Martin Keenan – Former Scottish Trade Union Council President and CWU Branch Secretary

It is with sadness that I write to inform Branches of the recent passing of Martin Keenan, former Scottish Trade Union Council President and Branch Secretary of the Edinburgh, Dundee and Borders CWU Branch.

Martin joined one of our predecessor unions CPSA in 1969 and went onto hold various positions in the CWU, including Assistant Scottish Regional Secretary.

Martin was a true comrade, mentor and friend to so many in the CWU and the wider trade union and Labour movement and he will be sorely missed.

He was a lifelong member of the Labour Party and became President of the Scottish TUC in 2009 and was highly respected for the major contribution he made in supporting our members and the whole movement.

On behalf of the CWU, we offer our sincere condolences to Martin’s wife Betty, his family and all his friends and colleagues within the union at this difficult time.

Details of Martin’s funeral arrangements will be circulated once these are known.

Yours sincerely

Dave Ward

General Secretary

21LTB388 Martin Keenan – Former Scottish Trade Union Council President and CWU Branch Secretary[1]

View Online

Royal Mail Group – Latest Updated Coronavirus/Covid-19 – Frequently Asked Questions and Answers Guidance Document (Version 9)

Further to LTB No. 222/2021, Royal Mail Group informed CWU/HQ that following the substantial changes to and removal of Covid-Secure restrictions by the UK Governments (in England – week commencing 19 July 2021, Northern Ireland – 26 July 2021, Wales – 7 August 2021 and Scotland – 9 August 2021), as reported in other Letters to Branches, the previous Coronavirus Q&A series of updates were ceased by Royal Mail Group and following a review of the content, Coronavirus Q&A documents have been re-started from issue 1 and so on.

I attach for your information Version 9 of the Royal Mail Group, Managers’ Coronavirus/Covid-19 Frequently Asked Questions and Answers Guidance document, issued by the business on 9 September 2021.

At the commencement of the Coronavirus/Covid-19 outbreak, Royal Mail Group established a ‘Business Pandemic Team’ which includes all national heads of department and this team meets regularly to review the situation across Royal Mail Group and to issue update Questions and Answers information communications to all managers, which is cascaded throughout the business.

The Coronavirus Guidance, Version 9 Q&A document has been shared with the Union’s Health, Safety & Environment Department and is hereby circulated for information and reference purposes for CWU Regions, Health and Safety Reps, Branch Reps, Divisional IR Reps and members.

Changes made since the previous version have been highlighted in yellow.  The changes involve; self-isolation and face coverings.

The Q&A documents are circulated to all RMG managers and are also available to access through a link on the Royal Mail Group ‘Intranet’, in the ‘Managers Update Messages’ section on the RMG Coronavirus portal.

Contents List: 

1. Shared Vans 
2. Social Distancing 
3. Face Coverings 
4. Self-Isolation, Testing, Vulnerable Colleagues and Enforcement Visits 
5. Cleaning, Facilities & CSP Cash Handling 
6. Operations

Any enquiries regarding this LTB or feedback on the RMG Q&A document should be directed to Dave Joyce CWU National Health, Safety & Environment Officer. Issues received in connection with the attached which are appropriate to other CWU/HQ Departments will be passed on the appropriate National Officer.

Attachment:

• RMG Coronavirus Guidance Questions and Answers V9

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

21LTB386 Royal Mail Group – Latest Updated Coronavirus Covid-19 – Frequently Asked Questions and Answers Guidance Document (Version 9)

Coronavirus Guidance Questions v9

View Online

MOTIONS – CWU VIRTUAL SPECIAL GENERAL CONFERENCE

LTB 368/21 provided Branches with further detail around the Special Virtual Conference being held on the 7/8/9 November 2021. That LTB set out the reason for calling the conference and also gave a summary of the specific sessions that will be held over the three days.

At the meeting on Wednesday the 8^thSeptember 2021, the NEC has agreed to submit the attached motions to that conference. These motions still have to go through the normal submission process and are subject to the procedures set out by the General Conference SOC.

The NEC agreed to give publicity to these motions in order to further inform Branches of the policy direction of the NEC and our intentions around the session headings contained in the earlier LTB.

We continue to encourage all Branches to consider these motions and submit your own views on the key issues that will be debated at the conference.

Any enquiries on the content of this LTB should be addressed to the General Secretary’s office – jdunn@cwu.org

Yours sincerely

Dave Ward

General Secretary

21LTB385 Motions – CWU Virtual Special General Conference

CWU SC – RO Motion

CWU SC – New Deal for Workers Motion

CWU SC – Labour Party Motion

CWU SC – Anti-Racism Motion

View Online

Terms of Reference Between Royal Mail and The CWU In Relation To A Limited Trial To Remap The Engine Control Unit (ECU) For A Selected Number Of Vehicles

Branches will wish to note that there are a number of cost saving initiatives that have been shared with the CWU as part of a project called Drive 250. This approach attempted to introduce new efficiency targets under existing agreements such as Trimble. The project was brought to our attention by Reps in the field where attempts to improve Driver safety scores were being implemented without agreement. Such an approach by Royal Mail Fleet was to contact Drivers directly to seek methods that would re-focus their on-road skills. The initial trial was run with five units in the Midlands and South Coast, via a level of Workplace Coach resource. Safety scores provided by RM Fleet were indicating an increase in all five units on a week to week basis.

Suffice to say that both departments met urgently with Royal Mail Fleet and the Project Leads raised our objection on the lack of courtesy in observing agreed levels of protocols around information share. This resulted in the projects being suspended whilst we reviewed their objectives and means of achieving them. It appeared that Royal Mail Fleet were attempting to usurp current agreements by introducing new and un-agreed measures of efficiencies that had not received a full level of consideration and that the CWU were not able to support Drive 250.

Royal Mail Fleet have since returned to both departments with a new and amended approach called Drive 350 to seek support for an initiative that seeks to save fuel by remapping the engine’s management control unit (ECU). Such an approach is considered by Fleet as complimentary to the decarbonisation journey with the desire to move towards zero tailpipe emissions for a number of our collection and delivery vehicles. The need to improve fuel emissions by reducing our carbon footprint through the reduction of CO and NOx gases will be intrinsic to that journey. A 6-month trial of this process will therefore take place in two postcode areas: BS and B on 116 LCVs and 36 LGVs. Remapping of the engine control unit which is often referred to as ‘re-tuning’ is when the settings of the ECU is altered to improve certain areas of the vehicle performance. The ECU software is overwritten when the customized software is plugged in to the vehicle.

RM Fleet have identified a supplier called Viezu Technologies that has the capability and capacity to remap 200 of our commercial vehicles as a trial, to validate the savings and process. Royal Mail Fleet Technicians will also be trained in the process of remapping which will in turn provide further savings going forward.

The main objectives are:

• To seek improvements in MPG of between 8-10% by using technology to improve driving style.
• Improve Carbon Monoxide (CO) tailpipe output
• Reduce Nitrous Oxide (NOx) tailpipe Output
• Subject to a successful trial to deploy the mapping software to a larger number of RM vehicles.
• LCVs payback period within 16.3 months and for LGVs 1.1 months.
• The best map for the UK ambient temperature will be selected to improve fuel efficiency and reduce some harmful exhaust tail pipe gases.

Wherever possible the bookings will take place outside of normal operating hours to minimise vehicle downtime, with all data being extracted from the telemetry systems and checked against the previous 12 months MPG data. There will be full local involvement of CWU H&S as well as CWU IR representatives in the trial and findings with all the usual protections around release time.  The technology will not be deployed as a disciplinary tool or a source of information to be used in conduct cases. This agreement will be the subject of joint review 3 months after deployment and periodically thereafter.

Any queries to the content of the above please contact: Outdoor Department: Mark Baulch, Assistant Secretary, email address: outdoorsecretary@cwu.org, quoting reference: 300 or:-

Processing/Distribution: Davie Robertson, Assistant Secretary, email: dwyatt@cwu.org quoting reference number 214.15

Yours sincerely,

Mark Baulch – CWU Assistant Secretary                                

Davie Robertson – CWU Assistant Secretary                  

LTB 384-21 – Trial To Remap The Engine Control Unit For a Selected Number of Vehicles

Final 10.09.21 TOR – Remapping the Engine Control Unit – ECU For a Selected Number of Vehicles

View Online

JOINT STATEMENT BETWEEN ROYAL MAIL LOGISTICS AND THE CWU REGARDING AN EXCEPTIONAL PROCESS TO MEET THE REQUIRED ASSESSMENT OF AGENCY DRIVERS FOR PEAK 2021

Branches and representatives will be well aware of the almost daily news reports on the National shortage of LGV Drivers in the UK since Brexit and the very real effect this is now having on the supply chain.  During Spring/Summer 2021 the department agreed two LGV recruitment exercises creating 612 new LGV Professional Drivers which have been filled through internal progression or external recruitment.  This represents the largest LGV recruitment exercise since the creation of the Professional Driver Grades and as part of the process 106 internal candidates were offered CPC training and 70 completed the course.

The department is also in advanced discussions with the business on creating an internal driver training program to start to address the future demand.  Discussions are also focusing on release and upskilling for any remaining internal licence holders who would be willing to volunteer to perform Professional Driver duties during Peak.

In the short term however, as in previous years, Royal Mail will have to supplement internal resource with Agency cover during the Peak period.  Given the Brexit issues the market for agency drivers is ultra-competitive with many fleet operators offering signing on fees and loyalty payments.  While Royal Mail Professional Driver terms and conditions remain attractive in the market, the business believes that it is imperative that they can procure agency resource early for the Peak period before it is secured by other fleet providers.

With regard to our Nationally agreed standards the acceptance level for agency drivers in Royal Mail is high.  All candidates must complete an assessment carried out by our Advanced Driver Coaches before being accepted.  However, due to the current RM recruitment campaign, including the agreed upskilling sessions (20 hours) for internal candidates and the assessment program for external candidates along with year round agency assessments, the Advanced Driver Coaches are fully utilised.  The seasonal uplift in agency assessments that are predicted to meet demand will exceed the capability of our ADC community to deliver.

Given the above and to ensure that Royal Mail does not experience resourcing shortfalls through the key period, an exceptional interim process has been discussed to supplement ADC resource with professional assessors provided by Pertemps.

Discussions have therefore taken place with the business to conclude a Joint Statement for the exceptional interim process.  A copy of the document, which has been endorsed by the Postal Executive, is attached for your information.

In summary Pertemps assessors will only perform agency assessments where the workload cannot be completed by ADC’s.  Pertemps will not be guaranteed any defined level of workload.

Pertemps assessors will carry out the assessments to meet the defined Royal Mail standards.

The requirement for Pertemps to support the operation will be jointly reviewed weekly during Peak and will cease no later than 3^rd January 2022.

As a condition of the interim process the business have committed to a review of ADC numbers with a view to a further internal recruitment exercise to increase the number of coaches Nationally to meet future demand.

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: dwyatt@cwu.orgquoting reference: 211.07.

Yours sincerely

Davie Robertson

Assistant Secretary

LTB 381/21

Att: JS Exceptional Agency Assessment Process 09.09.21

View Online

CAPITA TVL: PAY AGREEMENT REACHED – 1^ST JANUARY 2021

I am pleased to advise Branches that the Postal Executive has endorsed a one year pay agreement for our Capita TVL members from 1st January 2021.  Attached to this LTB is the formal pay letter from Paul Johnston, Managing Director.

Field Members – Key Aspects

• £500 flat rate pay increasebackdated to 1^st January 2021 – for Visiting Officers (except those TUPEd from Post Office in July 2002), Detection Drivers, Enforcement Support Officers and Sales Officers
• Shorter Working Week – 1-hour reduction to 36.5 hours from 1^st October 2021for all Field members (300+) currently working 37.5 hours
• £600 flat rate increasebackdated to 1^st January 2021 for the TUPEd ex-Post Office Visiting Officers (c.30 members) who work a 35-hour net working week. The extra £100 increase is recognition of the 1-hour reduction in the working week not applying to these members.

Non-Field Members (Darwen & Bristol) – Key Aspects

The Real Living Wage (RLW) as determined by the Living Wage Foundation was introduced as a Capita Group policy from April 2020. Our lowest earning members have therefore already received the RLW increase from 1^st April 2021 which took the hourly rates from £9.30 per hour to £9.50 (an increase of 2.15%).  The key aspects of our pay agreement for non-field members are as follows:

• £500 flat rate pay increasefor members earning greater than the RLW
• 85% increase for a three month period from 1st January to 31st March for all members who are on the Real Living Wage rate. This rate of pay will apply prior to the implementation of the new RLW rate of £9.50 from 1st April
• Increase in salary to £20k (or by £500 whichever is the greater) for CA’s. There are 14 CAs below the £20k threshold who will receive a pay increase ranging between 4.59% and 5.71%.

The next pay review date for all our members on the TVL contract is January 2022.

Next Steps – Individual Members’ Consultative Ballots

Due to the different aspects of the pay agreement for our Field members and Bristol/Darwen members, the agreement will be the subject of two individual members’ consultative ballots for membership ratification (one for Field and a separate one for Bristol/Darwen).  We will be working with the SDGS Department to draw up a ballot timetable which will be communicated in due course; however, the aim will be to conduct this ballot during September.

Assuming a YES vote in the ballots, the pay increase and all arrears will be implemented with October salaries. The non-TUPEd Field members will also receive the hour off the working week from 1^st October.

Conclusion

I would like to thank our members for their patience during these protracted negotiations.  Our Reps have been updated on all key developments during the negotiations and a number of on-line meetings have been held to canvas their views.  Overall our Reps recognise we have strived to get the best deal possible which has been difficult due to the unstable financial position of Capita as a Group, together with the prevailing circumstances of the pandemic.

The agreement is the best that can be achieved in the circumstances and consequently, the Postal Executive are recommending our Capita TVL members support the pay agreement.

Yours sincerely

Andy Furey

Assistant Secretary

LTB 380/21 – Capita TVL Pay Agreement Reached – 1st January 2021

Attachment 1 to LTB 380/21

View Online

NHSBT National Organ Donation Week – 20th – 26th September 2021

Once again this year the CWU will be supporting the NHSBT (NHS Blood and Transplant) National Organ Donation Week.

The aim of the week is to ensure that the overwhelming public support for organ donation continues to grow and the NHS has more organs made available for transplants, so saving more lives.

NHS Blood and Transplant supports any initiative which leads to more organ donors and more lives being saved.

The NHSBT National Organ Donation Week – 20th – 26th September provides an excellent opportunity to support the campaign to continue to build the national conversation, awareness and support for organ donation, helping to make it a normal and expected part of end of life care.

Every day the nation needs donors to help those in desperate need of a transplant. NHSBT see the CWU as a valued partner and they need our ongoing support to help us promote the positive nature of organ donation and to reiterate the message that we support organ donation and want more people to act today by joining the NHS Organ Donor Register and telling their family they want to donate. NHSBT know from those that have supported organ donation that these conversations make it easier for grieving families at a difficult time.

Further information is available at the following NHSBT Website link: https://www.organdonation.nhs.uk/get-involved/organ-donation-campaigns/

The Organ Donation Law Across The UK and Crown Dependencies: 

Although the law on organ donation has changed in England, Scotland, Wales and Jersey plus it’s due to change in Northern Ireland, Guernsey and the Isle of Mann, individuals registering their wishes makes it easier for grieving families at a difficult time.

England

English organ donation law has changed. All adults in England are now considered to have agreed to be an organ donor when they die unless they have recorded a decision not to donate or are in one of the excluded groups.

Wales

The legislation for Wales is ‘deemed consent’. This means that if you haven’t registered an organ and tissue donation decision, you will be considered to have no objection to becoming a donor.

Northern Ireland 

The current legislation for Northern Ireland is to opt in to organ and tissue donation; people can do this by joining the NHS Organ Donor Register and sharing the decision with their family. People can also record a decision not to be a donor. Following consideration of the issue, in 2020 the health minister announced his intention to pursue a change to an ‘opt-out system’ for organ donation, as is already seen in England, Scotland Wales and Jersey. A public consultation demonstrated widespread support for an opt-out system and in July 2021 the Organ and Tissue Donation (Deemed Consent) Bill began the formal legislative process through the Northern Ireland Assembly.  If the bill proceeds successfully through the required stages, it is hoped it will receive Royal Assent before the end of the current government’s mandate in May 2022. At this point the bill would become an act but implementation of the new law would not take place until sometime later when public promotion and training have taken place.

Jersey

In April 2018 the Jersey States Assembly passed legislation that saw the island move towards a deemed consent, ‘opt out’ system as in England, Scotland and Wales. The new legislation took effect on 1st July 2019.

Guernsey

Guernsey currently has an ‘opt in’ system for organ and tissue donation which requires people to join the NHS Organ Donor Register. However, Guernsey’s Human Tissue and Transplantation (Bailiwick of Guernsey) Legislation was enacted in May 2020, which will introduce a deemed consent ‘opt out’ system. The new law will not come in to force until an Ordinance has been passed, so the consent process in Guernsey remains one of ‘opt in’ for the time being.

Isle of Man

The current legislation in the Isle of Man is to ‘opt in’ to organ and tissue donation, by joining the NHS Organ Donor Register. However, In October 2020, Members of the House of Keys unanimously backed the Human Tissue and Organ Donation Bill 2020 which will change the system to ‘opt out’. The bill will now continue through the legislative processes before it can receive Royal Assent and be enacted.

NHSBT Organ Donation Week Campaign Guide:

For Organ Donation Week the NHSBT have said a key focus will be on paediatric donation and encouraging families to have the conversation and leave their loved ones certain about their organ donation wishes.

Further information can be found in the NHSBT Organ Donation Campaign Guide.  The guide includes:

• The recording of the NHSBT campaign briefing session
• Top tips on engaging with schools, including links to the resources and letter template
• How to get involved in the Heart Walk
• A guide for lighting up pink
• Key messages
• Resources – including how to create a QR code to measure your activity

The campaign guide is available at the following NHSBT Website link: https://sway.office.com/e9lnib4bbFV5Cjbk?ref=Link

Other resources are also available on request.

NHSBT Organ and Tissue Donation and Transplantation Strategy (‘Organ Donation and Transplantation 2030: Meeting the Need’)

Recently published by NHSBT is the new ten‑year vision strategy for organ donation and transplantation in the United Kingdom. The Organ and Tissue Donation and Transplantation strategy combines the focus of previous strategies and sets out a ten-year vision for deceased and living donation and transplantation in the UK. It outlines the key areas that need to be addressed as the UK continues to save and improve more lives through organ donation and transplantation after 2020. It also sets out the actions to support and maximise the potential for living donation, as well as focusing on areas for research and innovation.

The Strategy reports that the last decade has seen significant progress in organ donation and transplantation in the UK, during which deceased organ donation rates have increased by 56%. Through the selflessness of organ donors and their families, combined with the generosity of living donors 56,000 patients are currently alive with a functioning transplant. These incredible achievements were made possible through the NHS and a commitment to deliver improvements.

There are still thousands on the transplant waiting list, and lives are lost every day, due to a lack of available organs. Organ Donation and Transplantation: Meeting the Need sets out the strategy for the next 10 years, to build on the successes of the past and deliver further improvements. The strategy will only be a success if it supports and benefits everyone in need of a transplant.

Whilst progress has been made, an unacceptably large number of people from a Black, Asian, Mixed Race and Minority Ethnic (BAME) background still spend far too long on the transplant waiting list because of a lack of suitable organs. The strategy aims to do more to engage with the diverse populations across the UK, empowering them to lead the promotion of living and deceased organ donation.

One of the key foundations for Meeting the Need is the strength of the public support for organ donation. To reflect this support, three of the Governments in the UK have already changed the law on consent or authorisation for deceased donation to one of ‘opt out’, rather than ‘opt in’. The fourth has recently consulted on the change. The anticipation is that these law changes could lead to hundreds of additional lives saved or improved every year, through increasing the number of organs available for transplantation.

The challenge for the coming years is to make sure that the transplant service can keep pace with this increase. This strategy therefore sets out the aims to ensure that every organ that can be safely transplanted is used to save or improve someone’s life. It also sets out the actions to support and maximise the potential for living donation, which is vital for ensuring that as many people as possible receive the transplant they need.

Research and innovation are vital components of this strategy. The UK is a pioneer in developing and adopting new techniques and technology in donation and transplantation and will continue to look to the future and lead the way, so that the benefits of this strategy will be felt well beyond the next decade. The improvements of the last ten years have taken commitment, passion and hard work to deliver. There is no sign of this dedication to delivering improvements wavering. The actions set out in this strategy are ambitious, but through continuing to work together, even more lives will be saved every year through the gift of organ donation.

A copy of the Strategy Report (‘Organ Donation and Transplantation 2030: Meeting the Need’) is attached.

Organ Donation and Transplantation Strategy Webinar Recordings

Following the publication of the NHSBT Organ Donation and Transplantation Strategy, a series of webinars were organised in July to explain the Strategy. The Webinars also covered the Transplant Activity Report (TAR) and its headline figures.

The three webinars covered three areas and were:

• New NHSBT Strategy Webinar – This webinar focused on the transplantation aspects of the 2030 Strategy covering the vision for: living and deceased donor transplantation, organ utilisation, recipient outcomes and research and innovation.
• Deceased Donation Webinar – This webinar covered the current situation of deceased donation, the hopes for the next 10 years, and maximising donation potential.
• Stakeholders and Partners Webinar – This webinar is an introduction to the new 2030 Strategy for all of the NHSBT’s charity sector and organisational partners. It gave an overview of current UK donation and transplantation trends and focus on NHSBT’s priorities for the coming 10 years.

Each have broadly similar information but are focused on the needs of different audiences. The Webinar recordings can be accessed at the following link:https://sway.office.com/89ZSxxVy1r5DDGBb?ref=email

Black, Asian, Mixed Race and Minority Ethnic Transplant Activity Report

On the 19th of August, a new report was published by NHS Blood and Transplant that showed the impact of Covid-19 on organ donation and transplantation amongst Black, Asian and Mixed Race and Minority Ethnic patients, and in particular the effects of a reduction in living donation.

NHSBT have published this supplementary report on the Organ Donation Website alongside the Transplant Activity Report, published earlier this year. The report outlines how the pandemic has had a significant impact on the numbers of living donor kidney transplants that could be performed, and as a result, the number of life-changing transplants, able to take place.

While 444 patients were able to receive a transplant from a living donor over the year – an extraordinary achievement in the midst of a pandemic – this was still a drop of 58% compared to the previous year.

NHSBT ran a webinar that covered:

• An overview of the key stats from the report, a reflection of the activity delivered over the last year to engage diverse audiences.
• NHSBT approach for the year ahead.
• An overview of NHSBT community investment scheme for living donation.

The Webinar recordings can be accessed at the following link: – https://drive.google.com/file/d/1m7zHFO0utGbU1LV1UCayN15wDtZYdQKm/view

A copy of the NHSBT Organ and Transplantation data for Black, Asian, Mixed Race and Minority Ethnic (BAME) communities Report for 2020/21 is attached.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

LTB 379/21 – NHSBT National Organ Donation Week – 20th – 26th September 2021

Att: organ-donation–transplantation-meeting-the-need-2030-NHSBT-Strategy

Att: bame-transplant-activity-report-2020_2021

View Online

Pathway to Change Agreement – Culture and the Interim Trust Survey Headline Results

Further to LTB 319/21 that was circulated on 4^th August 2021 Branches will recall that the next phase of the interim Trust Survey commenced on 16^th August 2021 for the North West England, Home Counties North, East and North Scotland and South Wales SDL areas.  Two small managerial areas also took part in the survey.

The headline results were supplied to the DGS(P) Department on 31^st August 2021 following the closure of the interim survey the day before and are attached for the information of Branches and Representatives. These were also shared and discussed at the Culture Main Negotiating Group meeting on 1^st September 2021 and at the Postal Executive on 7^th September 2021.  The overall return rate for this interim survey was 66% compared to the previous Big Trust Survey of 48%.  In terms of the actual trust score which is based on five particular questions, this was 70%.

Branches will be aware that as a move towards improving culture and the working environment, the Union has highlighted the need for action plans to be agreed in each workplace in order to address the issues that have been raised together with agreed definitive timelines for resolution.  To date the feedback from the field has been mixed in relation to the number of action plans that have been agreed by SDL (or equivalent) area.  In an attempt to address this matter Branches will recall that two questions were asked as part of the interim Trust Survey regarding the level of awareness that agreed action plans exist as well as how many people thought progress was being made against the action plan.  The headline results from the first interim survey illustrate that this is 67% and 87% respectively across the returns from the areas that took part.

Whilst the level of consciousness about agreed action plans may be seen as a positive, this figure means that around a third of those who took part in the survey are not aware of an action plan in their unit or on their particular shift.  There is also an obvious lack of information from those who didn’t return the survey.

The detailed unit by unit figures within the four SDL areas that took part in the interim trust survey have been received in the DGS(P) Department.  These will now be circulated to the relevant Divisional Representatives and the Postal Executive member attached to each of the Divisions in question.  This data will be able to be used to inform meetings at a Divisional level and can then be broken down and supplied to the appropriate Area Representatives to use in talks with their managerial counterpart.  The provision of these figures will help to ensure that joint remedial action can be planned for those units who have no agreed action plan or are failing to make progress in meeting the timelines for resolving issues that have been raised.

In line with our current policies this will then start to provide a structured approach towards ensuring that local CWU Representatives are empowered to conclude agreements that improve the workplace culture.

The DGS(P) Department is currently in dialogue with the company in order to arrange a presentation to the Divisional Representatives who cover the four SDL areas where the interim survey was held together with their managerial interfaces.  Both parties then have the relevant background headline material to enable them to shape their own joint initiatives in the field.  The intention will be to repeat this after future interim survey results are returned from additional SDL areas and Business units.

The next interim survey is to commence on 13^th September 2021 to those in Northern Ireland and West Scotland, Yorkshire, Essex and Anglia, Home Counties South and Fleet and Engineering.  It will be interesting to see how the results from these areas and business units compare to the previous Big Trust Survey when considering the overall picture and strategy going forward.

Branches will be aware that the Trust Survey by itself is not the panacea to resolving every cultural issue.  The results do however provide an indicator as to what is wrong in each particular workplace or shift and in tandem with an agreed action plan can help in the process of making things better.

As previously advised, Postal Executive members Shelley Banbury and Katrina Quirke continue to meet with management on a weekly basis and are currently in discussions around additional function specific questions that can be asked concerning the correct implementation of our national agreements.  Once such questions have been agreed and incorporated this will also provide useful additional information that can then be utilised to drive further improvements to culture and the working environment in line with the joint commitments in our national agreements.

There is also time for the Union to jointly shape the question set for the next national Big Trust Survey that is due to be launched towards the end of March 2022.

Finally, I would like to thank all Representatives for ensuring that our members have become involved in the Trust Survey questionnaires and please be assured that the matters raised will be addressed.

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)     

LTB 378/21 – Pathway to Change Agreement – Culture and the Interim Trust Survey Headline Results

Attachment to LTB 378/21 – Trust Check-in_August_Headline Results

View Online

Royal Mail Group (SHE) Safety Flash (FY21 013) – Reversing Vehicles:

Audience:

All Royal Mail Group (Royal Mail, Parcelforce, RMSS, RMPFS etc.,) drivers.

Overview and Background:

Royal Mail Group Safety Health and Environment Group have issued ‘Safety Flash’, number FY21 013, (copy attached), which urgently reinforces the important message to all drivers of the vital need for care and safety requirements when reversing a vehicle in order to prevent future, similar accidents.

Description, Issue, Impact and Effect:

An accident recently occurred when a Royal Mail van reversed from a delivery point into a nearby side road. After delivering a parcel to an elderly woman customer, the driver was unaware and did not see the elderly customer leave the house and walk behind the van, as it was reversing. The van struck, knocked down and injured the victim who sustained multiple injuries, including a broken nose, 2 fractured fingers and was hospitalised.

The driver relied on the van side mirrors but did not follow the ‘GOAL’ (Get Out And Look) principles. The victim was hospitalised with serious multiple injuries.

Key Management Activities, Learning Points and Messages to Drivers:

• Communicate, brief staff and display the SHE Safety Flash on the SHE notice board.
• Remind Drivers of ‘GOAL’ – ‘Get Out And Look’.
• Avoid reversing where possible.
• If unable to avoid reversing, walk past the rear of your vehicle when getting in, to identify any hazards.
• Turn off the radio and wind down the driver’s window to listen out for potential hazards.
• Check the mirrors whilst undertaking the reversing manoeuvre and keep listening.
• Reverse slowly.
• If a hazard is heard or seen, or if the driver is unsure if the way is clear, stop the vehicle and ‘Get Out And Look’ (GOAL) completing a check around the vehicle.

Attachment:

• Copy of RMG SHE Safety Flash FY21 013.

Conclusion – Key Activity – Unit PiC Action Required

Unit PICs to ensure the SHE Flash is cascaded/briefed/shared with all drivers and is clearly displayed in key locations.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

LTB 377/21 – Royal Mail Group (SHE) Safety Flash (FY21 013) – Reversing Vehicles

Att: SHE Flash FY21 013 Reversing Vehicles

View Online