Royal Mail Group (SHE) Safety Flash (FY21 009) – Use of Knives – Serious Cut Hand Injury:

Introduction

Following a serious accident, caused by a knife and resulting in a severe cut injury to a worker’s hand (see attached photograph) whilst working in a Royal Mail Parcel Sort Centre, the attached urgent RMG SHE Flash FY21 009 ‘Use of Knives’ has been issued in order to raise the profile of the inappropriate use of knives in the workplace which was in breach of the ‘mandatory’ Safe System of Work and involved the use of the incorrect type of knife. The Safety Flash links to a reviewed and updated ‘Safe Working Instruction’ (copy attached) which clearly details the requirements for using knives in the operation. There are only two types of knives which are officially approved by Royal Mail Group (RM & PFWW) and which should be issued to employees (other than for specialist tasks). Any other knives in use must be removed and disposed of.  Office/Unit Managers and PiCs have been requested to communicate the details of the Safety Flash and Safe Working Instruction to their workforce and display the Safety Flash on the SHE Notice Board.

Audience:

All Royal Mail Group workers who use knives during the course of their work (e.g. RM Processing, RM Distribution, RM Parcelforce Worldwide).

Overview and Background:

Royal Mail Group Safety Health and Environment Group have issued ‘Safety Flash’, number FY21 009, (copy attached), which gives a summary of the recent serious cut hand injury accident. On investigation it was found that unapproved, not officially supplied knives

were in use at the site concerned and the Safe System of Work was not being followed. The ‘Safety Flash’ is to form the basis of a Unit Briefing to provide safety information and instruction to all staff working in operations where knives are used in order to raise awareness of the potential risk of similar incidents which could cause a serious cut injury accident.

Issue: 

The use of knives is required for some operational tasks – e.g., for cutting shrink wrap, bag ties and cardboard. Royal Mail Group Assets provides approved safety knives for specific tasks. These knives have been risk assessed and meet safety standards. They are available as RMG catalogue stores items. Other knives must not be procured or used. In this case an unapproved knife which was not fit for purpose had been provided and was being used.

The ‘mandatory’ Safe Working Instruction was not being followed by the accident victim concerned.

Description of the Incident:

The incident occurred when a worker was cutting cardboard incorrectly with an unapproved knife and slashed his hand causing a serious, deep laceration which required hospital treatment, several stiches and medication.

Impact and Effect:

The misuse of knives can cause a significant injury, if the knives are not fit for purpose and are used incorrectly.

Key Learning Points. 

• Knives must only be used for authorised operational
• Only RMG approved safety knives must be used and these are available from the RMG stores catalogue.
• Always follow the Safe Working Instruction.
• There is a serious risk of injury if this is not adhered to.

Key Management Activity and Messages to Staff:

• Communicate and display the SHE Safety Flash on the SHE Notice board.
• Brief staff on the ‘Operation and Use of Knives Safe Working Instruction (SWI)’ to all relevant staff and complete training based on the content.
• Review all knives that are used on site and remove all of those that are not compliant with the Safe Working Instruction (SWI).
• Only where the specific task requires it should compliant, authorised, knives be provided and used. These must be ordered from the RMG catalogue where required. These will either be a ‘Fish Knife’ or the ‘Auto-Retractable Knife’. No other types of knife are permitted unless specifically approved via a separate risk assessment.
• Only use a knife for its designated purpose – as identified in the approved knives and usage section of the SWI.
• Only trained individuals must use a knife for an operational task. This can be completed by a manager or a Workplace Coach.
• The relevant SSOW for the task must be followed.
• Use appropriate PPE.
• Monitor the use of knives to ensure compliance to the SWI.

Attachments:

• Copy of RMG SHE Safety Flash FY21 009 – ‘Use of Knives’.
• Copy of RMG Safe Working Instruction – ‘Operation and Use of Knives’ (Fish Knife and Auto-Retractable Knife).
• Photograph of the Knife Accident Victim’s Injury.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

21LTB194 Royal Mail Group (SHE) Safety Flash (FY21 009) – Use of Knives – Serious Cut Hand Injury

SHE Flash FY21 009 Use of knives

Operation and Use of Knives SWI v1.0

Serious Knife Injury Accident Image (Atherstone IPSC 15.03.21)

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Royal Mail Property and Facilities Solutions Limited (RMPFSL)

Engineering and Admin & Generic Grades Pay 2021

I am pleased to announce we have reached a negotiators agreement on a pay settlement for RMPFSL Engineering and Admin & Generic Grades.

The agreement is a 1 year, 2.6% pay increase flowing through to all allowances backdated to April 1^st 2021.

As well as the pay agreement, we have also agreed with RMPFSL to embark on a proper apprentice scheme, which will see cohorts of apprentices come in year on year.

There is also confusion around some workload and grading of our Admin & Generic Members who are currently graded Broadband 6 and whether they are CWU or Unite/CMA grades.  We will be undertaking a review of all admin workload and grading and ensure the correct workload is attributed to CWU represented grades and the work moving through to the appropriate grade and being represented by the CWU where appropriate.

We could have insisted on reaching agreement on the above objectives prior to putting the pay agreement to ballot. However, we do not want to unnecessarily delay our members getting the benefit from the pay increase. A Joint Statement confirming the pay increase and the commitments above is attached at Appendix A.

We are now making the necessary arrangements to put the agreement out to a ballot of our RMPFSL Engineering and Admin & Generic Members.

Further communication with the ballot timetable will be published in due course.

All enquiries regarding the content of this LTB should be addressed to the PTCS Department, quoting reference 320. Email address: khay@cwu.org

Yours sincerely,

Carl Maden

Assistant Secretary (Acting)

PTCS Department

Attachment 1: 21LTB193 – Royal Mail Property and Facilities Solutions Limited (RMPFSL) Engineering and Admin & Generic Grades Pay 2021

Attachment 2: RMPFSL Pay – Appendix A.signed

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Pathway to Change Agreement – Improving Efficiency / Productivity – Productivity Joint Working Group (PJWG) Recommendations

Colleagues will recall that the terms of the Pathway to Change Agreement (Section 2.6) committed RMG and CWU to work together to implement new, efficient and productive ways of working and to raise overall standards across the operation.

The concept of the Joint Working Group (JWG) was agreed under the terms of the 2018 Four Pillars Agreement and was progressed whilst the negotiations on the Pathway to Change Agreement were taking place. The first report/recommendations from the JWG formed part of Section 2.6 of the final Pathway to Change Agreement along with the commitment for their work to continue.

We have not had agreed productivity measures for many years and the work of the JWG has not only been excellent thus far but is also crucial to ensuring fair and manageable workloads for all – a fair day’s work for a fair day’s pay.

Against that backdrop, the JWG were authorised in Section 2.6 of the Pathway to Change Agreement to continue its crucial work and make further recommendations.

Attached for your information is a Joint Statement, which confirms the further recommendations from the JWG which have been agreed by the RMG and CWU Main Negotiating Group, after ratification by the Postal Executive, and has been fully briefed to the CWU Senior Field Officials.

We felt it was essential that local representatives and managers entering into revision activity in all offices and functions were fully aware of the recommendations and that there is no room for misunderstanding or misinterpretation of what has been agreed, hence this Joint Statement.

I would like to place on record our thanks to the Productivity Joint Working Group (PJWG), who have already completed a huge amount of work in a short period of time, and continue to develop and refine our joint approach on this issue to ensure that the spirit and intent of the Pathway to Change Agreement is delivered and honoured.

Further information on this activity and outputs of the PJWG will be circulated to the field in due course. In the meantime, any enquires on the content of this LTB and the attached Joint Statement should be referred to either the DGS(P) or the appropriate operational department.

Yours sincerely,

Terry Pullinger
Deputy General Secretary (Postal)

21LTB192 – Pathway to Change Agreement – Improving Efficiency…

21LTB192 – Attachment 1

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FORMAL NOTICE

Please note this LTB contains IMPORTANT information 

for immediate distribution and display throughout your branch

Dear Colleagues,

ELECTION OF:

·         CWU National Executive Council

·         CWU Industrial Executives

·         CWU Assistant Secretary TFS 1

·         CWU Assistant Secretary TFS 2

·         CWU Assistant Secretary TFS 3

·         CWU Assistant Secretary Postal (Technical Services/HR Procedures)

Further to LTB 034/21 dated 1^st February 2021, which contained formal notification of the timetable for the above elections.

The NEC has now approved the regulations for the above elections which are attached to this LTB for your information.  In addition to the regulations, due to the revised size composition of the NEC, a supplementary document containing the election arrangements and guidance has also been produced to assist branches and candidates in the forthcoming elections.

Branches should be aware that the regulations for the above elections contain a number of changes including revised arrangements for the dispatch and return of nomination forms.

Branches are therefore advised to review the regulations in order to make themselves familiar with these changes.

Please note that in respect of the CWU Assistant Secretaries; Legal Services and Health Safety and Environment, the NEC has taken the decision that it is necessary to continue to defer the elections for these positions pending the outcome of the Redesign Project review of CWU HQ structures.

For ease of reference the details of the National Representative positions to be elected in 2021 are set out below.

CWU NATIONAL EXECUTIVE COUNCIL & INDUSTRIAL EXECUTIVES 

1)     NATIONAL EXECUTIVE COUNCIL

The NEC shall comprise 34 members:

1. President and Vice President, but their inclusion shall not increase the numbers from their originating Constituencies.
2. 11 lay members elected biennially by and from the Postal Constituency and 1 of whom shall be the Vice Chair. All of whom shall automatically be members of the Postal Industrial Executive. At least 2 lay members must be women. At least 1 lay member must be BAME.
3. 2 lay members elected biennially by and from the Postal Constituency. At least 1 lay member must be a woman. Lay members holding these 2 positions will not be eligible to hold a position on the Postal Industrial Executive.
4. 8 lay members elected biennially by and from the Telecom and Financial Services Constituency and 1 of whom shall be the Vice Chair. All of whom shall automatically be members of the Telecoms and Financial Services Industrial Executive. At least 2 lay members must be women. At least 1 lay member must be BAME
5. 2 lay members elected biennially by and from the Telecom and Financial Services Constituency. At least 1 lay member must be a woman. Lay members holding these 2 positions will not be eligible to hold a position on the Telecoms and Financial Services Industrial Executive.
6. 2 lay Young Workers members elected biennially who must be 29 or under at the time of the election. 1 of whom will be elected by and from the Postal Constituency and 1 of whom shall be elected by and from the Telecoms and Financial Services Constituency.
7. 1 lay Retired Member elected biennially by all members of the retired sector. The Retired Members NEC representative shall not be entitled to vote on issues that are Financial, Rule, Constitutional or issues that could be considered to have an industrial context except where they apply only to Retired Members.
8. 8 lay Equality members elected biennially, 1 lay member from each of the Postal and TFS constituencies for each of the following equality strands.

          Women

          LGBT+

          BAME

          Disability

Please note that the NEC members listed in categories c), e), f), g) and h) are members of the NEC only and are not automatically members of their respective Industrial Executives. 

2)     CWU INDUSTRIAL EXECUTIVE COMMITTEES

Postal Executive (PE)

The Postal Executive (PE) will consist of 17 lay members elected biennially.

The composition of the PE is as follows:

1. 11 NEC members elected by and taken from all Members in the Postal Constituency whom in accordance with the rules of the CWU shall automatically be members of the respective Industrial Executive.
2. Subject to implementing the outcome of (a) above up to 2 members elected by and taken from members who are from Postal Technical Services Grades.
3. Subject to implementing the outcome of (a) and (b) above the remaining places on the PE will be elected by and taken from members who are from Postal Grades.

Further information regarding the voting entitlement for the PE elections will be published to branches prior to the dispatch of ballot papers.  

3)     TELECOMS & FINANCIAL SERVICES CONSTITUENCY INDUSTRIAL EXECUTIVE POSITIONS 

The Telecoms & Financial Services Executive (T&FSE) will consist of 16 lay members elected biennially.

The composition of the T&FS Executive is as follows:

1. 8 NEC members elected by and from all members in the Telecoms and Financial Services Constituency whom in accordance with the rules of the CWU shall automatically be members of the respective Industrial Executive.
2. 1 member elected by and from all members the Telecom & Financial Services Constituency and who must be aged 29 or under at the time of the election.
3. 1 member elected by and taken from members in the Santander Group and related companies (Santander UK, Santander UK Operations Ltd, Santander UK Technology Ltd, Santander Global and Paragon Customer Communications).
4. 1 member elected by and taken from members in Telefonica O2 UK and Connect 44.
5. 1 member elected by and from all members working for Capita in the T&FS Sector and 14Forty (Capita contract).
6. 4 members elected by and taken from all other members in the Telecom & Financial Services Constituency.

Further information regarding the voting entitlement for the T&FSE elections will be published to branches prior to the dispatch of ballot papers.  

CWU ASSISTANT SECRETARY TELECOMS & FINANCIAL SERVICES – TFS 1 

The above TFS Assistant Secretary is currently responsible for dealing with the following companies:

Openreach, Openreach Northern Ireland, Digital Realty, Fujitsu, Manx Telecom.

CWU ASSISTANT SECRETARY TELECOMS & FINANCIAL SERVICES – TFS 2

The above TFS Assistant Secretary is currently responsible for dealing with the following companies:

Consumer (including EE), BT Group Finance & Billing, Yell.

CWU ASSISTANT SECRETARY TELECOMS & FINANCIAL SERVICES – TFS 3

The above TFS Assistant Secretary is currently responsible for dealing with the following companies:

BT Supply Chains, BT Property & Facilities, Capita (O2 Contract), Capita (Tesco Mobile Contract), CBRE (BT Contract), ISS (BT Contract), Swiss Post Solutions (CBRE/BT Contract), 14forty (Capita Contract), Elior (BT Contract).

CWU ASSISTANT SECRETARY POSTAL (TECHNICAL SERVICES/HR PROCEDURES)

The above Postal Assistant Secretary is currently responsible for dealing with the following companies:

Technical Service Grades, HR Procedures, Royal Mail Property and Facilities Solutions Engineers, CBRE, Royal Mail Fleet, Processing Engineers.

The responsibilities of all CWU Assistant Secretaries shall be to carry out and discharge under the direction of the GS such Union duties as they may be deemed required to perform.

The timetable for all of the above elections, as previously notified in LTB 034/21 is as follows:

Election Timetable:

Nominations Open:  20 May 2021

Nominations Close:  10 June 2021 (14:00)

Accept Nomination:  14 June 2021 (14:00)

(TFSE NEC/IE positions only)

Despatch ballot material:  6 July 2021  

Close of ballot:  3 August 2021 (first post)

Result:  5 August 2021

*Please note that ballot papers will be sent to all eligible members who are included in the membership register maintained by the union as at 6 June 2021.  Therefore any changes of address, etc. will need to have been received at CWU HQ prior to this date.

Branches will also wish to note that the independent scrutineer appointed by the union to oversee the election arrangements is Civica Election Services.

The Election Regulations stipulate that a copy of the regulations for these elections must be distributed to all branches in advance of the nomination process.  A copy of the Election Regulations is therefore attached and I would be grateful if you could ensure that these are brought to the attention of the members of your branch.

The regulations will also be published on the CWU website and a copy will be issued to all candidates nominated to stand in the Election(s). 

Further information regarding the nomination arrangements will be sent to branches in due course. However Branches are reminded that in order for nominations for the above positions to be valid then they will need to be submitted on the appropriate CWU HQ issued nomination forms.

Elections Prize Draws 

Branches are reminded that in order to protect the integrity of these very important national elections and more importantly, ensure that the union is legally compliant with the relevant legislation covering such elections, that election prize draws should not be conducted under any circumstances unless written authorisation has been given by the Senior Deputy General Secretary.

Any enquiries regarding this LTB should be addressed to Senior Deputy General Secretary Department, CWU HQ, for the attention of Peter Metcalfe on 0208 971 7368, or email: pmetcalfe@cwu.org

Yours sincerely,

Tony Kearns
Senior Deputy General Secretary

21LTB195

Election Arrangements & Guidelines 2021 – NEC & IE Elections

NEC & IE Election Regulations 2021

National Officer Election Regulations 2021

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Mental Health Awareness Week 10-16 May 2021

‘Mental Health Foundation’ and ‘Healthwatch’

Hosted by the ‘Mental Health Foundation’, this week 10-16 May 2021, starting today, is Mental Health Awareness Week.  The coronavirus pandemic has impacted people in many different ways and this week gives us all the opportunity to think about our own, and other people’s mental wellbeing.

‘Healthwatch’ state that one in four people in the UK will experience a mental health problem each year and Mental Health Awareness Week aims to get people talking about their mental health and reduce the stigma that can stop people from asking for help.

The theme this year is ‘Nature’ and a Mental Health Foundation research report entitled “mental health impacts of the Pandemic” showed that going for walks outside was one of our top coping strategies and 45% of those surveyed reported being in green spaces had been vital for their mental health wellbeing.

As well as continuing to raise awareness of mental health in general, the aim for this week and beyond is to inspire more people to connect with nature and the outside environment in new ways, noticing the impact that this connection can have for their mental health.

Getting out into the countryside, open spaces, parks, reserves, connecting with pastimes, hobbies, interest groups, clubs, associations, charities, good causes etc can have the unique ability to increase creativity, reduce feelings of social isolation and be effective in protecting our mental health, and preventing distress.

The Mental Health Foundation would like people to think about how nature can support their mental health, for example: Is there green space near to you that you could access more often or is there a friend or family member that you have not seen for a long time and could arrange to meet up with them in a local park, rural area or beauty spot?

Mental Health UK’s – 5 Ways To Wellbeing

The ‘5 Ways to Wellbeing’ are a set of pillars which are key to improving our mental health. They are geared around themes of social connectedness, physical activity, awareness, learning, and giving.  Across the week, those interested can join in by building in some small yet effective activities into daily lives to feel more positive and able to get the most out of life! The 5 Ways are:

1. Connect

Connection is about relating to one an other and feeling understood. Speak to the people in your life, be it friends, family, colleagues or neighbours. Build new connections to expand your circles – this could be at work, school or in your local community. Think of these as the cornerstones of your life and invest time in developing them. Developing these connections will support and enrich you every day.

2. Take notice

Take stock of your surroundings, be curious, catch sight of the beautiful. Being in a state of ‘mindfulness’ has been shown to be associated with a positive mental state. Greater awareness of the world around us helps us see the unusual and notice simple pleasures like the changing seasons. Savour the moment, whether you’re walking to work, eating lunch or talking to friends. Be present to your feelings and environment. Reflecting on your experiences will help you appreciate what matters to you.

3. Give

Giving encapsulates many things – from showing goodwill and generosity of spirit to giving presents and giving up our time. Evidence suggests that ‘giving back’ or helping others promotes wellbeing for all ages. Why not do something nice for a friend, or a stranger. Thank someone. You could even volunteer your time with a charity or join an online community to give and receive peer support in equal measure. The key to giving is to look outwards, as well as inwards. Seeing yourself, and your happiness, linked to the wider community can be incredibly rewarding and creates connections with the people around you.

4. Be Active

Engaging in regular physical activity is known to go hand in hand with lower rates of depression and anxiety across all age groups. Not everyone needs to be a fitness fanatic to boost your wellness through activity. Simply step outside, exercise your green fingers or organise a games night. You could go for a walk or run, cycle or dance. Exercise releases hormones that make you feel good. Most importantly, being active is about discovering a physical activity you enjoy and that suits your level of mobility and fitness.

5. Keep learning

Learning something new is good for your brain and often exciting for the learner. Trying something different, rediscovering an old interest or signing up for that course you’ve always wanted to do can also improve our confidence and widen our skillset. Take on a new responsibility at work, do some arts and crafts or pick up an untried recipe. The challenge and enjoyment of learning new things gives a sense of fulfilment that is second to none.

There is further information on “5-Ways-To-Wellbeing” plus lots of good Help and a variety of helpful information, support and advice to help you manage your mental health and wellbeing or support someone you know at the Mental Health UK Website:- https://mentalhealth-uk.org

“5-Ways-To-Wellbeing” Poster

See attached this useful information and guidance Poster/Leaflet on 5 ways to wellbeing that can be downloaded and printed off for distribution to workplaces.

(Mental Health UK is formed by a coalition of 4 UK Mental Health Charities; ‘Re-Think Mental Health’ England, ‘HAFAL’ Wales, ‘Support In Mind’ Scotland and ‘Mindwise’ Northern Ireland)

NHS Mental Wellbeing Audio Guides

The NHS has introduced a series of mental wellbeing audio guides people can listen to, to help boost your mood and tackle Mental Health issues.  You can listen to them privately, in your own time, to help you through feelings such as anxiety or a low mood. The Audio guides available are:

• Audio Guide: Low mood and depression. In this audio guide, a doctor explains what you can do to help yourself cope with low mood and depression.
• Audio Guide: Anxiety control training. In this audio guide, a doctor explains how you can take control of anxiety.
• Audio Guide: Sleep problems. In this audio guide, a doctor explains what you can do to give yourself the best chance of a good night’s sleep.
• Audio Guide: Low confidence and assertiveness. In this audio guide, a doctor gives you tips to help build your confidence.
• Audio Guide: Unhelpful thinking. In this audio guide, a doctor helps you to replace negative thoughts with more positive thinking.

The Audio Guides are at:- https://www.nhs.uk/mental-health/self-help/guides-tools-and-activities/mental-wellbeing-audio-guides/

The NHS Mental Health website has other useful guides, tools and activities such as:

• 10 Stress Busters
• Exercise for Depression
• 5 Steps to Mental Wellbeing

Depression and Anxiety Mood self-assessment quiz:

When it comes to emotions, it can sometimes be hard to recognise or admit we’re not 100%. If you’re not sure how you’re feeling, you can try the NHS mood self-assessment. If you’re 16 or over, this depression and anxiety self-assessment quiz can help you better understand how you’ve been feeling recently. With each question, think about how you’ve been feeling over the last 2 weeks. The quiz is at:- https://www.nhs.uk/mental-health/self-help/guides-tools-and-activities/depression-anxiety-self-assessment-quiz/

MHFA Address Your Stress Toolkit

In 2018 Mental Health First Aid (MHFA) England launched their “Address Your Stress Toolkit” to support that year’s campaign and the Toolkit remains a useful resource. This included a set of practical resources designed to help people better understand and manage stress. The toolkit is still available to those wishing to use it on the above link. “Address Your Stress Toolkit” is available at:- https://mhfaengland.org/mhfa-centre/resources/address-your-stress/

MHFA “supporting your mental health whilst working at home” Video

Mental Health First Aid England (MHFA) have produced a short video ‘supporting your mental health whilst working at home’ which is available on the following link: https://mhfaengland.org/remote-working-resources/everyone/

MHFA 10 Keys To Happier Living

See attached this useful information and guidance packed Poster/Leaflet that can be downloaded and printed off for distribution to workplaces.

PHE ‘Every Mind Matters Campaign’

This campaign was launched to support the nation’s mental health, as half of adults say they are more worried during this current lockdown than at the start of the pandemic and lockdown in March 2020.

A new survey, commissioned by Public Health England (PHE) at the start of the current government restrictions, reveals the impact coronavirus (COVID-19) has had on adults’ mental wellbeing across the country.

The research found that almost half (49%) felt that the pandemic has impacted negatively on their mental health and wellbeing (53% of women and 45% of men). Of those surveyed, significant proportions of the population said they had been experiencing more anxiety (46%), stress (44%), sleep problems (34%) and low mood (46%) over the course of the pandemic. The following were the most common reasons people thought the lockdown had negatively impacted their mental health:

• 56% missing friends and family; and loneliness 33%.
• 53% uncertainty about the future; with financial and employment worries 27%.
• 53% worried about family’s safety and health.

However, at the same time 3 in 5 (60%) of those asked say they feel hopeful about the future. Many adults (75%) reported that they are planning to take or have taken steps to look after their mental wellbeing, with exercising regularly (32%) eating well (29%) and talking more to family and friends (28%) being the main actions.

To support people during this time, PHE launched a nationwide “Better Health – Every Mind Matters” campaign to support people to take action to look after their mental health and wellbeing and help support others such as family and friends. The campaign encourages people to get a free NHS-approved Mind Plan from the “Every Mind Matters Website”. By answering 5 simple questions, adults will get a personalised action plan with practical tips to help them deal with stress and anxiety, boost their mood, sleep better and feel more in control. Over 2.6 million Mind Plans have been created since it launched.

The “Every Mind Matters Covid-19 Hub” also includes practical tips and support on how adults can deal with uncertainty, how to cope with money and job worries and how to look after both their own and their family’s mental wellbeing while staying at home.

The campaign is supported by a coalition of leading mental health charities, including ‘Mind’, ‘Samaritans’, ‘Young Minds’ and ‘Rethink Mental Health’.

• The Every Mind Matters Website is at:- https://www.nhs.uk/every-mind-matters/
• To get an Every Mind Matters Mind Plan By Answering 5 Questions in an ‘Interactive Quiz’ go to:

https://www.nhs.uk/every-mind-matters/mental-wellbeing-tips/your-mind-plan-quiz/

Royal Mail Group

Royal Mail Group the largest employer of CWU Grades is initiating a comprehensive awareness and information campaign during Mental Health Awareness Week covering the Occupational Health support package for the workforce and signposting workers to a number of support organisations and charities. The RMG First Class Support service is completely confidential and independent. RMG workforce members can Visit: ‘www.rmgfirstclasssupport.co.uk’ or download the ‘Lifeworks’ app to access health assessments, tailored support programmes and content. RMG employees can call 0345 266 5060 or use the online chat facility via the website or app if they would like to talk to someone about any physical or mental health-related matter, for lifestyle advice, or for direct access to ‘free’ counselling treatments. New users of the website or app can sign up using a unique invitation code, which is ‘RMG-‘ and their payroll number, for example RMG-12345678. The “Feeling First Class – Mental Health” support and advice is on the Health and Wellbeing Intranet pages, and the page includes stress guidance, support and training as well as signposting to internal and external mental health support services. The RMG – Rowland Hill Fund: Tel: 0345 600 4586Website: www.rowlandhillfund.org offers financial aid to colleagues, pensioners and their families in times of need.  See attached RMG Mental Health Awareness Week information. Neyber: Through Royal Mail Group’s ‘My Bundle’ is a financial wellbeing option where RMG employees can access debt consolidation loans and financial education. Visit: ‘mybundle.royalmail.com’.

Shout 85258

Shout 85258 is a free, confidential, 24/7 text messaging support service for anyone who is struggling to cope. The charity Shout 85258 launched publicly in May 2019 and since then they’ve had more than 500,000 conversations with people who are anxious, stressed, depressed, suicidal or overwhelmed and who need immediate support. As a digital service, Shout 85258 has become increasingly critical since Covid-19, being one of the few mental health support services able to operate as normal at this time. Shout has 2,300 empathetic, trained volunteers who take conversations with texters, listening and supporting them to get to a calmer place. Shout Clinical Supervisors oversee and monitor the real-time support and conversations 24/7. Clinical supervisors can escalate texters to the emergency services via a direct line if they are deemed at imminent risk. The most common issues which emerge during a conversation are: suicide (34%), depression (34%), anxiety (32%), relationship (27%), loneliness (18%) and self-harm (15%).

Samaritans

If you’re struggling or in distress – It’s best to speak to someone now. The Samaritans Helpline runs 24/7 and you can call 116 123 if you want to talk to someone now.

Email: jo@samaritans.org

Website: https://www.samaritans.org/how-we-can-help/contact-samaritan/

Get involved

The Mental Health Foundation and MHFA want Mental Health First Aiders, Trade Union Reps, Mental Health Ambassadors and Champions to support the Mental Health Awareness Week campaigns and to make the most of the information and toolkits provided during Mental Health Awareness Week and beyond. The CWU Health Safety and Environment Department is joining with MHFA England, Mental Health Foundation, Mind, Young Minds, Re-Think Mental Health, Time To Change, Shout and the Samaritans in supporting Mental Health Awareness Week.  We are therefore encouraging Reps to get involved with the campaigns within the Union, as well as with friends, family and colleagues, bearing fully in mind the obvious limitations this year due to the Coronavirus/Covid-19 Pandemic Lockdown situation. This effort and initiative doesn’t end after this week and we would encourage Branches, Reps and Regions to organise campaigns on an ongoing basis using the resources available.

CWU Mental Health Strategy 

Steve Jones NEC member and Chair of the CWU national ‘Mental Health Strategy Project Team’ issued the following message today at the start of Mental Health Awareness Week:

“A major component of the CWU Mental Health Strategy is to build support for the 700 or so Reps that have had Awareness or Mental Health First Aid training. Last year each region nominated a ‘lead’ to help deliver this as well as assist in building a mental health strategy within their respective regions. We have set up a national network for the ‘leads’ and we are currently increasing this support from 1 to 2 per Region. So far a number of ‘Stress Workshops’ and discussions with Regions and their Executives have been held. Each of these initiatives have been received with huge support and enthusiasm. It is evident that mental health is a massive issue which touches the lives of all of us in one way or another, the pandemic has brought this into sharp focus. I would like to give a massive thanks to all of our Reps for the magnificent job that they are doing in supporting fellow members in increasingly difficult times. The most important message I can give is don’t suffer in silence.” 

Useful Contacts:

• Mental Health Foundation:https://www.mentalhealth.org.uk
• Shout Mental Health Text Service is a free, nationwide, 24/7, text based service. Text “Shout” to 85258.
• Mind: Information and Guidance around managing your mental health and wellbeing at this time.  Call 116 123 Email: jo@samaritans.org Website: https://www.samaritans.org/how-we-can-help/contact-samaritan/
• Rethink Mental Illness: Resources for looking after your wellbeing and managing your money during the Covid-19 outbreak. Call: 0808 801 0525 or visit https://www.rethink.org
• Stepchange: Offering expert, tailored advice and practical solutions to problem debt, to contact the UK’s leading debt charity Call 0800 138 1111 or visit stepchange.org.
• National Domestic Abuse helpline: is available, including for concerned friends. Call 0808 2000 247 24hours a day or visit nationaldahelpline.org.uk.
• Cruse Bereavement Care: Phone: 0808 808 1677(Monday to Friday, 9am to 5pm) or visit https://www.cruse.org.uk/
• Support in Mind Scotland: Phone: 0131 662 4359(Monday to Friday 9am and 5pm). Email: info@supportinmindscotland.org.uk Website: https://www.supportinmindscotland.org.uk
• MindWise Northern Ireland: Phone: 0808 802 0020Email: covid19@adviceni.net Text: ACTION to 81025Website: https://www.mindwisenv.org
• Hafal Wales Tel: 01792 816600 Email: hafal@hafal.orgWebsite: https://www.hafal.org

Together, we can realise our shared vision of where anyone affected by mental illness can get the appropriate support and care to live healthy, fulfilling lives. Help us spread the word through awareness raising and continue to amplify the message of “You Are Not Alone.”

Attachments:

• Mental Health UK – ‘5 Ways To Wellbeing Poster/Leaflet’
• Mental Health First Aid (Eng) – 10 Keys To Happier Living’ Poster/Leaflet
• Mental Health Foundation – Mental Health Awareness Week Poster
• RMG – Mental Health Awareness Week – Briefings & Poster

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

21LTB189 Mental Health Awareness Week 10-16 May 2021

Mental Health Awareness Week Nature Podster

MHAW 2021 5-Ways-To-Wellbeing-Poster-Leaflet

MHAW 2021 Plasma Slide v1

MHAW 2021 Poster v1

MHAW21 1 of 3 Welcome FINAL

MHAW21 2 of 3 Financial Wellbeing FINAL

MHAW21 3 of 3 Managing Relationships FINAL

MHFA – 10 Keys to Happier Living – Poster

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TRUST SURVEY

Members and Representatives have been contacting the departments to ask whether Royal Mail Property and Facilities Solutions Limited (PFSL) are part of the Royal Mail Trust Survey.

RMPFSL Cleaners, Engineering, Admin and Generic Grades are an important part of Royal Mail Group and therefore we are encouraging all members to participate in the Trust Survey and give their views.

The closing date for the Trust Survey is Sunday 9th May 2021 and therefore any PFSL member who wishes to participate in the trust survey will get time to complete the survey, please speak with your line manager to arrange this.

We encourage all PFSL representatives to give as much publicity as possible to this LTB to ensure RMPFSL members have their say in the survey and we can engage the company on the results.

All enquiries regarding the content of this LTB should be addressed to the PTCS Department, quoting reference 220. Email address: khay@cwu.org or Outdoor Department, reference120, email address: njones@gmail.com

Yours sincerely,
                                                                    
Carl Maden                                                                      
Assistant Secretary (Acting)                                    
PTCS Department    

Mark Baulch
Assistant Secretary
Outdoor Department

LTB 180/21

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Royal Mail Group – Re-Introduction of Driver In-Cab Training in All Vehicles and Update on The Road Map Out Of Lockdown: (Includes New Driver Induction Training & Post Accident Driver Training etc., – Managing Occupational Road Risk)

In February, the Prime Minister announced the Government’s four-step roadmap to ease lockdown restrictions and provide a route back to a more normal way of life. Each step is to be assessed before restrictions ease, with a review and decision at each stage, which will be based on the Covid-19 infection case data not dates. The Government states that it will move cautiously, aiming to keep infection rates under control. Infection rates and deaths in the UK are reducing and the numbers vaccinated are increasing rapidly with around 70% of the population now vaccinated.

As the country is now on the Government’s staged roadmap out of lockdown, Royal Mail indicated its need and intention to re-start the full programme of Driver Training because of it being essential and ‘legally required’. When lockdown commenced last year, Royal Mail Group suspended a range of tasks including vehicle in-cab training. As the country moves through the stages of the UK Government and devolved administrations’ roadmaps, a range of restrictions are being lifted. One of these restrictions is driving lessons and examinations which are now permitted across all nations. Collectively, Royal Mail and Parcelforce with the CWU and Unite/CMA believe that it is now safe to reintroduce in-cab driver training with Covid-Secure controls retained at this stage.

Royal Mail Group operates the largest commercial fleet in the UK and Europe. CWU fully acknowledges the importance of the business needing to meet its obligations in law requiring it to discharge its HSAW Act general duties and its specific MHSAW Regulations obligations in respect of occupational road risk and driver safety plus the need to provide information, instruction and training to drivers under S2 of the HSAW Act. The HSE sets out clear requirements in their legal guidance ‘Managing work-related road safety’ (INDG382) regarding their expectations in respect of effective management of work-related road safety in order to ensure driver competency and fewer injuries to drivers through a system of road risk controls to ensure drivers have the right skills, knowledge and experience.

Following discussions between RMHQ and CWUHQ regarding the changing and easing of Government lockdown restrictions and resultant Department for Business, Energy & Industrial Strategy, DfT, DVLA and HSE rules changes, the basis for a return to driver training was progressed, after a joint review of the ‘Covid-Secure’ – ‘Covid-Safe’ risk assessment and safe system of work control measures.

The CWU/HQ Health, Safety & Environment Department is in support of the resumption of driver training, including ‘in-cab’ training, based on Government announced new Covid-19 rules which are part of the well-publicised ‘roadmap out of lockdown’. A revised set of key risk assessed safety rules are summarised below and contained in the attached, updated Task Based Risk Assessment, Safe Working Instruction and RMG Communication issued by Global Director of Safety, Compliance and Sustainability Dr. Shaun Davis, the content of which was subject to consultation and agreement.

Driver in-cab training ceased when the country entered lockdown and as a result a considerable backlog has built up in the business.  This involves circa 6,500 driver induction training sessions and circa 3,500 post-accident driver training sessions.  Additionally, the business is in the process of recruiting circa 500 new drivers. The business, as a major fleet operator, has legal obligations under health and safety law to provide fit for purpose, ‘legally required’, driver training, information and instruction in order to be compliant and as such both Royal Mail and Parcelforce, as well as the Union are keen to see a resumption of this important and necessary safety training to ensure our driver members are well trained and competent, so as to ensure their safety on the UK roads as well as when they drive in and around Royal Mail and Parcelforce sites and property plus on customers’ premises.

Therefore, Royal Mail Group now wish to expedite the driver training programme in order to clear the backlog of this training, caused as a result of the impact of the Pandemic and suspension of training, and in doing so ensure that CWU members will benefit from this important road safety, driver tuition.

Following discussions with Royal Mail, the following ‘Covid-Secure, Covid-Safe’ key in-cab training safety controls were agreed:

Driver In-Cab Training Covid-Secure Safety Controls:

In-cab driver training will now recommence in all vehicle types imminently. To ensure the safety of both our drivers and instructors, RMG and CWU have agreed to follow instructions set out in a reviewed Risk Assessment and Safe Working Instructions.  These include (key points):

• Drivers and instructors to take a Lateral Flow Device test within the two days prior to training.
• Both driver and instructor to wear a ‘new on the day’ Royal Mail branded, 3-ply face covering.
• The vehicle must always be ventilated.
• Touchpoints must be cleaned both before and after the session.

The dedicated Risk Assessment and Safe Working Instructions have been updated to reflect the change in the control measures. (Copies are attached).

Following conclusion of the health and safety consultation process, agreeing to put the above list of controls in place, it was concluded that those undertaking this training are at no greater risk than any other employees currently working for Royal Mail, undertaking other work and functions.

ASRs should take careful note of the above and should ensure that all ‘Covid-Secure’ health and safety controls are fully applied and complied with in relation to training taking place within or to/from their constituent area sites. ASRs should keep themselves informed and updated on training scheduled in their area.

‘Pertemps Driver Training’ 

‘Pertemps Driver Training’ who are the Royal Mail contracted driver training company have agreed that their trainers will undertake twice a week LFD testing to confirm they are Covid-19 negative prior to training Royal Mail employees.

DCPC (Driver Certificate of Professional Competence) Classroom Training Re-Introduction

Following discussions between RMHQ and CWUHQ regarding DCPC classroom training, on the basis of the previously agreed ‘Covid-Secure’ – ‘Covid-Safe’ risk assessment and safe system of work control measures, DCPC classroom training has been re-started, following the Government announced new Covid-19 rules as part of the ‘roadmap out of lockdown’. The re-start has been on condition of a list of controls contained in the Risk Assessment and Safe Working Instructions. Full details are published in CWU Letter To Branches LTB177/2021.

Other Work Tasks and Covid-Secure Restrictions

Against the Government Road-Map backdrop, Royal Mail Group has been working together with the CWU and Unite/CMA to review the protective measures that we have in place and to understand what risk controls can now be changed safely, as the country moves towards the end of ‘lockdown’. Royal Mail Group, in full consultation with the CWU and Unite/CMA, is considering how and when the lifting of some restrictions introduced in Royal Mail Group due to the social distancing requirements, can be changed. This will be considered in line with the Government Roadmap stages. The range of tasks which have impacted on operations include: shared vans, sorting at IPS frames, bullring sorting operations, working at incline conveyors, loading aircraft and ULDs (Pods), working at drop bag fittings and loose loading of trailers. In line with the UK Government’s Roadmap for the reduction of restrictions, Royal Mail Group will continue to work with the Unions, and in full consultation with them, towards the re-introduction of shared vans from 21 June. This date is of course subject to any changes in the UK Government Roadmap, any restrictions in devolved administrations and in infection rates.

Cleaning Standards

The CWU has continually throughout the pandemic raised concerns around cleaning standards and resources. Royal Mail Group is currently working with RMPFS cleaning management to ensure cleanliness standards are improved and maintained. This will include the reopening of those facilities that were temporarily closed to achieve social distancing during the pandemic lockdown.

‘Hands-Face-Space-Cleaning-Ventilation-Fresh Air’

The Government’s current guidance on ‘staying safe’ is for workers to maintain “Covid-Secure” standards; keep washing hands, keep wearing a face covering, keep your distance, increase ventilation and fresh air and ‘get tested’.

Workforce Lateral Flow Testing

Royal Mail, CWU and the Government, through the DHSC and NHS are proud to have secured agreement to roll-out ‘Workforce Testing’ nationally, across the UK from 10 May – further supporting our membership in Royal Mail Group (Royal Mail, Parcelforce, RMSS, Fleet, RMP&FS, RM Engineering, MDECs, Admin etc.,) for the workforce in quickly identifying those infected but without symptoms (pre-symptomatic and asymptomatic) in order to protect them, their families and work colleagues and making our collective contribution to cutting infections. The Royal Mail Group National Workforce Testing Programme commences on 10 May. All members/employees will be encouraged to participate in Lateral Flow Testing, twice weekly and those opting to take part will be provided with the test kits at their workplace for their convenience and support, enabling them to test in the privacy and comfort of their own homes. Alternatively, kits can be obtained through an on-line home ordering and delivery service, by ‘Pharmacy-Collect’, collection from test centre sites, by community testing offered by all local authorities and through testing on-site at schools and colleges. Full details are published in CWU Letter To Branches LTB183/2021.

Further updates and communications will follow.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

21LTB188 Royal Mail Group – Re-Introduction of Driver In-Cab Training in All Vehicles and Update on The Road Map Out Of Lockdown

Copy of TBRA-Coronavirus-Driver Vehicle Training-v1.2

SWI -Coronavirus Temporary-Driver Vehicle Training-v1.2

Message From Shaun Davis 5 May 21 -Managers Update Communication – Drive…

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PATHWAY TO CHANGE AGREEMENT – NEW LEGALLY BINDING CONTRACT

Colleagues will be aware that the whole focus of the Union’s current approach following the endorsement of the Pathway to Change Agreement has been driven by the requirement to change the culture, improve trust and create an industrial relations environment whereby the emphasis is on how we develop joint mutual interest solutions and agreements avoiding where possible reaching a disagreement.

However, disagreements will emerge and how we support the speedy resolution to disagreements and ensure we deal with them effectively within a specific timeframe is key to maintaining a progressive IR culture.  The emphasis being the quicker one deals with a problem, the faster you get back on track.

Against that backdrop, Section 2.8 of the Pathway to Change Agreement committed the Union and Royal Mail Group to amend the Legally Binding Agreement annexed to the Agenda for Growth Agreement, the specific commitment is reproduced below;

‘It is our shared aim that effective dispute resolution processes should enable the resolution of matters in a positive and timely manner. The focus should be on finding solutions and avoiding conflict. Whilst we remain committed to the principles of the IR Framework (1992, 1994) and the Procedural Agreement in Parcelforce, we recognise the need to refresh specific elements regarding external mediation in the legally binding DRPs (specifically schedule 3, section 4 of the legal contract) and the respective section of the Agenda for Growth Agreement (specifically section 5.4 of the agreement) and the parties will work together to with our respective legal advisors to introduce the following changes by no later than 28 February 2021.

• A more effective and robust way of jointly managing the application, recording and timescales of the procedures. 

• Review managerial and CWU interfaces at local, area and divisional level (or equivalent) to ensure that these individuals meet with full authority to resolve disagreements in line with the procedure.

• To introduce a clearer distinction between achieving local and national agreements. 

• To introduce a time-bound one-month process for resolution of national issues after a dispute has been raised and prior to the national parties informing each other of their intentions. (External mediation can be part of this process, if both parties agree to it, but cannot extend the time without agreement). This will replace the relevant extended procedures currently set out in the legal contract schedule 3, section 4 and the Agenda for Growth Agreement section 5.4. 

• To reinvigorate the principles of resolving issues and achieving agreement at local level. Once the local dispute process has been exhausted on an issue, if resolution hasn’t been achieved, there will be an opportunity for referral to the national parties for a time-bound one-week review (or longer by mutual agreement) to agree a resolution, following which the local dispute process will be regarded as completed and there will be no recourse to national intervention within the formal procedures. 

These principles have all been incorporated into the attached agreed new legally-binding contract that will amend the previous legally-binding contract annexed to the Agenda for Growth Agreement.

However, the constructive nature of these talks enabled us going beyond the specific commitments detailed above on the basis that it was logical to tidy up the dispute resolution procedures and to make some small but significant changes in the following areas;

The Protections 

This refers to the company’s obligations not to break up the business, not to allow franchises, not to operate a two-tier workforce, not to start employees on zero-hours contracts, not to worsen existing terms and conditions, to honour the Job Security, Resourcing and Managing Change Agreement and to recognise the CWU.  All these obligations remain in place.

In this area is was felt that the contract was ambiguous in respect of some of the protections, so the wording has been amended to make it clear that if any of the Protections are being breached, the Union can go straight to court for an injunction.  It does not need to go through any form of dispute resolution process first – it would only have to do so if it intended to start industrial rather than legal action.

Dispute Resolution Processes:

 Disagreements that start at Local Level

The basic structure for resolving local disputes is still based on the IR Framework but it has been streamlined.

Stage 1

The basic principle remains that if a disagreement arises at the level of an individual unit, shift or equivalent, the Unit Representative and his or her counterpart will try to resolve it.  If they cannot, either of them can refer the disagreement to Area Level.  There is no longer any need for a formal joint statement of what the dispute is about, still less any need to try to agree any such statement. (this is to ensure the lack of cooperation by either party should not be allowed to make the disagreement fester or threaten the status quo).  To be clear if a local representative wanted to register a disagreement unilaterally because the local manager was refusing to register it jointly, we would still expect a full report from the local representative to the area representative in line with our current joint IR training.

Stage 2

Once the disagreement is referred to Area Level the clock starts to tick.  The Area Representative and his or her counterpart must start discussions within a week.  The discussions can last no longer than a week unless both sides agree to an extension.  If they cannot reach an agreement, either side must refer the disagreement to Divisional Level within a week in line with our current joint IR training.

Stage 3

The Divisional Representative and his or her counterpart must start discussions within two weeks.  Unless an extension is agreed, the discussions must be concluded within two weeks.

Continuing Failure to Agree

If there is no agreement following the Stage 3 discussions at Divisional Level, parties must report the failure to agree to National Level.  One week later the procedure is at an end.

Disagreements that start at Area, Divisional or National Level

It is sometimes apparent that what presents itself as a disagreement within a particular unit is in fact a manifestation of an area-wide, division-wide or national policy adopted by the company or its managers, meaning that local level discussions would be a waste of time.

Under the new agreement, a disagreement that relates to all units in an area or a division enters the process at Area or Divisional Level.

We have now formally clarified that an in principle disagreement about the meaning or application of a national agreement or policy can emerge or be identified at any stage of the Local, Area or Divisional Level disagreement process.  Where that is the case, under the new agreement the “in principle” disagreement is referred to National Level from the outset.

If there is a failure to agree at National Level, the procedure is at an end.

Early Warnings and Flashpoints

In this situation and in the recent past the company’s first course of action has been to send a letter to the Union calling upon it to repudiate the action being taken.  In the negotiations, the company’s representatives agreed that doing so is counterproductive if the Divisional Representative and his or her counterpart are doing what they can to restore normal working and in a side-letter they have given a commitment not to write to call for repudiation until 24 hours have been allowed to restore normal working (copy attached).

The “early warnings” process is engaged if a flashpoint seems to be on the horizon but has not yet occurred.  If either side has a genuine reason to think that a flashpoint may occur, the Union Divisional Representative and his or her counterpart will become involved to find out what the problem is and try to resolve it.

Industrial Action

The agreement means that the Union has to go through a procedure to try to resolve differences before taking industrial action but it does not prevent the Union from taking industrial action – it emphatically never was or is a no-strike agreement.

The requirement for compulsory external mediation has gone.  It is still available if both sides want to use it but it is no longer compulsory and either side can walk away if it is started but seems to be going nowhere.  External mediation was considered by both parties as a major time constraint on resolving any differences.

The time constraints now are these, unless the parties agree to extend in the interest of an agreement being reached:

A dispute that starts at local level: one week to start Area Level talks and up to one week of Area Level talks, two weeks to start Divisional Level talks and up to two weeks of Divisional Level talks and one week’s reflection if Divisional Level talks lead to a failure to agree. That makes a total of seven weeks, if Union representatives escalate the dispute to the next level as quickly as possible and less than that if it is clear that talks are going nowhere.

A dispute at national level: the Union is committed to national level talks of at least one month.

It is now conformed in the contract that there is nothing to stop the Union campaigning, preparing for a ballot or conducting a ballot while the talks are ongoing.

Unilateral Management Action

It remains the case that if a disagreement is being dealt with at Local, Area or Divisional Level, management must continue to observe whatever national or local agreements are in place or in the absence of an agreement, must continue whatever working practices have been in place for at least a week before the dispute arose. They are legally obliged to do so and this is why it is so important that a local disagreement is identified and raised prior to any status quo being threatened.

However, in very high bar circumstances that does not apply to a dispute which starts at national level.  The company retains the right to take unilateral action at national level on issues not covered by any national agreement or to terminate any national agreement that is binding in honour only.  The company will not give a legally-binding commitment to maintain the status quo whilst national talks are ongoing.  They say there may be reasons of financial distress, refinancing, insolvency, stock market obligations etc. that make it impossible to do so.

Conclusion 

The agreement annexed to Agenda for Growth was essentially a negotiated settlement with the company that gave the Union the very important Protections in the face of privatisation in exchange for a binding commitment to exhaust procedures before taking industrial action.

Those procedures and specifically the required external mediation have proven to take a long time to exhaust, led to uncertainty and have presented very expensive legal complications and challenges.

The Legally Binding Agreement reached in 2014 was truly groundbreaking and has now been refined and evolved to continue its effectiveness;

• All of the important protections are still in place.
• The Dispute Resolution Process is now much quicker since compulsory mediation has gone and the opportunity for heel-dragging has been removed.
• The possibility of starting the procedure at Area or Divisional Level is particularly welcome.
• So is the company’s enhanced commitment to resolve flashpoints without sending a repudiation letter as an immediate first reaction.
• Clarification that the Union can commence public campaigning and preparing for a ballot whilst talks are still underway is not a breach, is very important.

We have been assisted in these talks with our long-term legal advisors and CWU friends Ivan Walker and Binder Bansel and wish to record our huge thanks and appreciation to them for their wisdom and support in these negotiations.

Any enquiries in relation to the content of this LTB should be addressed to the DGS(P) Department.

Yours sincerely,

Terry Pullinger

Deputy General Secretary (Postal) 

21LTB184 PATHWAY TO CHANGE AGREEMENT – NEW LEGALLY BINDING CONTRACT

Attachment 1 to LTB 184-21 Agenda For Growth Legally Binding Agreement Updated May 2021

Attachment 2 to LTB 184-21 Amending agreement AfG FINALfor SIGNATURE

Attachment 3 to LTB 184-21 Newman Matt RE Repudiation Letter to Terry Pullinger 23 February 2021                              

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Royal Mail Group (SHE) Safety Flash (FY21 008) – Loading Dock Safety – Red-Light Drive Off – Near Miss:

Audience:

All Royal Mail Group drivers who drive and operate a tail lift fitted vehicle.

Overview and Background:

Royal Mail Group Safety Health and Environment Group have issued ‘Safety Flash’, number FY21 008, (copy attached), which gives a summary of a recent near miss which could have led to a serious injury accident. The ‘Safety Flash’ is to form the basis of a Unit Briefing for ALL ROYAL MAIL DRIVERS operating large vehicles to and from ‘Traffic-Light’ controlled loading docks, in order to raise awareness of the potential risk of similar incidents which could cause a serious injury accident, involving falls from height whilst loading/unloading vehicles and trailers.

Issue: 

The ‘mandatory’ Safe System of Work (SSoW) was not followed by the driver concerned.

Description of the Incident:

The incident occurred when an agency driver reversed a Motive/Tractor Unit onto a loading bay to couple up/connect to a static trailer. Once coupled up the driver did not check the loading bay traffic lights and pulled forward off of the loading bay on a ‘red light’. Fortunately, none of the loading dock staff were injured. The agency driver had been to the site on a number of previous occasions and was fully aware of the safe system of work traffic lights procedures that should be followed.

Impact and Effect:

Fall from height risks to loading bay staff entering and exiting the vehicle or trailer whilst loading/unloading containers, pallets or loose loaded items, possibly operating MHE.

Key Learning Points, Management Activities and Messages to Staff:

Where loading dock traffic lights are in use: 

• Green lights = vehicles can move on or off the loading dock.
• Red Lights = no vehicle movements on or off the loading dock.
• Ensure you are looking at the correct set of lights for the loading dock.
• If no lights are showing report to a manager on site.
• All drivers must adhere to the loading dock traffic light systems.
• Vehicles must not drive off from a loading dock when a red light is displayed.
• Drivers must complete the appropriate checks of trailers/rear of vehicles and ensure the dock leveller and loading dock doors are retracted and closed prior to departing.
• Unit PIC to review current vehicle key control procedure to ensure robust controls.
• Unit PIC to ensure that vehicle keys are not handed back to drivers unless dock levellers have been retracted and the bay doors closed.
• Unit PIC to ensure Yard Rules have been cascaded/shared with all employees and are clearly displayed in key locations.
• Unit PIC to deploy targeted SMATs to confirm the compliance to standards and procedures.

Key Management Activity:

• Communicate and display the SHE Safety Flash on the SHE Notice board.
• Brief drivers on Loading Dock Safety, Safe System of Work and the Loading Dock Traffic Light Safety System to all drivers operating large vehicles and trailers to and from traffic light controlled loading docks.

Attachment:

• Copy of RMG SHE Safety Flash FY21 008 – Loading Dock Safety – Red-Light Drive Off – Near Miss

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

21LTB187 Royal Mail Group (SHE) Safety Flash (FY21 008) – Loading Dock Safety – Red-Light Drive Off – Near Miss

SHE Flash FY21 008 Dock Safety

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Royal Mail Group (SHE) Safety Flash (FY21 007) – Parcel Sorting Machine (PSM) Tipper Area – Fall Accident:

Audience:

All Royal Mail PSM Site Processing Staff.

Overview and Background:

Royal Mail Group Safety Health and Environment Group have issued ‘Safety Flash’, number FY21 007, (copy attached), which gives a summary of a recent fall accident which resulted in significant injuries. The ‘Safety Flash’ is to form the basis of a Unit Briefing to ALL PSM SITE PROCESSING STAFF operating ‘Parcel Sorting Machines’, in order to raise awareness of the potential risk of similar accidents involving falls from height whilst working unsafely and    attempting to remove objects from the PSM Tipper Area.

Issue:

The Safe System of Work (SSoW) was not followed by the staff member concerned who was attempting to remove a York container cardboard sleeve base from the PSM Tipper/Conveyor Area, after the base had fallen into the machine along with the parcels from the York, as it was being tipped by the Automated Tipper.

Description of the Incident:

A PSM Operator was tipping loaded York containers into the PSM machine when an unsecured cardboard sleeve base fell into the machine along with the York container’s parcel load. Cardboard sleeve bases will cause the machine to stop if they travel along the conveyor.

At the PSM Mail Centre concerned, staff had developed a habit, in breach of the ‘mandatory’ Safe System of Work, whereby they would use either an unofficial set of steps or an up-turned stack of Perstop Trays to climb up, gain access to the moving machine and reach across the safety barrier to remove the cardboard base from the conveyor.

On this occasion the PSM operator lost balance and fell, sustaining serious injuries.

Impact and Effect:

Significant injuries sustained.

Key Learning Points, Management Activities and Messages to Staff:

• Communicate and display this SHE Flash on the SHE Noticeboard.
• Brief all PSM staff on this SHE Flash, alerting them to risk and the accident and its cause.
• PSM staff to follow the mandatory PSM SSoW at all times.
• Do not climb in order to reach over the metal safety barriers in order to access a moving machine.
• Check the PSM work area for unofficial access equipment (steps and up-turned tray stacks) removing them.
• Brief PSM Staff that before tipping cardboard sleeved York containers – check the base retaining lugs have been pushed inwards on each corner. This will ensure that the base will not ‘fall out’ when tipped.

Key Management Activity:

• Communicate and display the SHE Safety Flash on the SHE Notice board.
• Brief all PSM staff on the correct SSoW safety procedure to be followed at all times including how to deal with York container cardboard sleeves and bases and how to avoid tipping the bases into PSMs – pushing in the ‘base retaining lugs’ before tipping the York container.
• Importantly convey the message that staff must never attempt to access a moving machine incorrectly or use unofficial access equipment as serious injury can result.

Attachment:

• Copy of RMG SHE Safety Flash FY21 007 – Parcel Sorting Machine (PSM) Tipper Area – Fall Accident:

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

21LTB186 Royal Mail Group (SHE) Safety Flash (FY21 007) – Parcel Sorting Machine (PSM) Tipper Area – Fall Accident

SHE Flash FY21 007 PSM Tipper Section Fall

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