponds to the expression of needs and constraints. It is individualised in TMB, but how is the situation when companies in UT sector are run contractually? About the vertical or horizontal promotion, a model was strong in the 60s, based on the vertical dimension, but it has been hit by the emergence of external recruitments and the consequent decrease of internal promotions. One innovative suggestion concerning professional mobility, is to think about a global career path for drivers, where TMB would be a moment. Drivers recruited in TMB would be integrated in a linear path, with the possibility to transfer their qualifications in another sector or another local company. Perverse consequences have to be taken into account, such as the fact that TMB could modify recruitment in small companies, the risk being that they create an “imperialist” system where a big company exports staff, controlling staff mobility. Last, the question of the particularity of TMB occured. In most of European companies quoted, major mode of regulation is based on investments and no consideration of career is taking into account. Of course, the status of TMB - public company, plays a role in the success of implementation of a new organisation and the increased participation of the drivers. What would be TMB organisation and training policy, if managed as a delegation of public service?

6. Informal organisation and psycho social factors at work Josep Lluís Espluga – Ramon de Alós, University of Sociology of Bellaterra

Based on the differentiation between formal and informal organisation, the speech emphasises the importance of the hierarchy, of the type of leadership, and of the resources that each organisation can mobilise. The experts redefine two notions that can be useful for urban transport organisations, that are the implicit contract – between managers and employees, insisting on the unstable equilibrium of this situation, and the work organisation’s influence on motivation and workers satisfaction. The career perspectives appear as one of the resources that management can implicitly promise to the workers – in this implicit contract. As such, the managers “promise to to offer social status, prestige and power (...) but also security and possibilities for a professional career”. Conclusion of the speech is based on the satisfaction (or dissatisfaction) consequently to the work organisation.

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7. Discussion between partners

Moderator : Robin FOOT – LATTS/ENPC Two main issues for QSTP partners in the discussion: First, the role of social partners in this decision-making process: the trade unions representatives role is not extended, due to the few attention given by employers to the Human resource in the production of the service and its quality improvement. The margin of manoeuvre of workers representatives is small and the action potentialities only deal with the illness and absenteeism issues. Therefore, the questions to be solved are:

In what terms the employer will be able to put some social and human resources before the capital ? We have to find ways to make people aware of human resources; how can we make employers see the value of human capital ?

How is it possible to motivate drivers to be active in the increase of competitiveness of the

company, due to the performance issues central for employers? To promote Human Resources as a priority in companies The quality at work in companies has then been discussed, as limited by subcontracting and private management of networks. The working conditions in the sector are characterised by the absence of margin of manoeuvre for drivers in their service. In fact, stress and health diseases for drivers in UT attain a higher level as comparable jobs in other sectors. The permanent timing to be respected constitutes a specific demand for drivers, and it has to be integrated as a starting point about work conditions, in negotiations and strategic thinkings that involve the driving function. There is a lack of political willing within companies in favour of a HR policy. In some other national contexts, companies “are managed by the capital”, as Brigitta Paas presents the UT sector in Netherlands, with a high competition that leads to a situation where human resources appear as non prioritarian. Brigitta Paas underlines the situation of workers going to employment agencies, that will provide paid education and training. With a policy of zero investment in the NL, tendering is major way of action. Three companies in urban transport are fighting in a highly competititve market: Arriva, Connexxion and Veolia. Situation that is not good to ensure a good service quality and safety for all workers. To involve social partners on qualifications and training issues How can the social dialog get some consistent policies and initiatives regarding human resources? About the ways social partners at European level can act and produce common results to the work done together, the issue is to find alternate solutions to the drivers absence, by negotiating the career ends and finding solutions to problems like suppression of the driver in the automatic tube lines.

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Bruno Dalberto explains the importance of time and transparency in the processes of integration of social partners in the decision. He regrets the strategies of secret and confidentiality put aside by some employers in negotiations parts, avoiding a real cooperative work. He also quotes that UT companies internal evolutions are rarely discussed with users, with unions and with workers’ representatives. As regards to the regulation within urban networks, Jean-André Lasserre stressed out the role of organising authorities, that seems positive ; in London, Transport For London is in competition with networks and confronted to quality of service with cities ; if service degradation goes too far, it is the city of London that will react by orienting the network towards better working conditions. The regulation between networks should be replaced by a sectorial regulation, that means including a paritarian representation workers/ employers ; it would be more pertinent than a city to city competition that leads to a decrease of social conditions. As such, the process of decision-making and the role of social partners, will not be solved by a unique solution, but by a « bouquet », a combination of solutions. The solutions to be found as regards to the qualifications and training of drivers are also depending on the contexts, and as such, determined by the way management is designing the policies of qualifications and training. 8. The situation in Italy

Gabriele BONFANTI – Gruppo Torinese Transporti GTT has been founded in 1907 in Torino and the service is mainly composed by buses, trams, underground and railways facilities. 2794 drivers are employed by the company, with an average age of staff members of more than 40 years. The career path in the company has been recently organised according to a systematic method (2000). The main functions are distributed between PT operations, Machine shops and offices (clerks). The HR method to ensure mobility for drivers consists in a competence profile with prerequisites, relationship competencies, technical competencies and motivation indicators. The inputs for this method are given by management and customers, elaborated by HR Management and validated. Staff members are then characterized by these parameters, and a training plan is then defined, based on the inputs first produced. The aim is to promote from staff level to intermediate heads, then middle management and finally managers. Shareholder is municipality of Turin. Considering the social dialogue in the company, the objective for HR Department was to transfer the company from a Zero sum game, which was the way of social dialog in Italy, to new industrial relations. The experience of Tutorship largely participates to this improvement process. Questions among the partnership dealt with three main aspects : The costs of such an improvement process, question asked by Anton. Gabriele answered about the interest for the company to involve budget in that project, as it is considered as an investment. The explicit function of call centre for drivers – as Gabriele

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explained it has the main function of listening to drivers problems and difficulties at work -. Robin also insists on the function of expressing post-traumatisms and other troubles, after incidents and agressions. Another question by Sabine Trier concerns the driving license, to know exactly in which conditions the license has been passed by drivers. The answer is that many persons with driving license were available as the military service was obligatory until 2006. Hundreds of men with license were therefore available on the labour market, whereas women invest in driving license. A question about the resources of motivation has been asked, knowing that career possibilities are one element of the motivation, but perhaps not the unique one. Tutorship is considered as a potential way of increasing motivation of drivers. 9. Ages and demographic trends in the UT sector

Carlos Obeso, ESADE. Institute of Labour studies Debate with Mr Esade deals with the question of ageing in UT sector that is a real issue ; medium age is 44 a in most of German companies. Sometimes even 46 years, as said by S Heimlich. Some specificities in UT sector are linked with the activity of driving ; for example, if intermediary jobs can avoid stress situations or postpone the stress effects, drivers in UT context cannot. They are forced to face the stress directly. Mr Obeso outlines that the need for workers to develop good practices is a strong priority. Study about the strategies of recruitment in logistics show, according to what Jean André quotes, that 20% of companies declare having a policy dedicated to the anticipation of ageing of their staff. The problem is to be taken into account in 2012, said the interviewed managers. 10. The Social Dialogue Level, How the question is taken into

account in the Social Dialogue ? Brigitta PAAS – FNV Bondgenoten (NL), Gabor NEMES – Federation of Road Transport Workers (HU), Francesca PICO – ASSTRA (IT) & Benoit JUERY – UTP (FR)

After the pause, the debate goes on with the following elements : The Problem of unions is shortly presented with Situation in Hungary by Gabor Nemes, and in NL by Brigitta Paas, as resumed in the past pages. According to Stefan Heimlich, the difficulties in Germany come from one aspect of the competitive position of UT companies in the job market ; young job seekers or young people short after school periods show a lack of interest in UT sector. The difference between big companies and SMEs, because of the absence of HR management in small structures, has been quoted by Stefan. Wages are lower in th urban transport companies, than in the car sector (VW for example) and the German highly industrialised territories provide many well paid jobs even for low

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qualifications posts. Conclusive remark by S Heimlich is the need for attractivity in German UT sector, in order to meet the objectives of all other industrial sector companies. One issue is that actual workers in German driving functions are - for majority of them -coming from vocational training centres and had no specific willing to work in Urban transport. It is seen as a beginner job, because the only requirement is the driving license. The situation is in favour of long trainings duration, like 3 years for a urban transport and rail transport driver. The minimum age has been defined to 18 years inthe country and it has been retained as the standard age in the Directive. And co decision still is part of a decision making process. In Italy, as a national framework gives indications to all companies for the trainings aspects, the labour market conditions show a positive situation with no shortage of candidates now. Seniority still is the key indicator to define the career perspectives of a driver. Definition of some steps allow employees to progress in rotative jobs. The driving function remains the central one, even if the function of ticket controlling or ticket selling or traffic controlling provide some ways for companies to diversify drivers tasks and competencies. There is a real diversity in French companies. Career paths have been constantly an issue for the branch through UTP and unions. For more than 15 years the problems to be solved under this aspect are : the fatigue of drivers at work, the cases of incapacity at the end of their career, the recruitment difficulties and lack of attractivity of these driving jobs. The issue for this discussion is linked with the absence of relation between potential evolution and changes of wages ; with 25 years seniority, drivers have the same position in the collective agreement specific scale. Only seniority give access to increasing wages. But this grid is under progress within the sector negotiation. Partial diversifications of drivers functions are proposed in companies, corresponding to wages complements. Last, the French system is based on the State participation of an amount of 0.2% of the staff global income to the priority trainings, such as security and the recognition of experience acquis. In Spain, there are 52 agreements in provinces, but it is difficult to find guidelines for the number of working days or the basic income for drivers or for other staff members. The other HR policy measure that has to be quoted is the strategy in big companies, to recruit over qualified employees, and to get for them under qualified jobs. The Working groups have been concluded by the presentations of some conclusions by Robin Foot and Anton Stadler. Here are their conclusions: Work group 1 : French speaking working group developed the idea that QSTP product will not be series of recommendations with the status of legal items, but much more recommendations in a sense of orientations for decisions making process, like programmes items. The strategic character of such proposals has been underlined, because the social partners inputs will be one of the main inputs of the UT sector in Europe on employment training and qualifications issues. As such, it is a way for the UT social partners at a European level, to emerge as pertinent actors, influencing the sector in its own capacity to integrate topics that are specific to the UT sector. One idea to name the issues that will be developed in such a thematic is : quality at work and service quality.

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Staff/ turnover, as such, cannot be promoted as the solely competition “space” but that it could invent a new dynamic of UT development by effective taking into account of new issues. A financial approach, reducing, has to be replaced by a more global approach that let the costs and interest of sustainable development in UT sector. Therefore, the personnel has to be seen as a resource, to be put aside as a value adding when being concerned by motivation or by autonomy and training aspects. Flexisecurity appears as a crucial issue, a problematic to emerge. In the social dialogue, the sector has to be aware of its capacity to anticipate the evolutions at a European level, concerning work in transport sector as well as for urban mobility needs. Elements to be studied and put forward are: ageing issues, in a global way (drivers population) as much as in a more individual way (career path) and also about transformations of social norms and of IT. On the first element, a common disillusion in the group, because of the difficult ways to avoid lack of motivation at work The same is observed for ways to solve the problems of medical unability By an individual way out of drivers by a process promotion or in a career path. The structuration as a pyramid of the teams/ staff in transport companies, did not allow this type of solution to be considered a s realistic. But only a minority solution. Last, there is a real paradox to see the driver job as idealistic, only in the case of its ending, whereas the job has to be considered as more attractive. There is perhaps a possible way of thinking the professional paths potentially open within the driving function. One possibility is an opening to transports sector larger than the only perimeter of companies that run the networks. The question of labour organisation and of work as itself can also constitute important leviers for a better attractivity as well as developing new technologies. Work group 2 ; Scenario / lead-in 1. What requirements will come up to the transport enterprises? 2. What steps must be initiated? 3. What framework conditions and concrete approaches exist? 4. Success factors by way of example

- TMB - GTT

To 1: Requirements In order to be able to prepare a long-term staff management (career paths), the frame/requirements of the required social dialogue must be described. To this end, a scenario „2030“ will be discussed and tendencies in terms of society, economy, technology and traffic/transport described. Broken down, these are:

- Rising organisational requirements of total transports (goods, people)

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- Examination of the interfaces of the transport systems with respect to integrative approaches

- Consideration of the demographic development - Inclusion of technological innovations with consideration of the necessary

qualification aspects (productivity in innovation) - Change in needs, expectations of passengers, order-placing local authorities with

impacts on the professional profile and working conditions/work organisation - Consideration of the environment/climatic aspects and shift from individual to public

urban transport with rising service demands (emotionality transfer: away from the car) - Changed forms of mobility - Necessity of strategic planning for the complete traffic (mobility plans)

To 2: What steps are necessary and must be initiated?

- Development of a competition profile/ “European driver“ - Creation of a “new” awareness for the “world of mobility” - Generation of motivation in the meaning of professional pride “We are working in a

sector that aims at sustained mobility“ - Transition to flexible career paths/staff management - Creation of total entrepreneurial assignment perspectives - Generation of horizontal and vertical assignment possibilities - Integration of HRM strategies in the European qualifications framework - Consistent pursuit of the competence model (resource orientation)

Resulting in the following: New conception of corporate personnel work (e.g. TMB) / from administration to staff management

- Flexible reaction to changes in the market - Networked and transparent concepts for staff assignment - Development of the drivers’ mobility, also within the company - Broader training and modified training organisation in line with the spirit of lifelong

learning - Staff development is investment - Establishment of code systems

To 3: Framework conditions and concrete approaches

- laws, standards - contracts - surveys of passengers

result in orientations for the local positioning of transport enterprises. From this derive the jobs/tasks of the driving staff, their qualification needs and the necessary competencies for this purpose. Theses interfaces are not adequately in the awareness. Conclusion: The expected sector development will finally lead to a professionalisation of

the driving profession in goods and passenger transport. To this end, the integration of both the formal and informal professional experience = professional competence will be necessary.

13

16

QSTP Barcelona Workshop

Career paths for drivers in Urban Transport

Key Findings 1. The limited professional mobility in urban transport: the necessity to open careers paths The main difficulty for the urban transport sector consists in compensating the limited professional mobility that characterized the career paths of workers in companies. As the largest group of workers in the sector, the mobility does not offer large possibilities to drivers in a vertical mobility. This quantitative obvious limit is completed by a more qualitative factor of restriction of the career perspectives for drivers: the absence of strong attractivity’ elements in most of the companies in the sector. The potentialities of evolutions differ considerably according to the company size. But it is not systematic that SMEs offer less potentialities than big groups. When talking about the evolution of the driver, what is relevant is to think about the evolution of the contents of the driver job, rather than about the transfer of his competencies (for example, from a strict driver’s job to a team leader job). The diagnosis concerning the limitations of vertical mobility is quite similar from Hungarian Budapest case to Italian Torino example. But some initiatives, like Barcelona experience, show the potentiality of other ways of promotion, built on a horizontal or on a technical dimension of the driving functions. 2. Sectorial strategies to improve employability Three types of action can be distinguished among the potential interventions of sector social partners to open the careers for the European drivers population: Among the types, two modes of actions belong to the category of internal company policies, to be developed through a cooperation between management and social partners.

- One action consists in providing information to drivers and to workers representatives about the career perspectives the training possibilities and characteristics, and the qualifications needed ;

- The other deals with the policies of mobility inside the company, according to demands and in cooperation with representatives ;

- The third type of action is made of external initiatives, that means that companies combine their own policies with other companies, either from the sector or from different sectors. In that case, because companies in urban transport do not have sufficient attractive elements they can integrate the job in company in a larger circle of external career potentialities.

17

The role of social partners in the contribution to career paths is dealing with these types of transformation and/or adaptation of the job contents, more than with the management of individual career paths in companies. The example given in Barcelona Workshop (Case study, TMB Barcelona):

PROMOTION SYSTEM

Responsible for Office Operation

Responsible for IOM

IOM

Driver in TMB

External selection

Operation manager of

Depot

Polyvalent Officer-

Technician

Staff depot

1

2

3

N 13

N 10N 10

N 8

N 6

(8)

40

N 8

4

(25)

150

20

2.700

Responsible for Group of

lines

Promotion

Promotion

N 6

Promotion

Promotion

exam

• Licence• Costumer orientation

According to TMB projects, there are two distinctive features for mobility for drivers: the “black way” corresponds to a classical way of promotion, whereas the “blue way” reflects alternate ways. This experience shows and proves the possibilities for a company (knowing that it is a public transport service) and trade unions in association, to be innovative while answering at the same time to real business demands (quality and competition) and to users needs. 3. The need for a training added value in the career management A job enrichment means that drivers are becoming more qualified workers, with the possibility of evolution of their function in the company. The labour market and companies policies related to trainings and qualifications issues are structured by the European Directive 2003-59 related to compulsory training in road and now passengers transport. The impact of the Directive is not yet known, but all companies’ needs are consequently determined by this text’ implementation. Also, there is an impact of life-long learning issues, such as qualifications and certification of competencies over the national contexts.

18

3

According to the case studies presented in the workshop, the systems that could be developed are based on the need for a better capacity to participate of staff members, the preoccupation to develop new modes of management of drivers and the qualifications development. The system is defined within the social dialogue : It consists in a negotiated participation of drivers to the definition of some labour conditions, defined as a priority. In the social dialogue, the sector has to be aware of its capacity to anticipate the evolutions at a European level, for work in transport sector as much as for urban mobility needs. The organisation of training is built on a paritarian decision-making process. Based on the collective agreement, the training system is managed by collective negotiation, developed on a sector and territorial level. As a perspective for the sector and as a result of the work with social partners, there could be a link between the career paths and the EQF seven levels. Trainings requirements would then be related to the various levels. As such, the process of decision-making and the role of social partners, will not be solved by a unique solution, but by a « bouquet », a combination of solutions. In order to go towards new industrial relations, the development of qualifications for drivers would be a way to modernise UT labour market.

19

Selected Presentations

QSTP workshop – Barcelona 5 & 6 July 2007

Career Paths of Drivers

20

QSTP Workshop Career Paths for Drivers – Barcelona, July 2007

Career Paths for UT Drivers CTUE Inputs

Virginie Virginie BussatBussat R & D / AFTR & D / AFT--IFTIM GroupIFTIM Group

21

Relation 1Identification of competencies status through frameworks of competencies

Relation 3Development of competencies through Training Modules

Relation 2Innovative approaches & initiatives through Guide of Innovation

Synthesis for QSTPIdentify evolution potentialities & career paths for drivers

A transverse issue in CTUE Products22

Identification of competencies through frameworks of competencies

• Identify tasks and requirements in the job of UT driver through Frameworks of competencies common competencies and specific ones

• « Typify » competencies & define fields of activities : Common tasks in the following fields :1. forward-looking driving (incl. Rationale use of vehicle) 2. customer relation & representation of the company ; 3. welcoming public & communication

23

The emerging competencies as identified in the framework of competencies

1. proper functioning of the vehicle during the service

COMMITMENT

2. passenger transport service in an urban setting

1. welcoming passengers who are boarding 2. solving problems during the service

PREVENTION

3. following up on customer relations with competent professionals (inside and outside of the company)

1. selling tickets

REPRESENTATION 2. representing the company

A better understanding of the fields of activities of drivers & a formalisation of their key functions

24

Innovative approaches & initiatives

through CTUE Guide of Innovation

• Objectives: valorisation of the job and identification of trends related to drivers evolution • Examples:

Polyvalence: double role as in Bordeaux for 300 driv.New training methods: simulators, …Programs of personal/pro. development and drivers

dialog groups

Very few formal career perspectives, but initiatives against illness, incapacity of drivers and consequences of routine and stress at work

25

Development of competencies through CTUE Training Modules

Production of three training modules in CTUE Project:

Driver Driver interacting with environmentinteracting with environment

Selection of priorities to build training programmes

1. Interaction Driver and passengers

2. Drivers and the public (general sense)

3. Driver and the colleagues/ the company

26

Design and development of for 3 major themes

THEME 1: INTERACTION OF THE DRIVER WITH HIS/HER PASSENGERS

AIMS

• To develop a complete understanding of passenger needs and expectations in order to provide the best possible service and a better working environment

• To improve job satisfaction, thereby decreasing staff turnover

• To develop additional business by “word of mouth” from existing customers

• To enhance the quality of service given to passengers

27

THEME 1: INTERACTION OF THE DRIVER WITH HIS/HER PASSENGERSLEARNING OUTCOMES

At the end of these modules attendees will be able to:1. Demonstrate appropriate and adequate face-to-face communication skills

2. Critically assess differing customer requirements and expectations and to apply appropriate solutions

3. Demonstrate a positive attitude, commitment to customers and ownership of responsibility

4. Understand hoe customer service impacts on the public image of the employe and the industry in general

5. Instil in passengers a sense of confidence and safety in the driver and a positive attitude towards his employer

28

THEME 2: INTERACTION OF THE DRIVER WITH THE GENERAL PUBLIC(Note: This theme only applies to drivers of buses and trams)

AIMS

• To build an awareness and an understanding of the driver’s role and responsibilities in the overall urban environment

• To provide foundation knowledge for assessing situational issues and for acting and reporting accordingly

• To permit drivers to gain the respect of fellow road users thereby improving the image of the driver himself, the profession and the employer

29

THEME 2: INTERACTION OF THE DRIVER WITH THE GENERAL PUBLIC(Note: This theme only applies to drivers of buses and trams)

LEARNING OUTCOMESAt the end of these modules attendees will be able to:

1. Display a deep knowledge and understanding of other road users’ priorities and preoccupations

2. Demonstrate an increased awareness specifically of the dangers encountered by pedestrians and 2-wheel riders

3. Appreciate the causes of road rage and display skills in foreseeing and, therefore, reducing such incidents

4. Exhibit a proactive and effective implication with police and emergency services

30

DESIGN AND DEVELOPMENT OF TRAINING MODULES FOR 3 MAJOR THEMES

THEME 3: INTERACTION OF THE DRIVER WITH HIS COLLEAGUES & COMPANY

AIMS

• To assist the driver in promoting a positive and consistent image

• To consolidate relationships between the driver and his driving colleagues as well as with other company employees

• To broaden drivers’ knowledge of the company, the industry and the overall public transport strategy of the country in which they work

• To show appreciation of the importance of the driver’s role and work and indicate the type of opportunities that exist for recognition thereof and progression to other things

31

DESIGN AND DEVELOPMENT OF TRAINING MODULES FOR 3 MAJOR THEMES

THEME 3: INTERACTION OF THE DRIVER WITH HIS COLLEAGUES & COMPANY

LEARNING OUTCOMESAt the end of these modules attendees will be able to:

1. Exhibit a clearer understanding of their role within the company and a better appreciation of the satisfaction that can be obtained from their job

2. Demonstrate that they understand the relationship between (job) performance and remuneration and possibilities of promotion and/or progression

3. Display a knowledge of company policies and procedures and how the application of them can reduce conflictual and disciplinary situations

4. Demonstrate an awareness of the importance of personal involvement in health and safety policies

5. Develop their own team working skills

32

Image of drivers jobs

Satisfaction re. work organisation

Involvement of drivers re. Lines changes/ investments

To resume

Company actions

Related to job valorisation

Responsibility of drivers

33

Synthesis

Career paths in a narrow acception : a wrong questionMore a queston of managemnet of copetencies : Human Resource+ stategic issue

Work/ life balance in Urban transport : dissatisfaction of drivers strongly linked with it

Proposals of modifications related to tasks priorities and balance between types of interaction

Therefore, potential of changes come from Organised expression of needs+follow up of the demandsTeam management less based on control but also on listening demands & give answers

Concl. : Balance issues more than mobility Issues

34

SFSSFS--UniversityUniversity of Dortmund 5 of Dortmund 5 JulyJuly 2007, Barcelona2007, Barcelona

Marketing TrainingOperative Manage- ment/ training

Depot management

Planning/ control center

Level of competence development

Common (standard qualification: EU-Driver License and driver directive)

Interaction with the customer

Driving and preparing (in one mode bus o. tram o. metro)

Communication and Cooperation with the Company

Special (mixed and/or combined driving)

CTUE

2

3

EQF ECVETModules

1

Qualif. Y

Qualif. X

Servicestaff - advice

customers - ticket control

DE

Special driver - special routes - driving in 2 or 3

modesFR/IT/D

E

Drivermentor transfer of experience from elder to young drivers

NL/

FR

Team leader

spokesman or interim manager

ES/DE

Driver Career Paths in Member States -

CTUE Inputs35

QSTP workshop

Theme: Career Paths of Drivers

Barcelona 5 & 6 July 2007

36

1.- Introduction

2.- Organitzation (participation)

3.- Promotion

4.- Training

37

INTRODUCTION

The urban sector in Spain

38

NEW ORGANITZATION

Responsable for Group of lines nº 1

Responsable for Group of lines nº 1

Office Depot

Ticketing Control

Center Control

Street Control

Office Depot

Ticketing Control

Center Control

Street Control

130 drivers (4/7 lines) 130 drivers

2.700 drivers

Organitzation: Work in Teams

Office Depot

----------------

IOM (40)

Depot officer for administrative matters

Responsable for IOM

Center of Control

Control Center

----------------

IOM (75)

Street Control - ---------------

IOM (40)

Ticketing Control - --------------

IOM (20)

2.700 driversIOM = Intermediate Operation Manager

OLD SYSTEM

(10)

The experience of TMB

(5)

39

New Organization

• Keeping the good level for quality service

• Improving capacity to “participate”: participation systems

• The driver and the intermediate manager know their bosses and their teams.

• Towards the empowerment to decide about some labour conditions (flexible systems, voluntary systems, etc.)

The experience of TMB

40

5

METROPOLITAN TRANSPORT OF BARCELONA

PARTICIPATION SYSTEMS

The experience of TMB

41

6

WORK GROUPS1. What is a Work Group?

A Work Group is a team of people from the same or from different work areas or specialties that meet voluntarily and regularly during the life of a project, putting together proposals to improve concrete processes in their workplace.

The experience of TMB

2. What philosophy lies behind the Work Groups?

The philosophy of the Work Groups is based on the principle that the people who do a job are the ones who know it best, and that nobody is in a better position than them to develop and present proposals for improving it.

42

7

WORK GROUPSNumber of participants

The experience of TMB43

Flexibility viewed as an opportunity

• Negotiated flexibility, as a balance between needs and rights.

•Agreed models provide security and integration to the company model.

• Individual management of collective rights, as added value in flexible models.

•Flexibility and conciliation of private and family life.

44

PROMOTION SYSTEM

Responsible for Office Operation

Responsible for IOM

IOM

Driver in TMB

External selection

Operation manager of

Depot

Polyvalent Officer-

Technician

Staff depot

1

2

3

N 13

N 10N 10

N 8

N 6

(8)

40

N 8

4

(25)

150

20

2.700

Responsible for Group of

lines

Promotion

Promotion

N 6

Promotion

Promotion

exam

• Licence• Costumer orientation

The experience of TMB45

Black way: classical “operation” way of promotion

Blue way: to add two ways more: horizontal / technical

The experience of TMB

46

SECTOR, ADAPTABILITY TO ENVIRONMENT AND PROFESSIONAL CAREER

• The company, limited professional promotion.

• A change of company within the sector as a form of professional promotion.

• Adaptability to environment, an opportunity for promotion.

• Lack of expectations: routine, dissatisfaction, non-motivated driver.

• TMB sector reference.

47

• Initial training

•Mixed in Company – Out Company (15 days)

•Costumer orientation, risc prevention, TMB procedures

• Vocational training

•1 day a year formal training

•Tecnichal, health prevention, other professional subjects

•1 day a year group of line

•Rutes, timetables, regularity

Training

The experience of TMB48

Spanish continuous training model

• National Continuous Training Agreement.

• Area of agreement: employer’s association, trade unions and administration.

•Linked to Collective Bargaining, developed on a sector and territorial level.

• Universal, free-of-charge model.

49

TRAINING WITH A VIEW TO NEW SOCIAL DEMANDS

• The social responsibility of companies in city strategies.

• New quality standards: knowledge of environment, solution of conflicts, etc.

• Role of training in sustainability and energy saving policies.

• New training needs.

50

51

2

2

Index

GTT: PT, economic, environmental, social data

Our drivers

The N.C.A.: automatic career

The Competence Profile: selection, training, evaluation

Turnover. Retention

Career possibilities for drivers

The Tutors

The Social Dialogue

52

3

3

GTT: our passport

1. The foundation: 01.10.1907

2. The service: •urban lines by buses•urban lines by trams•intermunicipal lines•railways•(automatic) underground•parking areas and parking facilities

3. The integrations: Vertical. From service planning up to service supply and customer relationship

Horizontal. All kind of P.T. services

53

4

4

GTT: economic highlights (2006)

turnover: 468 (+10,7%)

EBITDA margin: 70 (+2,2%)

investments: 700(2004-2006)

(data in €/millions)

54

5

5

GTT: environmental highlights

A. Electric traction fleet: 231 trams28 trains45 metro trains23 buses

B. Consumption of energy:(for traction)

Electricity 79,3 Kwh/millionsMethane 8,9 m /millionsGas oil 27,3 litres/millions

(+32% )(+ 3,5%)(- 4,2%)

C. Emissions in atmosphere:CO 293 tonsHC 62 tonsNO 876 tonsPT 28 tons

(- 5%)(- 20%)(- 10%)(- 10%)

3

Methane fleet: 222 buses

x

55

6

6

GTT: social highlights

Division of value added: Staff: 80%State: 4%Company: 16%

The stakeholder HR Staff: 104Women: 116Secondary-school:117

(2002=100)

Hirings since 2003 = 946(of whom) still at work = 892Permanent job: 98,1%

The opening of the Learning Point

The opening of the “Centre of Listening”

Industrial accidents: - 4,8%

56

7

7

InternalRecruiting

(2006)

ExternalRecruiting

(2006)

%I.R

drivers

GTT: social highlights

( - ) ( + )

13 67 16

factory workers 23 52 31

middle management 27 2 93

underground staff 8 1 89

clerks 24 6 80

intermediate heads 16 - 100

(other) front end 10 - 100

57

8

8

Our drivers (bus and tram drivers)

30.06.20072794

men2649145 women

compulsory education1879915 secondary – school diploma

40,7 yearsaverage age:12,9 yearsaverage seniority:

Hired since 2003:

men62589 women

compulsory education358356 secondary – school diploma

714 25%

12,5%

5%

50%

33%

58

9

9

Our drivers: place of origin (hirings since 2003)

80% from Turin and environs

1,5% from northern Italy

18,5% from southern Italy

(the hiring of non-EU workers is forbidden by the law)

59

10

10

The automatism of our National Collective Agreement in terms of career

P.T. operations(drivers)

Machine shops(factory workers)

Offices(clerks)

managersmiddle management

intermediate heads

staff

green: promotion on merit

red: promotion on seniority

career paths

automatism (by N.C.A)

60

11

11

The competence profile: the method

Top management

Middle management

Intermediate heads

Best performers

Customers

H.R. Direction

Input by Elaboration by

Driver’sCompetence

profile

Top management

Middle management

Intermediate heads

Best performers

Customers

Validation by

First elaboration: 2000Last updating: 2006

61

12

12

The competence profile: contents

A. Prerequisites: •driving license•age•citizenship

: less than 33: italian

less than 41european

B. Relationship competences: •emotional equilibrium•aptitude to communicate•politeness•sense of responsibility•observance of the rules•tolerance of pressure (stress)•customer orientation….•driving ability•Road regulations….

C. Technical competences:

D. Motivation

62

13

13

The competence profile: selection

“Exploration” of •relationship competences•motivation•(and not) technical competences

Internal regulations: •priorities to choose the candidates to call•procedure rules•immediate feed back to each candidate

The values: •internal Team•professional competence•transparency

63

14

14

The competence profile: training

improvement of •relationship competences•technical competences

(from) the Olympic Training: •20.000 hours•overtime•mainly information•crowded classrooms (500 drivers each)

(to) the 2007-2008 training: •20.000 hours•in working time (it’s a “driving shift”)•Interactive training•(not more than) 25 drivers in a classroom

focus on datafocus on security

64

15

15

The competence profile: evaluation

Improvement of performance

(but also)

check of selection and training processes

65

16

16

23 18 20

Turn over: index of retention

The warning: resignations (of drivers) in the first 2 years of work

The reaction: •maximum age from 32 to 40•Possibility to be hired also for (already) professional drivers

•“motivation” in competence profileextension of area of possible candidates

The result: (+)6 months

2003 2004 2005

9 52006 2007 (+)

66

17

17

Career paths – change of job – job enrichment

1. “Career” in the same job: automatic by N.C.A.

2. Career towards other jobs: internal selection•intermediate heads•supervisors•clerks•underground staff….

3. Job enrichment: tutors

4. Change of job: the “inplacement” of unfit for driving

67

18

18

Intermediate heads (1)

Traffic supervisors

Underground Staff

Clerks (2)

(other) front end

selection

Drivers (so the 1 .01.2005)

who became…

55

(1) Of drivers(2) Offices managing relationship with drivers

Career paths – change of job – job enrichment (data)

st

unfit

%(in each professional

category) of “ex drivers”

7

100

51

60

30

100

12

20

6

13 20

Tutors 32

Total90 20

110

68

19

19

The experience of Tutors

Internal selection

Specific competence profile: not only “the best drivers”

Same wage; same work time; same job as all other drivers

The task (1): training of new (young) drivers Relationship and technical competences

The task (2): “welcome” of new colleagues Motivation

•in a new (and big) company•(often) at the first job•(often) coming from afar

69

20

20

The Social Dialogue

The sharing of:-Priority for women candidates-Learning Point-Centre of Listening-Rules for internal and external selections-Competence Profile-Training Plan-Tutor Project

From Zero – sum game

to NewIndustrial Relations

70

71

How the question of How the question of "ca"carreereer paths of drivers" paths of drivers" is taken into account in is taken into account in

the Social Dialoguethe Social Dialogue

Gábor Nemes

Vice-president

Federation of Road Transport Workers

72

The practice between BKV and the The practice between BKV and the trade unions regarding the trade unions regarding the possibilities of carpossibilities of careeerer pathpath

Low levelLow level of regulationof regulationLack of conscious personnel Lack of conscious personnel development on the level of drivers development on the level of drivers (succession and car(succession and careeerer plans exist, plans exist, but not for the drivers)but not for the drivers)The present possibilities are not The present possibilities are not known among the driversknown among the driversPractice Practice isis settled during the long settled during the long yearsyears

73

Hiring driversHiring driversGiving information on his duty and tasksGiving information on his duty and tasksGaining detailed information and Gaining detailed information and knowledge within the framework of knowledge within the framework of trainingtraining•• driving tasksdriving tasks•• obligationobligationss to vocational training to vocational training •• learning local knowledge and traditionlearning local knowledge and traditionProcedure of entering work and settling inProcedure of entering work and settling inFirst step is to adapt to the job, theFirst step is to adapt to the job, thesecond step could be to look for career second step could be to look for career perspectives considering the ambitions perspectives considering the ambitions and possibilitiesand possibilities

74

Opportunities forOpportunities for driversdrivers

Education on external courses and at Education on external courses and at schools individuallyschools individually•• ExaminationExamination for drivingfor driving--instructorsinstructors•• EEdduuccaationtion at university/collegeat university/college

Individual education at outside Individual education at outside institutions with the support of the institutions with the support of the company company •• support of gettingsupport of getting a a university/collegeuniversity/college

degree (very rare among the drivers)degree (very rare among the drivers)

75

Opportunities for driversOpportunities for drivers

Company trainings, courses are fully Company trainings, courses are fully financedfinanced•• Senior drivingSenior driving--instructorinstructor training which training which

is qualified asis qualified as aa higher vocationalhigher vocational trainingtraining

•• Trainings for trainers (driving Trainings for trainers (driving instructors)instructors)

76

2009. 03. 12.2009. 03. 12. 66

The result of the social dialogue and the The result of the social dialogue and the opportunities for driversopportunities for drivers

Appreciation and prestige in a smaller Appreciation and prestige in a smaller group (advantages at wage system)group (advantages at wage system)Helping the new drivers in entering work, Helping the new drivers in entering work, giving workinggiving working methods (extra pay) methods (extra pay) Opportunity of multiple tasks and better Opportunity of multiple tasks and better working conditions (extra bonus, driving working conditions (extra bonus, driving modern type vehicles, better shifting)modern type vehicles, better shifting)

77

The result of the social dialogue The result of the social dialogue and the opportunities for driversand the opportunities for driversServe as a team leader (its condition: high Serve as a team leader (its condition: high school diploma, 2 years experience at the school diploma, 2 years experience at the company)company). . It involves It involves extra extra bonus. The bonus. The trade union has a voice in the nomination!trade union has a voice in the nomination!Taking the position of dispatcher (its Taking the position of dispatcher (its condition: high school diploma and senior condition: high school diploma and senior drivingdriving--instructorinstructor training)training)Tasks for traffic organization and traffic Tasks for traffic organization and traffic control (its condition: high school diploma control (its condition: high school diploma and senior drivingand senior driving--iinnstructorstructor training)training)

78

The result of the social dialogue The result of the social dialogue and the opportunities of driversand the opportunities of drivers

Senior drivingSenior driving--instructor (its instructor (its condition: vocational training by the condition: vocational training by the Authority of Transport)Authority of Transport)Other manager positions with Other manager positions with university qualificationuniversity qualification

79

Thank you for your attentionThank you for your attention!!

80