Flexibility Works Both Ways In Convenience
The government is currently consulting on a range of new employment measures aimed at tackling what it calls ‘one-sided flexibility’ in the workplace.
The proposals, which form part of the implementation of the Employment Rights Act, focus on three key areas including: guaranteed hours, reasonable notice of shifts, and compensation for shifts that are cancelled or changed at short notice. The consultation runs until the 25th August.
For many convenience retailers, however, the debate may feel slightly disconnected from the reality of running a local shop.
According to the latest ACS Colleague Survey, 96% of convenience store colleagues are employed on permanent contracts, more than three quarters report never having had a shift cancelled, and one in three has worked in the sector for more than ten years.
These figures paint a picture of a sector that is already providing the balance many policymakers are trying to achieve.
The phrase ACS uses is ‘two-sided flexibility’. In simple terms, that means flexibility that works for both employers and employees. For colleagues, flexibility often means being able to fit work around the realities of everyday life. Many convenience store teams include parents working around childcare, students balancing studies and work, and colleagues caring for older relatives. ACS research has previously found that a significant proportion of convenience store employees have responsibilities outside of work that affect the hours they can commit to.
Anyone who runs a convenience store knows that demand doesn’t always follow a predictable pattern. Weather, local events, school holidays and seasonal peaks can all affect footfall. Being able to manage rotas effectively helps retailers maintain service levels while keeping costs under control.
That balance becomes even more important as stores face rising employment costs. ACS has warned that any new measures must be both pro-worker and pro-business, arguing that additional administration and costs could create unintended consequences for retailers who are already providing secure and flexible employment.
The convenience sector has long positioned itself as a provider of local, flexible and secure jobs. Previous ACS research found that the sector supports more than 400,000 jobs across the UK, with the overwhelming majority of colleagues employed on permanent contracts. Of course, no retailer would argue against treating colleagues fairly. Good communication, sensible notice of shifts and offering stability wherever possible are all part of being a good employer. The challenge is ensuring that future regulation targets the sectors where one-sided flexibility is genuinely a problem, without making it harder for responsible businesses to continue offering the flexibility that many colleagues value.
That flexibility has never been about zero-hours contracts or last-minute scheduling. It’s about creating jobs that work for local people while giving businesses the ability to respond to the realities of retail.
