Royal Mail and Manpower Recruitment Trial 

Branches and Representatives are advised that the union has been approached by the business regarding a proposed trial of a new recruitment process in partnership with the Manpower Employment Agency, primarily for the delivery function.
Listed below are the proposed locations and a summary of the trial, inclusive of the terms and conditions that will apply.
A trial in three geographies:
 East – Redhill, Derby, Ipswich, North West London
 West- South Coast East – Warrington, Wolverhampton
 North – North West Scotland, Sheffield North, Darlington, Durham
New recruits will be sourced from the Manpower Employment Agency instead of being directly recruited by Royal Mail.
These new recruits will be paid by the agency for the first 8-12 weeks, at a rate believed to be minimum wage, although when directly asked the actual pay rate the response was not clear.
There will be a review of the individual by the DOM in the Delivery Office at the 8 week stage from commencement of employment to establish whether “either party” wishes to continue employment.
The potential for full Royal Mail pay terms and conditions at the 12 week stage, along with a substantive contract of employment.
The CWU view this trial as wholly unacceptable and believe that not only is it in direct conflict with our agreements but is an affront to decent employment terms and conditions for working people.
 

In essence we believe that this trial is an attempt by the company to cover up its completely inadequate recruitment processes currently in place, rather than ensure that they are fit for purpose. It is also our considered opinion that this is a direct attempt to save money and circumnavigate the principles of recruiting new entrants to the business in line with our agreements.
It should also be noted that this proposed trial is and remains un-agreed with the CWU and that any attempt by the business to apply this un-agreed method of recruitment should be challenged by local Representatives, with immediate action sought to maintain the status quo in line with the terms of the national IR Framework Agreement and brought to the urgent attention of the appropriate National Officer
It is therefore essential that this LTB is discussed with local Representatives (especially in the trial sites named above) and they are advised to go to immediate disagreement insisting that the vacancies are recruited directly on Royal Mail contracts and RM terms and conditions. Equally they should demand that the status quo (in respect of not using this new Manpower approach) is maintained until the disagreement has been dealt with.
Any attempt by the business to ignore the terms of the IR Framework will be deemed as executive action and the appropriate action taken by all means necessary to defend our National Agreements.
The CWU believe that this un-agreed initiative is in conflict with our legally binding agreements and we will be considering our next steps in regards to the legal status of the trial should the business deploy via executive action.
Any enquiries in relation to this LTB should be addressed to the DGS(P) Department quoting reference 24000.

Yours sincerely

Terry Pullinger
  Deputy General Secretary (Postal)

Dear Colleagues

RE: Shorter Working Week Claim – Full Time working week from 39hrs to 35hrs   
Please see below CWU claim to Royal Mail for a ‘shorter working week’.
Jon Millidge

Royal Mail Group Group

HR Director 3rd Floor

100 Victoria Embankment

London  

EC4Y 0HQ 

 

Dear Jon 

 

CWU Claim to Reduce the Full-Time Working Week from 39hrs to 35hrs 

 

Further to our meeting on the 14th February 2017, I am writing to you to formally submit the CWU’s proposal to achieve the Union’s policy in regard to the above. 

 

I believe it is very important to stress that this claim is not based on some fanciful desire to simply work less hours out of pure self-interest. It is a claim that the CWU believe is totally live to the current and emerging challenges of our time and our industry.  

 

As a company you make great play of the fact that: you are one of the biggest employers in the country; you have a significant socio-economic impact in the UK; you contribute to social inclusion through employment and earnings and that you campaign for decent employment models across industry. You also say you are committed to the health and wellbeing of workers, alive and responsive to mental health and musculoskeletal issues and committed to improving the environment. It is therefore hard to believe that you are not aware of the growing academic debate on working hours, the evolving developments in the world of work and the potential benefits to companies, employees and wider society. 

 

Leading experts in social economic and environmental science have highlighted how moving towards shorter hours of work could help tackle urgent problems that beset our daily lives from overwork, unemployment and low wellbeing to entrenched inequalities.  

 

Over recent years, Postal Workers have felt greater pressure at work. Many members feel overworked and stressed as they endeavour to balance home life with the demanding requirements of the job, as tasks are compressed and the pace of their work increased.   

 

Our members, your employees have faced the consequences of serious resourcing issues created by the business; greater problems taking time off/annual leave, growing concerns about the impact of automation and particularly in deliveries, longstanding issues around delivery spans and manageable workloads. 
Evidence that shorter hours can boost output has been around for decades. Recent research by the New Economic Foundation (NEF) confirmed the benefits of shorter hours and set out the case for a reduced working week. According to the NEF, those who work less tend to be more productive hour for hour than those regularly pushing themselves beyond the 40 hours per week point. They are also less prone to sickness and absenteeism and therefore make up a more stable and committed workforce.  
Royal Mail’s operational Lead Managers have constantly quoted to us other countries as examples of how we should work, so you should welcome our research which offers the opinion that shorter working weeks can be competitive too: the Netherlands and Germany have shorter working weeks than in Britain and the US, yet their economies are as strong or stronger. The latest trailblazers for the shorter working week are in Sweden, where a variety of major companies have cut their working week to improve wellbeing and as a result have reported significant improvements in productivity and lower rates of staff turnover. 

 

Improved Health and Well-Being 

 

In the UK, the truth is that despite working fewer hours than our grandparents and parents, most surveys paint a picture of British workers feeling exhausted and under growing pressure. A recent report by the Chartered Institute of Personal Development (CIPD) found many employees feel under “excessive pressure” with “far too many people doing more work than they can cope with”. It described a “wellbeing vacuum” in UK workplaces, which is costing UK employers dearly in absenteeism. These findings confirmed an earlier CIPD Report which found that; 

 
employees felt they were working harder;

the work was more demanding and intense;  

with overwhelming and numerous deadlines burdening workers with even more tasks. 

Indeed by your own admission Royal Mail found that two of the major causes of long-term sickness in the business are mental illness and musculoskeletal problems. Moreover, the Mental Health Foundation states that “the pressure of an increasingly demanding work culture in the UK is perhaps the biggest and most pressing challenge to the mental health of the general population”.  

 

Employees who work fewer hours are less prone to sickness and absenteeism and make up a more stable and committed workforce. The TUC declares Britain’s long hours culture is having a detrimental effect on productivity and health, which research has revealed to result in bad health associated with a range of physical and mental illness.  

 

In Royal Mail, the hours and intensity of the work our members perform are increasing daily pressures and creating added stress and ill health. The Health and Safety Executive have identified the factors that can cause stress at work (if left unmanaged) and a number of these reflect the problems many of our members face in the workplace. These include feeling unable to cope with the demands of the job, not having a proper say about their work, not getting enough information and support from Managers, changes to job responsibilities and frequent changes within the organisation. 

 

Increased Productivity 

 

Shorter working weeks can improve productivity and spur innovation. Common sense suggests that people have better ideas and tend to get more done when they are fresh than when they have worked hours on end. Research evidence also confirms that employees who work less tend to be more productive hour for hour than those working longer hours. 

 

Some of the happiest, most efficient and best paid nations also work the shortest hours including Germany, the Netherlands and Switzerland. Germany for example is the strongest European economy but the population works fewer hours than most other major nations. On average, Germans work a 35hr week but their productivity is higher than the UK. 

 

Better Work-Life Balance 

 

Spending less time at work will improve employees’ work-life balance, allowing individuals to better manage their job, family and domestic responsibilities. Further research by NEF detailed that there are clear benefits for individuals, families and society from cutting working hours. Workers can spend more time with and care for their friends and families, improve the costs and availability of childcare, promote gender equality and allow people to make more of later life. 

 

Fourth Industrial Revolution 

 

Stealing a march on the inevitable is an influencing factor in the Union’s general thinking in regard to the ‘Pillars of Security’ we are seeking and the Fourth Industrial Revolution should not be ignored as its threat is unlike anything humankind has experienced before. The pace of technological development is frightening and the progress of issues such as artificial intelligence (AI), autonomous vehicles, 3D printing and many more threaten our members’ jobs.  

 

Equally, we have the emergence of the ‘gig economy’. The gig economy is an environment in which temporary positions are common and businesses contract independent workers for short-term engagements. It is a way of working that is based on people having temporary jobs or doing separate pieces of work, each paid separately. Rather than working for an employer, workers eke out a living in the gig economy doing odd jobs whenever they can. These are major threats which could be hugely damaging to workers but also managerial thinking in respect of placing obsessive profiteering and shareholder return above the spirit and intent along with the security our agreements reflect. If the company is still committed to our agreements as well as the many other aspects of the CWU, they must consider the merits of the SWW. 

 

We believe shorter working hours can help address a number of issues the business and our members face around automation, resourcing and workloads, overtime and part-time employment. It must be remembered that shorter working hours does not always translate into shorter working days but can also be used to create inventive duty patterns of less days or long and short days or weeks.   

 

We do not believe that the move to 35hrs is a straight issue of time or pay as we all clearly have to be mindful of our members’ future standard of living. We believe that there are many layers of potential fit that can take account of all of the challenges we face, the interests of our members (your employees) and helps the company to live up to the corporate responsibility principles you present to the wider world. 

 

In keeping with these principles, we have sought to be open and transparent with both our vision and our negotiating position. I have therefore provided below the wide range of negotiating principles agreed by the Postal Executive that we believe would enable us to move our claim forward in a mutually agreeable manner that addresses the needs of all parties: 

 

1. We establish the principle that a full-time OPG job in Royal Mail is 35hr gross as quickly as possible. 

 

2. All full-time jobs established from the date of the agreement will be based on 35hrs gross at the current hourly rates applicable to the appropriate grade.  
3 Between the 1st April 2017 and 1st April 2019 current full-time employees and 

 those currently working between 35 and 39hrs gross, will see their hours reduced in three stages to 35hrs gross. New full-timers already on the 35hrs gross will see their pay increase in three stages until both hours and pay are equalised for all grades. 

 

4. Current full-timers can take a buy down of hours to a 35hrs gross full-time job, incentivised by a two year lump sum on the difference in basic pay upon introduction of the change and then a one year lump sum thereafter.  

 

5. Current full-timers can elect to remain on current hours as an extension of contract from the 35hrs norm and receive the appropriate new hourly rates through the transition process. 

 

6. We do not accept that reward should be translated as hours or pay. We will have to understand management’s proposals for the next three years in respect of productivity and new technology, job reductions, the savings they envisage, shareholder targeted returns, product and revenue growth expectations, inflation and the businesses intentions in respect of pay awards over the next three years.   

 

7. Explore the potential for local and national productivity schemes to support further reward. 

 

8. Some members already enjoy reduced working time via protected time-bonus reward and any final agreement must ensure equality in benefits received.  

 

9. Provide opportunities for people to contract to work more than 35hrs on an individual basis. 

 

10. Consider the issue of hourly overtime rates and allowances through the process. 

 

11. Recognise that across Royal Mail Group there are different start points in different business units, functions and grades along with a range of current arrangements based on both Gross and Net working week models. Equally recognise that the operational and commercial challenges can vary greatly in these areas which have led to the adoption of different approaches to the shorter working week in the past. As such, work has commenced to consider and develop policy options in relation to the provision of equivalent benefits to other CWU grades currently not on a 39hr gross working week for future consideration by the Committee. 

 

12. That negotiations will have to ensure that meal relief entitlements are reviewed so no benefits from the introduction of a shorter working week are lost. 

 

This represents our formal claim and the rationale behind it. What we would now welcome is a detailed response from the business that addresses the merits of our case, the rationale behind it and our proposed framework for taking it forward. 

 

Thank you for your time and I look forward to your reply. 

 

Yours sincerely, 

  

Terry Pullinger Deputy General Secretary (Postal) 

Royal Mail Group Safety Health and Environment Team Re-Organisation Supporting RM Operational Move from Three to Four Regions – From 01.04.17 
To: All Branches 
Dear Colleagues,  
Introduction:

Dr Shaun Davis RMG Global Director of Safety, Health, Wellbeing and Sustainability has announced the new RMG SHE Team structure and appointments to the various positions and roles within his re-structured team. 
The RMG, Group-wide structure, strongly favoured by the Union is retained and the centralised SHE function is strengthened, in order to support the Operational move from three to four Regions, effective from 1 April 2017. 
In his announcement yesterday evening, Shaun Davis said that the changes were driven by Royal Mail’s Regional re-organisation and the intention was to undertake organisational realignment and rebalance his team across the four Regions and to minimise operational impact. The total SHE Team review is headcount neutral at 80 people. 
Two issues raised by the CWU Health, Safety and Environment Department in respect of the previous structure was firstly the need to put in place direct links with the main Royal Mail Operational functions in the business, namely Delivery, Processing and Collections and secondly to reintroduce a senior role in the Central SHE team to deal with CWU Escalations and Disputes procedure under existing agreements. These issues have been fully addressed within the new structure. 
The Restructured SHE Team Summary:

The SHE Central Leadership Team under Shaun Davis will be Andy Pearson Head of SHE Field Operations, James Radley Head of SHE Standards and Programmes and Mike Shakeshaft Head of Occupational Health Operations. Sarah Foord becomes SHE Business Manager. 
Of the existing three Regional Heads of Safety, Brett Thomas is retiring, and Mike Shakeshaft and Steve Greaves move to Central SHE Team functions. 
The new Regional Heads of Safety are (North) Freddy Warnock, (West) Phil Hinchey, East Robert Kelly and (South) Jayne Callaghan-Jarvis. 
Head of Safety in Logistics is Matt Humphreys a new recruit to Royal Mail who replaces Lisa Durrant who has moved to another position outside SHE. 
Head of Safety for Commercial remains as Stuart Harrison who covers Parcelforce, RMSS and International. 
All Heads of Safety report to Andy Pearson Head of SHE Field Operations. 
See attached Power Point ppt file setting out the structure and appointments in the reorganised RMG SHE Team, in fine detail. The ‘SHE Business Partner’ positions are to be filled and one other senior Central position is to be confirmed.   

The key Royal Mail Regional Changes, Previously Announced Are:

South East, Guildford, London, Essex, part of Anglia and part of Home Counties North will form the new South region; 
Most of Anglia, Home Counties North and Great Western, together with all of East Midlands and part of South & West Yorkshire will form the new East Region; 
Cheshire & Merseyside, West Midlands, South Wales & Gloucester, South West, South Coast and part of Great Western will remain in the West Region; 
North West England, West of Scotland, Yorkshire, Tyneside, and East Scotland & NI will form the North Region; 
Where Delivery Directorates have been split, RODs will discuss the impact on an individual basis – however, there will continue to be 18 Delivery Directorates, so it is expected that the Operations infrastructure will simply realign. 
Yours sincerely
 
Dave Joyce

National Health, Safety & Environment Officer
Email Attachments – Click to download
LTB 151/17 Royal Mail Group Safety Health and Environment Team Re-Organisation Supporting RM Operational Move from Three to Four Regions – From 01.04.17

LTB 151/17 Powerpoint Presentation

CWU Conference 2017 – General Conference Agenda Pad
Branches would wish to know that the 2017 General Conference Agenda Pad has now been published on the website and can be accessed using the following link:
http://www.cwu.org/media/9529/general-conference-agenda-2017.pdf 
A pdf. copy has also been attached. Hard copies of the agenda are in the process of being printed and will be distributed to branches when completed.
Any enquiries to this Letter to Branches should be addressed to conferences@cwu.org or call 020 8971 7256.
Yours sincerely
 
 
A P Kearns
Senior Deputy General Secretary
Email Attachments – Click to download
LTB 148/17 – CWU Conference 2017 – General Conference Agenda Pad

General Conference Agenda Pad

UNI ICTS EUROPA CONFERENCE – 2017
Further to LTB 085/17 dated 14th February 2017, please see below the result of the ballot that closed on 7th March 2017. 
TELECOMS & FINANCIAL SERVICES CONSTITUENCY
2 Lay Members to be Elected
Jamie George
Central Counties & Thames Valley
7293
 
Adam Gibbins
Somerset Devon & Cornwall
29148
*Elected
Tony Gilkes
Capital
28356
*Elected
Please find attached a copy of the branch breakdown for this ballot.
Any enquiries regarding this Letter to Branches should be addressed to the Senior Deputy General Secretary’s Department on telephone number 020 8971 7237, or email address sdgs@cwu.org.
Yours sincerely,
 
TONY KEARNS
SENIOR DEPUTY GENERAL SECRETARY
Email Attachments – Click to download
LTB 144/17 – UNI ICTS Europa Conference 2017

UNI ICTS Returns Spreadsheet

Royal Mail Group SHE/CWU Joint Regional FFG Events 7th, 8th & 9th March (This Week) Final Reminder:
To: All Branches
Dear Colleagues, 
Further to LTBs 083/17 and 097/17, this is to remind you that the Royal Mail Group SHE Team/ASRS Regional Joint Meeting Events take place this week as follows and all CWU ASRS are invited to attend from all parts of the group and all functions.‎ I wish to ensure maximum attendance. 
A number of important and informative presentations and briefing sessions on key health, safety and work environment subjects have been put on the agenda and there is an ‘Open Forum Session’ for ASRS to raise any issues of concern or questions with RMG SHE Director Dr. Shaun Davis and his top team.
Please make every effort to attend.
Dates and Venues: 
West Region

Tuesday 7th March – 10:30am – 14:45pm

North West Midlands MC, 1 Sun Street, Wolverhampton WV1 1AA
North Region 

Wednesday 8th March – 10:00am – 14:00pm

Steve Gelder Room, Tyneside MC, Lindisfarne House, Earlsway, Gateshead NE11 OYY
East Region

Thursday 9th March – 10:00am – 13:15pm

Stevenage Delivery Office, Six Barrows, London Road, Stevenage SG1 1AA
I look forward to seeing you all at the events.
Yours sincerely
Dave Joyce

National Health, Safety & Environment Officer
Email Attachments – Click to download
Attachment 1 – LTB141/17 Royal Mail Group SHE/CWU Joint Regional FFG Events 7th, 8th & 9th March (This Week) Final Reminder

18TH MARCH 2017 – UNITED NATIONS ANTI-RACISM DAY: NATIONAL DEMONSTRATION 
The 18th of March 2017 is the United Nations Anti-Racism Day. 
As you will be aware the CWU has a long and proud history of campaigning on anti-racism and that is why we are supporting a national demonstration that will be held as part of a co-ordinated international day of marches against racism that will mark UN Anti-Racism Day. 
Following the EU referendum the UK has witnessed a huge spike in hate crime and as a result this march will bring together politicians, trade unions, faith, migrant and community groups along with people from all walks of life together in a powerful united statement showing the depth of opposition to racism, Islamophobia & anti-Semitism and support for diversity in our society. 
The march will assemble in London at 12 (noon) Portland Place, London, W1A 1AA. Please see below details of transport arrangements being made across the country to enable people to attend this important event. 
It is important that we support an event that seeks to send a message that says, as attacks on workers and our communities’ increase we will not stand by while racists try to divide us in making society a better and safer place for all to live. 
Any enquiries on the above LTB should be directed to gsoffice@cwu.org 
Yours sincerely  
 
Dave Ward Tony Kearns
General Secretary Senior Deputy General Secretary
Email Attachments – Click to download
Attachment 1: LTB 140/17 United Nations Anti-Racism Day

Attachment 2: Transport Arrangements

HSE Guide – Risk Assessment, A Brief Guide to Controlling Risks in the Workplace (INDG163) 
To: All Branches 
Dear Colleagues, 
The HSE Risk Assessment leaflet INDG163 ‘Risk Assessment, a brief guide to controlling risks in the workplace’, is a revised updated version of leaflets first produced back in 1992. The summary guidance’ aims to help you identify, assess and control health and safety risks associated with workplace hazards – the guidance replaces the very well know and widely used ‘Five Steps to Risk Assessment’. 
This leaflet is mainly aimed at employers, managers, safety advisors and others with responsibility for health and safety, and will also be useful to TU Safety Representatives. 
The new guidance makes clear that significant findings need to be recorded and emphasises the importance of controlling the risks identified. The guidance states that employers should identify the hazards, think about who might be harmed, evaluate the risks, record significant findings and review the risk assessments periodically. 
If the ‘Five steps to risk assessment’ has been used in the past to carry out or review risk assessment that’s fine. Employers must review risk assessment if they are no longer valid or if there are any significant changes or if there have been any accidents or near misses. 
As part of managing the health and safety of any organisation or business, employers and managers must control the risks in the workplace. To do this they need to think about what might cause harm to the workforce and others, including visitors, the public etc and decide whether reasonable and suitable steps are being taken to prevent harm. This is what risk assessment is and it is something all employers are required by law to carry out and record it. Only very small employers of five employees or fewer don’t have to write anything down. 
A risk assessment is not about creating huge amounts of paperwork, but it is about identifying sensible measures to control the risks in the workplace or workplaces and a workplace is any place where a worker works or frequents during the course of their employment, including out on the streets where our Outdoor working members go. Risk assessment help managers decide whether the organisation has adequately covered all that needs to be considered. 
When undertaking Risk Assessments, employers and managers need tp think about how accidents and ill health could happen and concentrate on real risks – those that are most likely and which will cause the most harm – then consult Safety Reps and Experts if need be to ensure the Risk assessments are got right, producing Safe Working Methods and Systems. 
For some risks, other regulations require particular control measures. The risk assessment can help identify where to look in respect of certain risks and the particular control measures in more detail. These specific control measures can then be considered as part of, or an extension of, generic overall risk assessments. 
A pdf copy version of HSG(INDG163) is attached. 
Yours sincerely
 
Dave Joyce

National Health, Safety & Environment Officer
Email Attachments – Click to download
LTB 139/17 HSE Guide – Risk Assessment, A Brief Guide to Controlling Risks in the Workplace (INDG163)

HSE Guide (INDG163)

HSE Guide – Managing for Health and Safety (HSG65)  
To: All Branches 
Dear Colleagues, 
First published in 1991, this is the third edition and 14 re-prints of the HSE’s over-arching guide on the essential philosophy of good health and safety, what it means, how to achieve it and how to maintain it. 
Previously entitled ‘Successful health and safety management’ and now ‘Managing for health and Safety’ – HSG965 was prepared by HSE as a practical guide for directors, managers, health and safety professionals and Safety Representatives who want to improve health and safety in their organisation. 
This book is mainly for leaders, owners, trustees and line managers. It will particularly help those who need to put in place or oversee their organisation’s health and safety arrangements. The advice will also help workers and Safety Representatives, as well as health and safety practitioners and training providers. 
Organisations have a legal duty to put in place suitable arrangements to manage for health and safety. This book provides a framework to help do that effectively, in a way that the organisation can tailor to its own circumstances. In implementing the arrangements, management should consult with TU Safety Representatives. The framework described in this book is universal but how far action is needed will depend on the size and nature of the organisation, and the risks from its activities, products or services. 
Its simple message is that organisations need to manage health and safety with the same degree of expertise and to the same standards as other core business activities, if they are to effectively control risks and prevent harm to people. 
This book describes the principles and management practices which provide the basis of effective health and safety management. It sets out the issues which need to be addressed, and can be used for developing improvement programmes, self-audit or self-assessment. 
This latest edition of one of HSE’s most popular guides is being circulated for the information and use of CWU Health and Safety Reps, in the build-up to the consultation and launch of the new HSE Strategy and Sector Plans. 
HSG(65) is basically what the HSE measures the performance of leaders, owners and line managers against, and therefore it will be of particular importance and help to those who need to put in place or oversee their organisation’s health and safety arrangements and those monitoring it. 
The advice will also help workers and Safety Representatives, to Inspect, monitor and audit the Safety Performance and risk control measure of employers. HSG(65) is therefore also useful to health and safety practitioners and training providers. 
The guidance explains the “Plan, Do, Check, Act” approach and shows how it can help achieve a balance between the systems and behavioural aspects of management. It also treats health and safety management as an integral part of good management generally, rather than as a stand-alone system. HSE has moved away from using the “POPMAR (Policy, Organising, Planning, Measuring performance, Auditing and Review)” model of managing health and safety over to the ‘Plan, Do, Check, Act’ approach. 
Plan, Do, Check, Act  
Plan – Determine your policy/Plan for implementation. Define and communicate acceptable performance and resources needed. Identify and assess risks/Identify controls/Record and maintain process safety knowledge.

Do – Profile risks/Organise for health and safety/Implement your plan. Implement and manage control measures

Check – Measure performance (monitor before events, investigate after events). Measure and review performance/Learn from measurements and findings of investigations

Act – Review performance/Act on lessons learned
This third edition has advice on:

The core elements of managing for health and safety

Deciding if what needs to be done – is being done

Delivering effective arrangements

Useful resourcesThe revised HSG(65) guidance builds on the practical advice in the HSE publication “The Health and Safety Toolbox – How to Control Risks At Work””[8], which helps employers identify, assess and control common risks in the workplace.
A pdf copy version of HSG(65) is attached.

Yours sincerely 
Dave Joyce

National Health, Safety & Environment Officer
Email Attachments – Click to download
LTB 137/17 HSE Guide Managing for Health and Safety (HSG65)

HSE Guide (HSG65)