IT IS VITAL THIS UPDATE FROM DGSP TERRY PULLINGER IS SHARED IN EVERY OFFICE IN THE UK

Revisions, Resourcing, Earnings Packages and Vans

Increasing local level autonomy to allow local managers and CWU Representatives to agree and decide local solutions to the daily challenges rather than have to wait and rely on someone distant from the problem to make the decision, is a major part of our strategy in deploying the Pathway to Change Agreement.

The revision programme we agreed was always ambitious, deployed from a standing start and historically unprecedented in scale and timelines. That strategy was always going to expose any weakness in respect of systems and decision-making, but what it has also exposed is genuine managerial capability issues. Inaccurate data, inadequate planning and poor / slow decision-making has made life really difficult for Postal Workers. In the dispute years, these failings were disguised, however deploying the Agreement has forced them to come to the surface, allowing us to combat them one by one.

In contrast, Postal Workers have shone and put in an extraordinary effort. One thing is for sure and that is that none of the failings recently prominent in the media are the fault of Postal Workers, who have been exceptional.

Trying to maintain a great public service throughout the pandemic has been incredibly difficult for everybody, especially whilst deploying major changes and considering the great annual challenge of the Christmas period pressure.

Whilst our members have been absolutely brilliant, Postal Workers and the Public we serve deserve better. This LTB is being circulated to acknowledge this and to assure all CWU Representatives that we have been addressing these issues and agreeing a series of interventions to give local managers and CWU Representatives the tools and autonomy to respond locally and at pace, in order to tackle the current challenges.

1/ To ensure that local negotiations are not constrained by local managers insisting that we only deliver T24 and T48 products, we published the following in a Joint Statement on 29th November 2021:

‘Royal Mail Group is committed to the USO and the delivery, collection and processing of letters, packets and parcels with equal status of importance and where we are experiencing challenges it is important that any required contingencies are agreed locally and must include all commercial and USO products and not priorities T24 and T48 parcels’.

If your local manager is not discussing and agreeing coverage and contingences in line with the above, the IR Framework / Dispute Resolution Procedure (DRP) should be used to ensure an appropriate agreement is reached.

2/ If resourcing issues are a problem then we have agreed to speed up the recruitment process by utilising ‘friends and family’ referrals, as well as local advertising and social media groups, to accelerate what was a far too elongated and centralised HR process.

If your local manager is refusing to adopt these strategies in an effort to relieve the pressure on the local workforce and maintain Quality of Service, then the IR Framework / DRP should be used to ensure an appropriate agreement is reached.

3/ Regarding the lack of vans, local CWU Representatives should not accept ‘jam tomorrow’ promises from managerial sources further up the line. If firm supply dates cannot be given, Representatives should insist that local managers work with them to source local suppliers where possible.

If local managers refuse to respond pro-actively in this regard, the IR Framework / DRP should be used to ensure an appropriate agreement is reached.

4/ In respect of earnings packages, which would ensure robust coverage and maintain Quality of Service, any proposals from the local CWU Representative should be considered and not be unreasonably rejected.

If local managers are refusing to respond to potential solutions addressing Quality of Service failures and robust resourcing arrangements by utilising our own skilled workforce, the IR Framework / DRP should be used to ensure an appropriate agreement is reached.

5/ In respect of the 70hrs cap, the following has been communicated to all local managers.

‘We do communicate that there is a 70hrs cap and local managers should not automatically plan above this (including Peak). However, where there is an agreed need in a specific location the cap can be exceeded. So it’s a needs based approach, locally agreed via a sensible and pragmatic approach. There is definitely not an edict to not exceed the 70hrs cap’.

If local managers are refusing to respond to reasonable proposals aimed to maintain Quality of Service, ensure robust resourcing arrangements and taking the pressure off our members by utilising the above, the IR Framework / DRP should be used to ensure an appropriate agreement is reached.

Hopefully this combination of interventions will strengthen the ability of local managers and CWU Representatives to make the right decisions where it matters, in the workplace on a daily basis. The failure of not doing all that we can to support Postal Workers through these very difficult times will further impact on the workforce morale and result in Customers and the Public not receiving the service they deserve.

We encourage all local Representatives to push hard for the most robust possible arrangements and contingencies to be put in place in order to ensure the best achievable Quality of Service, even if this means using the IR Framework / DRP when local managers are failing to adequately respond.

In closing, we wish to thank all CWU Representatives and our members for their magnificent daily efforts throughout one of the most difficult times in our history. Do not let the failings of systems, data or managerial capability define you. You all do any excellent job and it is a future worth fighting for. We will address all of these barriers and weakness, in order to deliver a Royal Mail Group fit for the next generation.

Yours sincerely,

Terry Pullinger

Deputy General Secretary (Postal)

Revisions, Resourcing, Earnings Packages and Vans

Increasing local level autonomy to allow local managers and CWU Representatives to agree and decide local solutions to the daily challenges rather than have to wait and rely on someone distant from the problem to make the decision, is a major part of our strategy in deploying the Pathway to Change Agreement.

The revision programme we agreed was always ambitious, deployed from a standing start and historically unprecedented in scale and timelines. That strategy was always going to expose any weakness in respect of systems and decision-making, but what it has also exposed is genuine managerial capability issues. Inaccurate data, inadequate planning and poor / slow decision-making has made life really difficult for Postal Workers. In the dispute years, these failings were disguised, however deploying the Agreement has forced them to come to the surface, allowing us to combat them one by one.

In contrast, Postal Workers have shone and put in an extraordinary effort. One thing is for sure and that is that none of the failings recently prominent in the media are the fault of Postal Workers, who have been exceptional.  

Trying to maintain a great public service throughout the pandemic has been incredibly difficult for everybody, especially whilst deploying major changes and considering the great annual challenge of the Christmas period pressure.

Whilst our members have been absolutely brilliant, Postal Workers and the Public we serve deserve better. This LTB is being circulated to acknowledge this and to assure all CWU Representatives that we have been addressing these issues and agreeing a series of interventions to give local managers and CWU Representatives the tools and autonomy to respond locally and at pace, in order to tackle the current challenges.

1/ To ensure that local negotiations are not constrained by local managers insisting that we only deliver T24 and T48 products, we published the following in a Joint Statement on 29^thNovember 2021:

‘Royal Mail Group is committed to the USO and the delivery, collection and processing of letters, packets and parcels with equal status of importance and where we are experiencing challenges it is important that any required contingencies are agreed locally and must include all commercial and USO products and not priorities T24 and T48 parcels’.

If your local manager is not discussing and agreeing coverage and contingences in line with the above, the IR Framework / Dispute Resolution Procedure (DRP) should be used to ensure an appropriate agreement is reached. 

2/ If resourcing issues are a problem then we have agreed to speed up the recruitment process by utilising ‘friends and family’ referrals, as well as local advertising and social media groups, to accelerate what was a far too elongated and centralised HR process.

If your local manager is refusing to adopt these strategies in an effort to relieve the pressure on the local workforce and maintain Quality of Service, then the IR Framework / DRP should be used to ensure an appropriate agreement is reached. 

3/ Regarding the lack of vans, local CWU Representatives should not accept ‘jam tomorrow’ promises from managerial sources further up the line. If firm supply dates cannot be given, Representatives should insist that local managers work with them to source local suppliers where possible.

If local managers refuse to respond pro-actively in this regard, the IR Framework / DRP should be used to ensure an appropriate agreement is reached. 

4/ In respect of earnings packages, which would ensure robust coverage and maintain Quality of Service, any proposals from the local CWU Representative should be considered and not be unreasonably rejected. 

If local managers are refusing to respond to potential solutions addressing Quality of Service failures and robust resourcing arrangements by utilising our own skilled workforce, the IR Framework / DRP should be used to ensure an appropriate agreement is reached. 

5/ In respect of the 70hrs cap, the following has been communicated to all local managers.

‘We do communicate that there is a 70hrs cap and local managers should not automatically plan above this (including Peak). However, where there is an agreed need in a specific location the cap can be exceeded. So it’s a needs based approach, locally agreed via a sensible and pragmatic approach. There is definitely not an edict to not exceed the 70hrs cap’.

If local managers are refusing to respond to reasonable proposals aimed to maintain Quality of Service, ensure robust resourcing arrangements and taking the pressure off our members by utilising the above, the IR Framework / DRP should be used to ensure an appropriate agreement is reached. 

Hopefully this combination of interventions will strengthen the ability of local managers and CWU Representatives to make the right decisions where it matters, in the workplace on a daily basis. The failure of not doing all that we can to support Postal Workers through these very difficult times will further impact on the workforce morale and result in Customers and the Public not receiving the service they deserve.

We encourage all local Representatives to push hard for the most robust possible arrangements and contingencies to be put in place in order to ensure the best achievable Quality of Service, even if this means using the IR Framework / DRP when local managers are failing to adequately respond.

In closing, we wish to thank all CWU Representatives and our members for their magnificent daily efforts throughout one of the most difficult times in our history. Do not let the failings of systems, data or managerial capability define you. You all do any excellent job and it is a future worth fighting for. We will address all of these barriers and weakness, in order to deliver a Royal Mail Group fit for the next generation.

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 541/21 Revisions, Resourcing, Earnings Packages and Vans

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CWU RMPFS Engineering and Admin Grades Officials – Vacancies

Further to LTB 518/21 dated 30th November 2021 branches will note that there were a number of positions that remained vacant due to no nominations being received.

We are therefore re-advertising these positions and nomination forms for all vacant positions are attached to this LTB. All Candidates must have the nomination of their own branch which must be agreed at a branch meeting. Completed nomination forms must be signed by the Branch Secretary and Branch Chair (or accredited deputies) and the nominee. The Form should then be returned to Tony Kearns, Senior Deputy General Secretary, on the following email elections@cwu.org by 14.00 on 22nd December 2021

The term of office for all these positions is a period of 2 years in line with the CWU Recognition & Industrial Framework Agreement 2021.

REGIONAL REPRESENTATIVES:SPCNorth East721, 722, 813, 814, 891, 892East Anglia724, 725, 813, 876, 894, 895South West & Wales723, 726, 852, 854, 863, 893, 896Thames Valley, London & South East725, 726, 727, 862, 863, 880, 884, 892, 895, 896, 897

WORKPLACE REPRESENTATIVE – LEEDS ADMIN CENTRE

The timetable for the nominations is as follows:

Nominations open: Friday 10th December 2021
Nominations close: Wednesday 22nd December 2021

Any ballots will be run in accordance with the CWU guidelines for Regional Engineering/Admin Representatives, which are attached for your information. In the event that a ballot is required a timetable will be notified to branches in due course.

Any enquiries regarding this LTB should be addressed to the PTS Department quoting Ref 320 at e-mail address: khay@cwu.org

Yours sincerely
Carl Maden
Assistant Secretary

LTB 537/32

Att:Election Guidelines 2021

Att:Leeds Admin Centre Nom Form

Att:Regional Representative Vacancies Nom Form

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Government Announcement on New Covid Rules For England – Including Working From Home If Possible And Wearing Masks In More Public Places

Further to earlier LTBs, this is a summary update for Branches and Health and Safety Reps following the Government’s announcement yesterday regarding the so called ‘Plan B’ implementing further Covid restrictions for England.  Other parts of the UK have also tightened up their Covid regulations.

What are the new measures for England?

From Friday 10 December, face coverings are mandatory for most indoor public venues including places of worship, theatres and cinemas – as well as on public transport and in places like shops and hairdressers.

Masks won’t be needed in pubs or restaurants, nor in venues like gyms where it’s “not practical to wear them”.

From Monday 13 December, people should work from home“if they can”.

From Wednesday 15 December(subject to parliamentary approval), people will need an NHS Covid Pass – showing their vaccination status or a recent negative lateral flow test – to gain entry to:

• Nightclubs
• Indoor unseated venues with more than 500 people
• Unseated outdoor venues with more than 4,000 people
• Any venue with more than 10,000 people

The government also wants people to do a lateral flow test (LFT) before entering “a high-risk setting” – such as a crowded place – “involving people you wouldn’t normally come into contact with, or when visiting a vulnerable person”.

• When should I take a Covid test now?

People who’ve come into contact with Omicron cases currently have to go into self-isolation for 10 days. Ministers intend to change the rules so they can do daily Covid tests, instead.

What Covid rules were already in place in England?

The rules include:

• Pupils at secondary schools are “strongly advised” to wear face coverings in communal areas; as should staff and visitors at all schools and childcare settings
• Contacts of suspected or confirmed Omicron cases will be contacted and required to self-isolate for 10 days, regardless of their age or vaccination status
• Anyone travelling to the UK has to take a PCR or LFT no more than 48 hours before their departure, and a PCR test within 48 hours of arrival in the UK – and must self-isolate until they have a negative result
• 1m-plus social distancing remains in places such as hospitals and passport control
• Anyone with Covid symptoms or who tests positive has to self-isolate

What’s happening with boosters?

Every eligible person in England, Scotland and Wales should be able to book their booster by the end of January – although some may get it at a later date.

• In England, jabs will be rolled out at 1,500 community pharmacy sites and extra hospital hubs
• Wales will increase capacity in clinics and drive-through centres and will work with GPs and others to deliver vaccines
• Northern Ireland has announced extra vaccination clinics and is prioritising 40 to 49-year-olds
• Scotland is focussing on the over-40s,and all 40 to 60-year-olds have been directly invited to get their booster

How do I get my booster?

Why are the new changes being made?

A new Covid variant – Omicron – has been identified, and there are fears it could be more infectious and less responsive to vaccines.

• How big a threat is Omicron?
• How worrying is the new Covid variant?

What are the Covid rules in Wales?

Restrictions include:

• NHS Covid Pass needed for entry to nightclubs, cinemas, theatres and concert halls and many other indoor and outdoor events
• Work from home wherever possible
• Face coverings compulsory in schools, on public transport, and in shops and hospitals

What are the rules in Wales?

What are the Covid rules in Northern Ireland?

Restrictions include:

• A limit of 30 people from different households mixing in homes
• Face coverings compulsory in shops, indoor seated venues and visitor attractions, public transport and some other settings
• Post-primary pupils must wear a face covering inside school buildings, as well as on school transport. Staff are encouraged to wear masks in school areas where they can’t socially distance
• Vaccine passports for venues including nightclubs, bars and cinemas
• Work from home wherever possible

What are the rules in Northern Ireland? 

What are the Covid rules in Scotland?

Restrictions include:

• 2m (6ft) physical distancing rules remain in healthcare settings such as hospitals, GP surgeries and dentists
• Face coverings still compulsory on public transport and inside places like shops
• All school staff and secondary pupils to wear face coverings indoors
• Indoor hospitality venues must collect customer contact details
• Work from home where possible until at least the middle of January
• All over-18s required to prove their vaccine status at nightclubs and other venues
• First Minister Nicola Sturgeon has urged people to take LFTs before mixing with other households

What are the rules in Scotland?

The implications of the announcement will, as with previous Covid restrictions announcements, be discussed with the employers.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

LTB 540/21 – Government Announcement on New Covid Rules For England – Including Working From Home And Wearing Masks

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RMG Driver Safety WTLL Briefing W/C 13/12/21 – ‘Driver Distraction‘:

The Royal Mail Group Road Safety Manager‎ has informed the CWU/HQ Health, Safety and Environment Department that the RMG Safety Health and Environment Team will be issuing a national road safety briefing/huddle week commencing Monday 13 December about ‘driving distractions’ which will be supported by a slide on the RMTV screens throughout the business to support the road safety message to drivers.

RMG have apologised regarding the short notice due to other current pressing matters.

Driver Distraction Study Results‎:

A recent driver distraction survey found the most common distracting activities were reported as:

• Lack of concentration on driving 72%
• Adjusting/setting in-vehicle‎ equipment 68%
• Outside people, objects or events 58%
• Talking to passengers 40%

‎Report Conclusion:

20% or one fifth of RTCs are attributed to driver distraction!

Key Messages in Next Week’s RMG Briefing:

Think about what distracts you when driving.  How can you avoid that from happening?

A few tips to help you avoid some of the most common distractions:

• Put your phone away – there is no safe way to use a mobile phone whilst driving. Even hands-free use creates an auditory and cognitive distraction and studies show that the risks to safety are the same.  Royal Mail policy prohibits any use of mobile phones whilst driving, including hands-free.  Turn it off, or to silent, and put it out of sight.
• Mail in the cab – ever put mail on the dashboard? How does that affect visibility?  Tried reading an address whilst driving?  What if a pedestrian stepped out in that moment? Only put mail in the driver seat in a MB44 pouch.
• Turn the radio down – it’s ok to play music at a reasonable volume. But if it’s too loud, or if you use earphones then you will miss auditory clues about hazards – maybe the sound of children playing, a shouted warning, or a siren in the distance. Top Tip – when reversing, lower your window a little to improve your hearing.
• Sat Nav – knowing where you are going can help you to focus attention on your safe driving, just make sure you programme it before you set off.
• Top Tip – Commentary Drive – as you are driving try speaking out loud, saying what hazards you see and how you are reacting. This is a great technique to improve your observation and anticipation, and it requires your full concentration.  If you are struggling to keep up with everything going on, reduce your speed.

Fact Sheets and Further Advice

See attached Driver Distraction Fact Sheet from RoSPA.

Further advice, including how to ‘Stay sharp while you’re behind the wheel’ and a short video on ‘Driver Distractions – What to watch out for’ can be found on the AA website using this link:

https://www.theaa.com/driving-advice/safety/driver-distractions

ASR Action

Would ASRs support the briefing and ensure its delivered in all Units and cascade information.

Attachments:

• RMG SHE Huddle FY21 042 Driver Distraction
• Driver Distraction Fact Sheet from RoSPA

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

LTB 539/21 – RMG Driver Safety WTLL Briefing W C 13.12.21 – ‘Driver Distraction’

Att: SHE Huddle FY21 042 Full Focus (Distraction) final

Att: ROSPA driver-distraction-factsheet

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Royal Mail Group (SHE) Safety Flash (FY21 019) – Vehicle Parking:

Audience: 

All Royal Mail and Parcelforce Delivery, Collection and Distribution Drivers and managers who manage drivers and fleet vehicles.

Priority: 

Immediate.

Key Message and Overview:

In order to greatly increase visibility and in doing so reduce the risk of collisions with other vehicles and pedestrians, where possible ensure that all vehicles reverse park into parking spaces so vehicles are facing forward for the next manoeuvre when driving away. This applies to parking in operational yards and parking spaces whilst out on delivery. 

Description, Issue, Impact and Effect:

Driving into parking spaces greatly reduces drivers’ visibility when exiting the parking bays. As well as having to use mirrors to reverse, it also creates a blind spot directly behind the vehicle which increases the risk of a collision to either another vehicle or pedestrians. On the other hand, reverse parking into parking spaces reduces the risk of a collision with other vehicles, pedestrians or stationary objects.

Learning Points:

• Driving forward into parking bays results in the driver having to reverse the vehicle out into what may be a traffic busy yard.
• Reversing out of a parking bay reduces visibility for the driver which increases the risk of a collision.
• Drivers are advised to ensure, where possible, that all vehicles are reverse parked.
• As per RMG (SHE) Safety Flash (FY21 013), when reversing into a parking bay check the way is clear, exercise extra care and attention, if not sure get out and look around, reverse slowly, checking mirrors, keep listening, turn off the radio.

Conclusion – Key Management Activities – Unit PiC Action Required

• Promote the best practice of reverse parking wherever possible through WTLL/huddles, visuals in the unit and on-going coaching and safety conversations.
• As part of first-class safety conversations in the yard ensure correct parking methods are monitored and where vehicles are not correctly parked ensure coaching takes place to promote best practise.
• Communicate the ‘Safety Flash FY21 019 with drivers and display it on the Make Safety Personal notice board.

Attachment:

• Copy of RMG SHE Safety Flash FY21 019 including images.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

21LTB538 Royal Mail Group (SHE) Safety Flash (FY21 019) – Vehicle Parking

SHE Flash FY21 019 – Vehicle Parking

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Royal Mail Group (SHE) Safety Flash (FY21 018) – Delivery Customers Premises, Electric Car Battery Cables Trip Hazard:

Audience: 

All Royal Mail and Parcelforce Delivery and Collections Workers.

Priority: 

Immediate.

Overview: 

With the surge in ownership of electric vehicles, trailing cables are presenting an increasing risk to employees delivering and collecting to our customers’ homes and premises.

Key Messages:

Employees must use Dynamic Risk Assessment – Look – Consider – Decide when approaching properties. Electric vehicles increase the risk of trips from trailing cables.

Description, Issue, Impact and Effect:

Trailing electric car charging cables running from charging points to electric cars parked in the front of customers’ homes can present a growing number of trip hazards, leading to falls and injuries. With dark mornings and evenings and the increased frequency of charge point installations, a new charge point may appear with little or no notice. Stay vigilant, ‘Look-Consider-Decide.’

Learning Points:

• Delivery and Collection workforce members should always take the safest route to access the delivery/collection point and should not step over any trailing cables. Always avoid and walk around them. Staff should Follow the RM Delivery Safe System of Work (SSoW) at all times.
• Delivery ‘Blackspur RT340 torches’ are available to the workforce and can be ordered via the Uniform Employee App or at the following link:- https://detail.dimensions.co.uk/royalmail for delivery and collection employees operating in hours of darkness.

Conclusion – Key Management Activities – Unit PiC Action Required

• Managers to request Postmen/Postwomen OPGs to notify them of any addresses that have trailing cables across the access to a delivery or collection point in order to ensure this is reported on the WRAP system.
• Managers to use the USO SharePoint to write to customers if electric car charge point, trailing cables present a hazard.
• Unit PICs to ensure the SHE Flash is cascaded/briefed/shared with all delivery/collection workers and is clearly displayed in key locations.
• Managers to ensure staff have Delivery Torches.

Attachment:

• Copy of RMG SHE Safety Flash FY21 018 including images.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

21LTB536 RMG (SHE) Safety Flash (FY21 018) – Delivery Customers Premises, Electric Car Battery Cables Trip Hazard

SHE Flash FY21 018 Customers Premises Electric Charging Cables Trip Hazard

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