TERMS OF REFERENCE BETWEEN ROYAL MAIL AND THE CWU COVERING THE DEPLOYMENT OF LARGE PARCEL AUTO DIVERT CONVEYORS IN PSC’S

Branches will be aware of the drive by Royal Mail to increase automation capability. In line with this desire, the business have informed the department that they wish to employ automation in the form of Large Parcel Auto Divert Conveyors in Parcel Sort Centres (PSC’s) for use during peak periods.

The department became aware that the business had already commenced installation and made representation that a Terms of Reference was required for the introduction of this equipment. Discussions have now taken place and a copy of the document that has been concluded, which has been endorsed by the Postal Executive, is attached for the information of Branches.

In summary the deployment of four auto-divert conveyors has been jointly agreed (Atherstone x1, Milton Keynes x1 and Northampton x2). Like existing Caljan/SICK technologies already deployed in RDCs, the auto-divert conveyors will measure dimension, weigh and scan (DWS) each parcel before diverting to “secondary” lanes. The parcels are then picked and sorted manually to a total 300 selections; comprising 252 Delivery Office and 48 Mail Centre selections. Each conveyor will require 16 operators including porters.

The conveyors are designed for Format 3 and Format 4 larger parcels, although they can also process larger Format 2 items. There is no OCR fitted so only products containing a delivery postcode in the barcode can be processed by the conveyor.

It has been confirmed that that the deployment of the auto divert technology at the PSC’s does not change the status or purpose of these facilities, which will continue to be to support the Mail Centre Network by handling additional/surplus volumes only. Workload should only be diverted to the PSC’s where it cannot be handled within the parent Mail Centre.

The department has also received written confirmation that it is planned that the PSC’s at Northampton and Milton Keynes will be closed following peak and mothballed until Peak 2022.

The normal safeguards in terms of IR, H&S and engineering involvement have been included in the document and the operation of the auto-divert conveyors will be jointly monitored locally to confirm safe and effective operation.

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: dwyatt@cwu.orgquoting reference: 711.03 or Carl Maden, Assistant Secretary, PTCS department quoting ref 120 e-mail address khay@cwu.org. 

Yours sincerely

Davie Robertson
Assistant Secretary                 

Carl Maden
Assistant Secretary

LTB 502/21

Large Parcel Auto Divert Conveyors in PSCs 22.11.21

View Online

Agreement between CWU & Parcelforce Worldwide – Peak Depot Driver Weekday Incentive Scheme 2021

The 2021 Parcelforce Peak and Christmas Remuneration Agreement, circulated to Branches in LTB 471/21 on the 8th November 2021, contained a further joint commitment to review potential additional weekday incentives in light of the anticipated challenges with regard to agency resource and hire vehicle availability. 

Given the anticipated and unprecedented problems, the business had indicated that they would be willing to repurpose funds budgeted for seasonal agency resource to try to maximise delivered volume within the internal fleet.

Extensive discussions have taken place in a Joint Working Group environment to look at options. In a business where traditionally C&D Drivers work a significant amount of additional hours, experience has shown that offering additional weekday overtime is not especially attractive. As such, the group has focused on creating a bonus payment system for delivering additional volume over and above the plan. Discussions have concluded with an agreed Joint Statement which has been endorsed by the Postal Executive.

A system has been jointly devised with assistance from our respective Industrial Engineers to place a value on additional deliveries performed based on the individual characteristics of the route, i.e. the value of an additional drop on a rural route will be greater than on an urban route due to drop density, the increased interdrop mileage and time. Routes will continue to be planned on the standard planning values and drivers will be expected to comply with the 1-hour ETA windows.

Based on a joint analysis of each route, a value of payment has been established. These payments will become available when the delivered volume meets the established gateway level. The gateway volumes have been devised through analysis of the Dynamic Live Report (DLR) data to establish productivity levels for every individual route across the depot network. They have been calculated to produce an average number of drops for the November and December peak weeks based on historic actual volumes to take into account the usual peak increase in delivered parcels and improved drop density rates.

The calculated gateway total of delivered stop figures will be shared with the CWU Unit Representative and Regional Organiser before the scheme is launched. Any disputed gateway figure(s) will be referred to the JWG to make a judgement.

Delivery of items above gateway will attract a route specific payment calculated based on its own Depot and route stop costs whilst allowing for the urban, suburban and rural nature of each route. This sets a level playing field for earnings potential regardless of route type.

The Scheme is open to all routes, bulk and reserve drivers covering a fixed route or postcode sectors.

The intention of the incentive scheme is to replace the need for ad-hoc overtime with the daily incentive payments where a driver delivers the set additional productivity levels agreed however where reserve drivers are unable to enter the scheme, ad-hoc overtime will still be available. Based on the joint analysis undertaken, it is considered that should our members choose to participate payments could produce earnings well above the Overtime rate.

Participation is entirely voluntary and drivers can choose to perform their normal workload without taking any additional items. PFW drivers will have the opportunity to commit in advance to participating in the incentive scheme during the peak period. Advance commitment is essential to support the Depots in planning their resource requirements on a weekly basis.

Drivers who do not participate at the start of peak can enter the scheme on any week during the peak period so long as they give the same advance commitment to continuing in it for the remainder of the period.

It is key however that the ETA performance does not suffer as a result of the scheme and a process has been included to ensure that where this happens a joint review takes place before any driver is excluded from the scheme. This includes an escalation process up to and including a National intervention.

The agreement also includes opportunity for Depot employees in other functions to participate, assuming that there is a requirement and that the business has vehicles available. Where they perform deliveries in addition to their normal duties, exceptionally they will attract payment at SA rate.

It is of course worth saying that this approach is entirely untested however in the view of the department it is an innovative approach to attempt to mitigate the resourcing challenges while offering significant additional earnings for our members.

The department requests that Branches bring the contents of this LTB to the attention of Parcelforce Depot members.

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: dwyatt@cwu.org quoting reference: 106A.12.

Yours sincerely

Davie Robertson

Assistant Secretary

LTB 500-21 – PFW Peak Depot Weekday Incentive Scheme 19.11.21

Agreement Peak Depot Driver Weekday Incentive Scheme 2021 19.11.21

View Online

Postal Industrial Constituency Organising and Recruitment

Following the recent Virtual Special General Conference held between the 7^th and 9^th November 2021, Branches will be aware of the policy to increase our focus on recruitment and organising across the whole of the Union.  Our redesign structure has the two industrial pillars of the Union being responsible for maximising our potential in our core businesses and the central pillar focusing in particular on how we grow our membership and achieve recognition rights beyond our core businesses.  In respect of Postal and in full support of the overall Union objectives and in consultation with Ray Ellis, Recruitment & Organising National Officer, we have reviewed our previous efforts and designed a plan consistent with the whole of the Union policy of raising the profile and focus on this subject matter.

Against that backdrop, the Postal Executive have agreed the key criteria for taking our general policy forward in our core postal businesses.  This LTB summarises the plan developed in respect of Organising and Recruitment activity within the Postal Constituency going forward, which we believe will support the overall objective of increasing membership numbers across the Union.  Raising the profile of Organising and Recruitment in all of our structures and meetings be it Branch or IR etc. will be key to the successes of this initiative and now that the whole of the Union is united on this policy, we do expect everyone to respond positively to the approach detailed below.  We fully appreciate how busy all of our representatives on the Postal side are at the moment and assure you that this push is not in any way a criticism but rather the start of a mindset that ensures Organising & Recruitment has equal status and importance with everything else that we do.

The approach below is designed to help Branches ensure that the desired mindset becomes second nature, that everyone takes responsibility for it and it is not just left to a few.  Our structures on the Postal side afford us a huge advantage to other Unions, the right to have a Representative on every shift and in all workplaces is a great foundation to build from.  We have constantly refined the data we get from the business so that we know in advance when a new entrant is coming in, obviously the best time to recruit them, and Lynn Browne, Senior Postal Organiser in the DGS(P) Department stands ready to help in any way possible including attending Branch or IR Representatives meetings if invited.

The list below is not exhaustive and will always be subject to revisions as we welcome input from the Postal Branches and prioritise this issue on the Postal Executive agenda.

Key Principles and Approach:

With immediate effect the following steps must be adopted by Postal Branches/Divisional and Parcels Regional Committee Meetings and Engineering and Fleet Territorial Meetings:

• Postal Branches carry the overall responsibility for Organising and Recruitment in their area. Branches should therefore have a structured approach to recruitment which should not be left for one or two individuals to carry out alone.  In effect, every Branch Representative is a Recruitment Officer and should be expected to participate in any capacity they can;
• Recruitment should be a standard agenda item at Branch Committee meetings and given the highest priority. We will provide a standard Recruitment and Organising agenda, advice and information which committees can use to structure their recruitment activity;
• We will encourage Branches to provide regular reports to their Royal Mail Divisional Representatives and PFW Regional Organisers, Engineering and Fleet Territorial Representatives. The Department will engage our Senior Field Officials to ensure Recruitment and Organising is a regular agenda item at RM Divisional and PFW Regional Representatives, Engineering and Territorial Representatives Meetings.
• Postal Executive members, when attending RM Divisional and PFW Regional, Engineering and Fleet Territorial Meetings will be in a position to note and report back to the Senior Organiser on the progress being made, barriers being encountered and identify new ideas and initiatives that can be formulated into a best practice strategy document, which can then be circulated and added to the DGS(P) Department Portal, currently under development;
• Using these reports, we will subsequently be able to identify where there is a problem and where a Branch might require additional support from the Senior Organiser, RM Divisional or PFW Regional Representatives or Engineering and Fleet Territorial Representatives and/or a Postal Executive member;
• The Postal Executive will be supplied with a monthly update detailing the number of new joiners, new members, non-joiners and overall membership numbers;
• The Department will undertake a review to ensure that all recruitment literature is still fit for purpose. In addition, the Senior Organiser will look at producing videos and literature to target different groups of workers explaining the value of membership.  For example, women, young workers and diverse cultures and ethnicity;
• While focusing on recruitment, we also need to ensure that members’ information is correct and that members are on the appropriate membership rate. We will develop a format to encourage this detailed information in due course;
• If a Branch is identified as still encountering difficulties, the Department will contact them and offer direct support from the Senior Organiser/Postal Organiser. In addition, assistance from the RM Divisional/PFW Regional Representatives and/or the appropriate Postal Executive will also be provided.
• Branches will recall that, prior to the pandemic, the Department had made arrangements to hold an Organising and Recruitment Session with our Senior Field Officials in Liverpool, which was planned as a follow up to the successful event held in Birmingham on 24^th November 2016. The event was due to be an interactive one and would have been workshop based.  It is still the intention of the Department to hold a workshop sometime in early 2022.  However, in the intervening period, another workshop has been developed and can be delivered by Lynn Browne and Steve Brown, our Senior and Postal Organisers, to Branches on an individual or collective basis.

The Department are proactively encouraging Branches to engage with us and take part in this workshop which is available now. Branches who wish to participate in the workshop should contact Lynn Browne on lbrowne@cwu.org

The subjects covered in the workshop are listed below:

• One to One Recruitment;
• How to Map the Workplace;
• How to Set up a Workplace Committee;
• Communications;
• Handling Objections;
• Identifying Future Leaders

We are now in a growth and job creation scenario in the Postal pillar of our Union and the opportunity to grow membership and revenue for the Union must not be missed.

Using the ‘build it and they will come’ mindset, we also need to focus on the other factors that are important from an organising perspective such as succession planning, further development and function of workplace committees, supporting the next generation of industrial representatives and increasing the number of industrial representatives from underrepresented groups.

 ‘Every Representative and member is a Recruitment Officer and no day or moment should be wasted in increasing our membership’ are part of the Department’s intensified strategy going forward.

In closing I wish to restate that we genuinely appreciate and thank you for all of the work you are doing at this moment in time but it is essential to our future that this subject sits within our priority lists of activity.

Any enquiries in relation to the content of this LTB should be addressed to Lynn Browne, Senior Organiser Postal lbrowne@cwu.org

Yours sincerely,

Terry Pullinger

Deputy General Secretary (Postal)

Errata to LTB 488-21 Postal Industrial Constituency Organising and Recruitment

View Online

Election of National Representative Positions – 2021

• Postal Standing Orders Committee – Vacancies

Further to LTB 464/21 dated 2^ndNovember 2021.

At the close of nominations on the 17^th November 2021, the following nomination was received

Postal SOC (2 Positions – 1 of whom must be women and 1 of whom must be BAME)                

WomanBallot RequiredKath KellyNewcastle Amal Esther RobertsonEastern No 4 

BAMESharon PrattSouth West No 7*Elected

The timetable for the above ballot is as follows:

Ballot papers dispatched from:19^th November 2021

Ballot Closes:  3^rd December 2021

Yours sincerely,

Tony Kearns

Senior Deputy General Secretary

LTB 498/21

View Online

The Post Office – Election of:

• Post Office Representative for Supply Chain – North Area

Further to LTB 459/21 dated 28^thOctober 2021, please find detailed below the results of the ballot.SUPPLY CHAIN REPRESENTATIVE – NORTH AREADavid Bowmaker18 Alan Robertson35*ElectedSpoilt Ballot Papers-no vote0Spoilt Ballot Papers0Total Ballot Papers Received53Total Ballot Papers Dispatched141

Any enquiries regarding this Letter to Branches should be addressed to the Senior Deputy General Secretary’s Department on telephone number 020 8971 7237, or email address sdgs@cwu.org.

Yours sincerely,

Tony Kearns

Senior Deputy General Secretary

LTB 497/21

View Online

Pathway to Change Agreement – Culture and the Interim Trust Survey Headline Results for November 2021

Further to LTB 424/21 that was circulated on 7^th October 2021, Branches will recall that the next phase of the interim Trust Survey commenced on 1^st November 2021 for the South Midlands, South Yorkshire and Lincolnshire, Central & East London and Thames Valley SDL areas as well as National Distribution including Parcel Hubs, RDCs, and Walk Bundling Centres.

Following the closure of the survey, the headline results were supplied to the DGS(P) Department on 15^th November 2021 and were considered by the Postal Executive at a meeting earlier today.  These are attached for the information of Branches and Representatives (Attachment 1).  The overall return rate for this interim survey was 68% compared to the previous interim survey in October of 65%.  The return rate improved across each SDL area to that of the Big Trust Survey as did the return rate in National Distribution.

In terms of the latest trust score, this is at 70% and continues to be based on five particular questions.  This compares to 68% for the October interim survey.

The lower quartile of the frontline units surveyed had a trust score of 61% and below with the lowest unit delivering a trust score of 32%.  At the other end of the scale the best score was 98% with the upper quartile of trust scores being 80% and above.

In relation to awareness of action plans agreed by SDL (or equivalent) area or Business Unit and knowledge of making progress against the action plan, it should be noted that these latest interim results illustrate that this stands at 63% and 86% respectively across the returns, compared to the October survey figures of 61% and 87%.  These figures have remained relatively consistent throughout the August – November interim questionnaires and illustrate that just over a third of units/shifts that have been surveyed, still have no agreed action plan.

The DGS(P) Department are still waiting for the unit by unit breakdown of the figures and once received, this information will be sent to the relevant Divisional Representatives and Postal Executive members to help inform their discussions with the appropriate managers.

The business have also agreed to hold a further joint deep dive briefing for the SDLs and Divisional Representatives who cover the areas that were surveyed and a date is currently being arranged. For National Distribution including Parcel Hubs, RDC’s and Walk Bundling Centres, this session will be held on 25^th November 2021.

Branches and Representatives will also be aware that it was agreed to include tailored, function-specific questions in the October and November surveys by Operational Manager area following input from the Outdoor Department.  The results of these five questions are also attached for information (Attachment 2).

Due to the peak period, the final interim survey will not start until 17^th January 2022 and involve those in the Cheshire & Merseyside, North East and Cumbria, South West and Medway SDL areas.

The next Big Trust Survey is due to be conducted from 14^th March until 3^rd April 2022 and an initial joint planning meeting is due to be held in January 2022.

Whilst the participation rate for the interim survey has fluctuated between 65% and 72%, the results of the survey are now starting to produce feedback that will help to inform the ongoing discussions on culture and the working environment.  The functional questions are also helping to produce an insight into how our national agreements are being deployed in the field.

This joint work continues to be an important strand towards our common goal of improving the culture within Royal Mail Group and I would like to thank all Branches and Representatives for continuing to promote the Trust Survey.

Additional updates will be provided as and when further developments occur.

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 496/21 – Pathway to Change Agreement – Culture and the Interim Trust Survey Headline Results for November 2021

Attachment 1 to LTB 496/21 – Trust Check-in_November_Headline Results

Attachment 2 to LTB 496/21 – November Trust check-in_OM specific questions

View Online

Royal Mail/CWU: Joint Statement Surrounding Structural Revision Activity in 2021 – Post Implementation Review (PIR)

Following a joint launch session involving the National Parties, CWU Divisional Reps and Royal Mail SDL’s which took place earlier this morning, please see the attached Joint Statement in regards to the PIR (Post Implementation Review) process for units which have deployed structural revisions.

As you will be aware, there have been a number of difficulties and issues reported within many units which have deployed structural revisions and it is therefore important to ensure that the PIR process is carried out correctly in all units and the agreed outputs are jointly signed off by all the relevant parties.

We have also ensured that the activity is overseen by Divisional Reps and SDL’s and that progress of PIRs will be tracked weekly, by Royal Mail at National level via the TTP (Task Tracking Plan) report, which in turn will be issued by the Outdoor Department to Divisional Reps/ADRs and ASRs going forward to assist in monitoring the PIR activity and in order to ensure that the agreed process has been undertaken. A joint central file has been agreed to offer further visibility around PIR activity and progress and to also capture the final outputs and structural revisions Model Agreements.

You will also note that in addition to the PIR activity, the Joint Statement contains a joint commitment to a further and wider review of the revision process which will take into account the detailed and extensive feedback received and which will also include the feedback received from ADR’s and ASR’s to the Department’s recent questionnaire.

Finally, the Joint Statement also commits to undertake a joint national review of the updated revision tools and systems, which will also include deep dive review activity in ten nominated units, that have been jointly selected, in order to assist and help inform revision activity going forward. The aim is to conclude this review as soon as possible during December and bring forward joint recommendations.

Can all Branch Secretaries and Area Representatives please ensure that the contents of the LTB and Joint Statement are shared directly with the relevant Local Representatives, as soon as possible.

For any enquiries please contact the Outdoor Department at: njones@cwu.org

Yours sincerely,

Mark Baulch

Assistant Secretary

LTB 489/21

Joint Statement PIR

Summary Report

View Online

RM and CWU Road Traffic Accident/Collision Procedure Agreement 2021

Further to the National Briefing held on Thursday, 28th October 2021, Branches should be aware the ballot for the above agreement will commence on Thursday 18th November 2021and will close on Friday 3rd December 2021 using the branch email address that we hold on file.

The Ballot papers will be sent to Branches electronically. The number of members in each Branch will be included on the Ballot paper.

The agreement has the endorsement of the Postal Executive and we would urge all Branches to participate in the Ballot.

Any queries to the content of the above should contact:

PTS Department quoting Ref 320 e-mail address: khay@cwu.org
Outdoor Department Ref: 300, email address: njones@cwu.org
National & Area Distribution: Ref 202.11 email address: dwyatt@cwu.org

Yours sincerely                                             
Steve Jones                                                         
Acting Assistant Secretary

Yours sincerely
Mark Baulch
Assistant Secretary

Yours sincerely
Davie Robertson
Assistant Secretary

LTB 490/21

View Online

HSE Launches New ‘Working Minds’ Work-Related Stress Campaign:
(Mental health is the number one reason cited for sick days in the UK and is on the rise.)

The Health and Safety Executive (HSE) have launched their new ‘Working Minds’ work-related stress campaign, calling for a culture change across Britain’s workplaces where recognising and responding to the signs of stress becomes as routine as managing workplace safety.

The Working Minds campaign has been created by the Health and Safety Executive (HSE), Britain’s national regulator for workplace health and safety, and is committed to improving the health of workers

The HSE state that work-related stress is now the number one cause of employee sickness absence, with major factors causing work-related stress including workload pressures – tight deadlines, too much responsibility and a lack of managerial support.

The HSE add that employers, particularly smaller ones, are not aware of their legal duties or how to spot the signs of stress.

‘Working Minds’ aims to raise awareness about how to recognise and respond to the signs of stress and reminds employers of their legal duty to protect workers and support good mental health to help people to stay well.

Working with partner organisations, including leading mental health charities ‘MIND’ and ‘Mates in Mind’ plus ‘ACAS’ and ‘Lifelines Scotland’, HSE will provide employers, particularly small businesses with relevant information and practical tools.

HSE stated in their launch that; ‘Work-related stress and poor mental health should be treated with the same significance as risks of poor physical health and injury. In terms of the affect it has on workers, significant and long-term stress can limit performance and impact personal lives. No worker should suffer in silence and if we don’t act now to improve workers’ mental health, this could evolve into a health and safety crisis.’

The pandemic has highlighted the need to protect the health of employees who have faced unprecedented challenges and HSE want to make sure good mental health is central to Government plans to re-build the economy. Even before the pandemic took hold, it was estimated that mental health issues cost UK employers up to £45 billion a year.

MIND stated that ‘the charity were pleased to be supporting HSE’s Working Minds campaign which aims to support businesses to promote good mental health among their workforce and MIND has long been working with employers of different sizes and sectors to help them create mentally healthy workplaces, but this has never been more important. This campaign couldn’t have come at a better time, given the huge impact the pandemic has had on employers and workers.’

Working Minds is aimed specifically at supporting businesses by providing employers and workers with easy to implement advice, including simple steps to introduce employers to the principles of the stress management standards, that directs employers to Make it Routine by Reaching out, Recognising, Responding and Reflecting.

Whether a small business or a large corporation, the law requires all employers to prevent work related stress to promote, support and sustain good mental health in the workplace.

The Working Minds campaign brings together a range of tools and support to help businesses and workers understand the best ways to prevent work related stress and encourage good mental health.

The HSE is inviting business and organisations across the nation to support their campaign and become Working Minds Champions.

No matter where you work, employers have a legal duty to identify risks and agree ways to prevent work-related stress and support good mental health.

Good work can help promote good mental health but this is not always the case.

Anyone can suffer with stress and poor mental health – it affects us all at different times and in different ways. There are things you can do to help look after your mental health. The important thing is to make talking about how you and your colleagues are feeling, normal.

For anyone feeling the signs of stress at work, it’s important to talk to someone, for example a Union Rep or Mental Health & Wellbeing Ambassador or Mental Health First Aider or call the employer’s independent occupational health helpline or the Samaritans 24 hour helpline (116 123) or a GP. Talk to them as soon as possible and it will give them the chance to help and stop the situation getting worse.

‘Working Minds Matter’

For more about the Working Minds campaign visit the HSE ‘Working Minds Matter’ Website here: https://workright.campaign.gov.uk/workingminds/?utm_source=govdelivery&utm_medium=email&utm_campaign=working-minds&utm_content=work-right-17-nov-21

Get Your Mind Plan 

The NHS has created a simple tool that provides a free plan with tips to help deal with stress and anxiety, improve sleep, boost your mood and feel more in control. Get Your Mind Plan – Every Mind Matters Website is here: https://www.nhs.uk/every-mind-matters/mental-wellbeing-tips/your-mind-plan-quiz/?WT.tsrc=Search&WT.mc_id=Brand&gclid=Cj0KCQiA-K2MBhC-ARIsAMtLKRvaO32ZmKMo6jwYAw5rvh0X0hi5wkLpRZp-NLsQF7_ev5nzlH5q6C4aApyhEALw_wcB&gclsrc=aw.ds

Samaritans 24 Hour Helpline

Need support? Call Samaritans 116 123 to speak to a Samaritan.

Other Charity Helplines

MIND Infoline: 03001233393

Campaign Against Living Miserably (CALM) 0800 58 58 58(helpline for those who are down or have hit a wall, who need to talk or find information and support).

Papyrus – Prevention of Young Suicide – Helpline 0800 0684141or Text: 07786209697

Step Change – Debt advice service helping get problems back under control. 0800 138 1111

Shout – Text Shout to 85258 – Shout is the UK’s first free 24/7text service for anyone in crisis anytime, anywhere for those struggling to cope and needing help.

SOS Silence of Suicide – 0300 1020 505 (midday to midnightdaily).

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

LTB 495/21 – HSE Launches New ‘Working Minds’ Work-Related Stress Campaign

View Online

New Mk3 York Container Faulty Yellow Handle Grips:

A small batch of new Mk3 York Containers which were part of the 133,500 Yorks purchased from manufacturer ‘K.Hartwall’ this year have been found to have faulty Yellow steering handle grips which are opening either during transit or when in operational use and the grips do not close or stay completely closed at the top. This was found to be due to an injection moulding issue which has now been addressed.  The supplier K.Hartwall believes this may have affected between 10,000 to 15,000 Yorks, most of which have not entered the Royal Mail network and were intercepted prior to roll out.  Working in consultation with the CWU Health, Safety & Environment Department, the manufacturer has agreed with Royal Mail both an interim fix and a longer term repair, replacing the handle grips. The interim fix is being deployed with a new handle grip, additionally strengthened using a specialist tape.

Any Mk3 Yorks found in service with faulty handle grips (SEE ATTACHED PHOTOGRAPHS) should be removed from service for repair by a York Repair Team.

Any problems or queries managers should either contact:

container.reporting@royalmail.com 

or telephone:

National Head of Assets Gary Yeo – 07872 636537

National Asset Supply Chain & Containers Manager Ian MacDonald – 07436 560875

National Asset Operations Manager Clare Smith – 07872816461

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

LTB 494/21 – New Mk3 York Container Faulty Yellow Handle Grips

Att: New Mk3 York Container Faulty Yellow Handle Grips – Photos

View Online