09 FEB 2020

Once again Telstra advised of redundancies - 264 this time. Telstra advised that they have now identified about 6,000 of the 8,000 planned under T22. The next round is likely in July then late this year or new year.

The Fair Work Commission has sought more information from Telstra on the EBA. It is likely to be several weeks yet before it may be approved. We have asked Telstra to guarantee that the pay increases apply to those members who may take redundancy in this round.

We received the following overview of this round of redundancies. Members with concerns can contact us on the numbers below or by return email.

    Today we have briefed teams in Consumer & Small Business, Telstra Enterprise, Global Business Services, Networks & IT and Transformation, Communications & People about proposed role reductions as we continue to simplify our structure and ways of working under T22. These proposals would result in a net reduction of up to 254 Telstra roles (including senior leaders and some roles located internationally). Today we have also briefed the InfraCo team on a new organisational structure. This proposal is not about reducing roles. It's about bringing together the people with the critical skills and capabilities to plan, design, build and manage our core infrastructure so InfraCo can become a fully operational infrastructure function and to create optionality for the future.

    Overview: These proposed reductions partly reflect declining work volumes in some areas due to the nbn rollout and our digitisation work. But they're also the result of the groundwork we've done to simplify how we work, which has helped us become more efficient in getting things done. A range of proposals have been announced today. A short summary is provided below:

    Global Business Services (GBS): Enterprise NBN O2A Operations - It is proposed to reduce by 27 roles and to create 2 new roles. This team has implemented significant improvements over FY20 in process in terms of developing tools to reduce manual intervention. it is also proposed to transition the remaining 6 FTE performing connect management services for Telstra Enterprise Customers to an industry partner to further support efficient business operations.

    Field Service Delivery: The Rio Tinto contract to look after PABX/Facilities in the Karratha/Pilbara area is ending and therefore 1 role no longer required.

    Networks & IT (N&IT): Current organisational structures were reviewed in light of the work we will do into the future and the size, scale and capability required to support this work. The changes proposed will align our workforce with these changing work requirements, simplify our leadership structures, reduce duplication and align teams where synergies exist. The proposed changes would result in a reduction of roles across:

  • Operations Security and Enablement (OS&E) - Security Engineering, Cyber Security, Data Automation Solutions
  • Commercial Engineering - North West Construction, South East Construction, Customer Enablement Technologies Group, Business Operations
  • Networks and Infrastructure Engineering - End to End Cloud Infrastructure, Transport IP and Core Edge Engineering, Network DevOps
  • E2E Solutioning Chapter Area - Technical Architecture COE, E2E Service COE, Solution Analysts (CH), Solution Designers (CH), Solution Owners (CH), E2E Business Operations

    Consumer & Small Business (C&SB): Domestic Service and Complaints: A number of changes to front line teams have been made over the last year, where we have moved to an end to end sales and service support for our customers, which led to consolidation of duties/roles. This resulted in productivity gains, and there is the potential for further efficiency gains via another redesign. A reduction is proposed of up to 43 roles (Customer Service Experts and Team Leaders) that will impact 4 frontline sales and service teams (Melbourne, Brisbane, Adelaide and Hobart). It is proposed that these reductions occur via a voluntary redundancy process. Within C&SB small changes are also proposed within Domestic Escalated Complaints and TCC Operations & Response Teams due to call volume reductions, queue simplification and realigning accountabilities.

    Telstra Enterprise (TE): Digitisation: It is proposed to adjust and reduce Digital Core Delivery group roles and accountabilities designed to expand the use of mission teams in the B2B program, move the B2B Experience team to Agile @ Scale, and reduce the Finance support as we realise the efficiency gained through process streamlining as well as a smaller function.

    Migration Central: It is proposed to organise the digital migration teams into cross functional teams and form a new dedicated E2E Mission group in Value Creation Agile structure that comprises of a new Centre of Excellence and four cross functional teams that includes resources from Value Creation, Sales, P&T and N&IT. Leveraging the existing operating model and capabilities already in place, less resources will be required. A review of our project management resources within Migration Central also presents an opportunity for us to rebalance and reassign project capabilities across to other functions in TE that require Project Delivery expertise. Enterprise and Govt and Channel Enablement: It is also proposed to reduce by 16 roles in the area after identifying work that can be streamlined, further simplified or ceased across teams.

    Transformation, Communications & People (TC&P): The Ways of Working chapter was established to enable Telstra to transition to an Agile organisation and has had to adapt to the needs of the business since its' inception. In 2019, the chapter grew to meet the needs of the organisation during the transition of parts of C&SB, P&T, TE and InfraCo to Agile. 2020 will see the chapter having to recalibrate to adapt to business demands and as a result it is proposed to reduce by 26 roles.

    Potential impact/s on employees: The proposed change involves the removal of a number of existing roles as well as the creation of a number of new roles. The impact across all levels (including senior leaders) is a net reduction of 254 Telstra roles (including senior leaders and roles internationally). Attached is a view of proposed Telstra role reductions by BU in Australia at Band 2 and below.

Superannuation must increase to 15% and women need a better deal. The ACTU is calling for superannuation to increase to 12% as soon as possible and a pathway to be legislated for the superannuation guarantee to rise to 15%. The ACTU also calls for women to reach 15% at an accelerated rate to help address the gender retirement gap. Women, on average, retire with superannuation balances 47% lower than men. Women's poor retirement balances are the result of compounding issues throughout working life and structures of the system. Women need more super to achieve a dignified and independent retirement. The SG for women must increase to 15% at an accelerated rate

We have moved a long way from the initial proposal by Post for SPF. We received the following response from Post:

    Further to our meeting yesterday to finalise discussions on the SPF Technical shift alignment, listed below is our final position on the outstanding issues raised which we will be moving forward with in implementing these new arrangements;
  • We agree to amend the shift rotations for the operational maintenance shifts to a four-week morning shift rotation and a two-week rotation for the afternoon and night shifts, note RDOs need to be taken within the applicable shift cycle.
  • All shift swaps, other than within the team, will need to be approved by the Technical Manager. Where a swap is not approved, the reasons will be provided to the employee and there will be an opportunity to seek a review of this decision through the Facility Operations Manager. We also commit to a 3-month review of the swap process.
  • We do not agree to minimum shift numbers as we need to ensure that we are appropriately utilising our resources and that we do not enter into arrangements that may restrict our ability to effectively manage our operations. I can commit that we will have sufficient resources to run our operations effectively and in a safe manner.

    We will now commence the allocation of staff to the fixed morning maintenance shift in line with the agreed process and finalise the remaining shifts to enable the new rosters to take effect from 17 February. Included in the new SPF rosters will be 1 x PTO4 for each of the three Monday to Friday SGF shifts, subject to confirmation that there are no safety issues with this arrangement.

Agreement is close although we sought clarification of some issues. There is a meeting Monday to begin the review of SGF staffing at PTO4 level.

Several members raised issues with the unexpected changes to teams. We wrote to Post on Friday evening as follows:

    We write seeking that you defer implementation of the new rosters for another week. The reason is as follows:
    This afternoon you created new teams without seeking expressions of interest in change from staff.
    There was no justification for wholesale changes to teams.
    This disturbs ARL and other arrangements eg car pooling.
    We were not advised that there would be wholesale changes - we expected some minor changes as the fixed term jobs were allocated.
    The deferral is needed to allow expressions of interes

Please note the following changes as we simplify our phone numbers
0428 942 878 dan.dwyer@cwunion.net Dan Dwyer Secretary/Lawyer - for industrial matters & advice
0447 365 443 reception@cwunion.net Administrative eg payments, applications, change of details

Authorised by Dan Dwyer Branch Secretary
CWU Telecommunications & Services Branch, Sydney City, NSW.



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