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Sector:


Water Company

Background

  • Major regulated water and sewerage company
  • Responsible for providing over three million people with a continuous, high quality supply of drinking water and for taking away, treating and properly disposing of the wastewater that is produced,

Problem

  • High overtime levels
  • Weekend working and emergency work (such as burst mains repair) covered through overtime
  • Dispersed nature of organisation meant this was difficult to control
  • Wish to eliminate differences between staff and manual employees  contracted to different hours

Outcome

  • Introduced a planned working time system
  • Rostered hours planned to cover seasonal demands of the business
  • Reserve hours to cover unplanned events
  • Savings in different areas range between 5 – 14 %
  • Maintenance undertaken outside the normal working day, allowing reductions in vehicle fleet
  • Better co-operation by everyone
  • Greater flexibility
  • Reduced absenteeism
  • Higher guaranteed pay
  • More useable time off

Scottish Power – Cockenzie Power Station

Background

  • 1200 MW coal-fired power station
  • Four separate generating units
  • 700 employees consisting of process operators, craft workers, general services staff, engineers and clerical workers
  • Unionised

Problem

  • High overtime
  • Seasonal business
  • Labour costs too high and fluctuating

Outcome

  • Introduced a flexible annualised hours scheme
  • Matched presences to meet demands for Summer and Winter
  • Provided shift end flexibility of +/- 1-2 hours
  • Reduction in sickness absence
  • Employees contribute towards  cost reduction
  • Peer pressure to use time effectively
  • Labour costs fixed as employees salaried with virtually no overtime

Sector:

Case Studies | Research | Useful Links

 Rosette
Blue Bar

"The gains not only drew in our costs but substantially improved our flexibility to respond in a fiercely competitive market"

Managing Director, Dawson International Subsidiary Company

Blue Bar

"Our Plan 2000 was designed to position Guinness in Dublin as a world class operation. Annual Hours was a central plank of our overall strategy, and Pasfield Curran consultants were able to assist us with their expertise in this area, allied to a wide knowledge and experience of the overall organisational factors involved in a major change programme"

Matthew Murphy, General Manager, Guinness

Blue Bar

“With the help of Pasfield Curran we now have a truly flexible workforce which genuinely reacts to daily workload fluctuations to meet customer needs. We now achieve 99.9% service level everyday at no extra cost”

Michelle Cook, Operations Manager, Boots the Chemist

Blue Bar

“Operating in an international market where customers must be satisfied immediately otherwise competition will step in, means we must constantly search for new ways of working. Matching workstyle with lifestyle is the key to success. In partnership with our staff and help from Pasfield Curran we moved from 5 days a week to 7 day working”

Kevin Riddett, Operations Manager, Motorola

Blue Bar

“Prior to the project we thought we were quite good communicators but the work we did with Pasfield Curran led us to a higher plane”

Tony McGrath, General Manager, Rhodia

Blue Bar