A voice at the table: RMT train conductor's fight for fair treatment

Before stepping into his current role, he spent 30 years as a train conductor, much of that time serving as a representative for his RMT branch.

Outsourcing and initial challenges

Around 15 years ago, revenue and gate-line workers – those checking tickets in and out of the gates in stations – started being outsourced.

Initially, the number of outsourced workers was just 25, but it has since grown to over 300.

Steve recalls, "I used to provide representation for these workers as a rep in the workplace.

“Workers faced numerous issues, including bullying, harassment, breach of contracts, and a high number of disciplinary hearings."

The company changed hands four times since the original contract was introduced under First North Western.

Under Carlisle Support Services, the current employer and contract-holder with North West Trains Ltd, there was an increase in disciplinary actions and grievances. "The company preferred a hard-line approach," Steve notes.

Campaign for Living Wage: a turning point

About five years ago, the union organised a campaign calling for Carlisle to become a signatory of the Living Wage Foundation.

"After six months, we succeeded, and workers received pay in line with the living wage," Steve proudly shares.

This victory boosted the workers' confidence, leading to further workplace victories, such as resolving disputes around annual leave and issues with an app used for rotas and holidays.

Fighting for recognition

But the work didn’t stop here. When Carlisle failed to formally recognise the union, a year-long dispute began.

Workers held over 40 demonstrations outside Carlisle offices in Luton and Manchester, as well as outside their clients’ offices at North Western Railway.

Each demonstration was attended by dozens of workers. They also conducted several strike days, in their drive to push for formal recognition – and it worked.

"As a result, the employer offered a recognition agreement at the national level, covering 21 contracts and around 4,500 workers," Steve explains.

For the most part, these workers had not previously been part of a recognised union in their workplace.

Improved relations and structured bargaining

"The company's approach had always been hostile," Steve admits, "but we made it clear that many disputes arose because there was no workers’ voice at the table."

The company eventually came to see this argument as valid – and the facts on the ground made it even clearer that when workers and management talk together, things often improve for both sides.

In fact, after the union’s recognition there has been a significant reduction in disciplinary hearings.

The union now has a structured bargaining mechanism, with health and safety meetings, elected representatives, and an annual pay forum to discuss wages. "The ultimate goal is to get workers insourced," Steve adds.

Positive outcomes and future goals

Workers now feel represented, with regular meetings held with management.

A key outcome of this newly established dialogue is the company's decision to phase out zero-hours contracts. As a direct result of negotiations, employees with at least two years of continuous service are being moved to an annualised arrangement.

"The employer agreed to move away from zero-hours contracts within the first three meetings with the union," Steve highlights.

A success story for both sides

The work done by RMT in gaining national recognition at Carlisle is just one example of the union’s recent success, where similar agreements have been reached with, Lumo, Medway Rail (Doncaster iPort), Loram UK Ltd and Transport for London’s Facilities Electrical Contract (held by ABM).

Workers in all these companies now have a much-improved relationship with their employer and a stronger bargaining hand at the negotiating table.

Steve adds: "A good employer sees the value in working with the union and gaining formal recognition can make it easier to secure improvements in workers’ pay terms and conditions."