CWU & Royal Mail – Forward Agenda
Please find attached for your information a joint communication agreed between the DGS(P) and Sue Whalley following the 2 day talks between Postal Officers and Royal Mail Managers in Bournemouth on 14th/15th April.
The original intention was to publish the joint communication soon after the talks but this was delayed as a result of the CWU’s Annual Conference and Terry’s unfortunate recent illness.
Colleagues will note that the Statement reaffirms Royal Mail’s commitment to our agreements, the key principles of Agenda for Growth and their consistent deployment. It also includes important commitments from the business to address the four key strands from the CWU Policy Forum in March (around implementing our current agreements, future change, pay and pensions) as well as “delivering the 6 day USO for years to come”. The discussion on this Forward Agenda will now be conducted through the Parallel Ops Executive.
While the Forward Agenda aims to provide added high-level commitment to continued joint working, the Union recognises that there are still significant challenges and problems that we need to address with the business. We therefore continue to talk to Royal Mail about finalising a new resourcing statement that will provide greater ‘buy in’ from Senior Operational Managers that ensure our resourcing agreements and principles are properly applied in the field and factor in the key resourcing issues and policies agreed by the Union at the Policy Forum and Annual Conference.
Yours Sincerely,
Ray Ellis Andy Furey
Acting Deputy General Secretary (Postal) Assistant Secretary

Mark Baulch Davie Robertson
A/Assistant Secretary Assistant Secretary

Carl Maden
A/Assistant Secretary
Email Attachments – Click to download
· LTB 327/16 CWU & Royal Mail – Forward Agenda

· Attachment 2: Attachment to LTB 327-16 Royal Mail and CWU -Development of a Forward Agenda 230516

EU Referendum Campaign 

 

As branches are aware it was agreed under motion E3 at this year’s Annual Conference that the CWU should recommend a vote to remain in the EU to our members in the forthcoming referendum.

 

The purpose of this LTB is to update branches on the activities planned by the union, how we will be conducting the campaign and to make Branches aware of the legal requirements the union will need to comply with.

 

In relation to the activities we are planning, we have set out the following time line for our campaign:

 

– CWU leaflet focusing on workers’ rights in the EU to be sent to branches – week commencing 6th June.

 

– CWU-led cross-union public rally – week commencing 13th June.

 

– CWU online video on the union’s position – week commencing 13th June.

 

– Home mailing to members explaining the union’s recommendation – to arrive on 18th June. This will be separate from the Voice.

 

These events are focused on the build-up to the referendum itself on 23rd June, when we believe our members will be giving the issues the most attention. We will also be using the media to publicise the union’s position more widely.

 

In relation to the way in which we will be engaging in this campaign, there are two points it is important to emphasise.

 

Firstly, in making a recommendation on the referendum, the CWU will make it clear that we respect and understand the fact that our members will cast their vote on a range of issues. However, we will also explain that it is important that the trade union movement does not allow the referendum to be a choice between two competing visions of a Conservative Party future.

 

 

 

 

 

Secondly, as agreed under motion E3 at Conference, we will be putting forward a distinct trade union argument for staying within the EU and we will not be involved with the official Remain campaign, which fails to recognise the need for fundamental economic and democratic change in both the EU and this country.

 

We are recommending a vote to remain within the EU, primarily to safeguard our members’ employment rights. This is not about defending the status quo and we will be explaining this fully in the information we provide to members. This information will also cover industry specific issues, migration and the need to reform the EU.

 

While we will be producing campaign materials from CWU headquarters, should Branches and Regions wish to conduct any campaigning themselves we would ask that you do so in line with these principles agreed at Conference.

 

Finally, it is important for Branches and Regions to be aware that any campaign spending by the CWU in campaigning on the referendum will need to be reported by the union centrally to the Electoral Commission. Any campaign material that is produced by the union will also need to include a specific imprint, stating that it has come from the CWU as a registered campaign body.

 

Branches and Regions should therefore contact gsoffice@cwu.org in advance of any campaign activities they wish to undertake to ensure that this will comply with the legal restrictions for the referendum and can be registered in the required way.

 

Yours sincerely,

 

                                

 

Dave Ward​​​​​​

General Secretary​

National Referendum – In or Out Campaign 

Dear colleagues,

 

National referendum material will have begun arriving in Delivery Offices. This LTB is being circulated to hopefully provide some clarity around the documents/leaflets and what will be paid for under the terms of Election Material Agreement.

 

Unit payments are due for the delivery of all poll cards.

 

Unit payments are due for all referendum communications posted by the two designated campaign groups (Stronger In Europe and Vote Leave). Each campaign is sending one addressed mailing to each elector on the register. This will mean more than 1 item per household where there is more than 1 person eligible to vote. All will attract the unit payment.

 

The mail pieces are marked as ‘referendum communications’ which will distinguish them from other items.

 

As addressed items they have a 3 day delivery specification.

 

It is expected that the ‘Stronger In Europe’ and ‘Vote Leave’ campaigns will produce further versions of the referendum communications. Although each campaign can send only one referendum communication to each elector, they might send different versions at different times to addresses with more than one person eligible to vote. This could mean that different people in the same household receive a different version of the referendum communication and all will qualify for the unit payment

 

 

Any enquiries should be addressed to outdoorsecretary@cwu.org quoting reference 535.09

 

Yours Sincerely
Bob Gibson

CWU Assistant Secretary – Outdoor

 

For the Immediate Attention of All: 

Postal Branches with RMSS Members

Parcelforce Regional Organisers

RMSS Representatives

Fleet and Maintenance Services Representatives

Area Health & Safety Representatives

 

AGREEMENT BETWEEN ROYAL MAIL SPECIALIST SERVICES AND THE COMMUNICATION WORKERS UNION ON THE PERFORMANCE OF MINOR REPAIRS BY RMSS DRIVERS

 

Dear Colleagues

 

Branches and representatives will be aware that the department has been engaged in ongoing discussions with Royal Mail Specialist Services (RMSS) on a range of issues broadly designed to meet our commitments in the Business Transformation 2010 and Agenda for Growth agreements, to develop our working relationship and a progressive agenda going forward.

 

In line with the above aims, the department has recently been in discussions with the business to allow RMSS drivers to undertake minor vehicle repairs when necessary, as already occurs within other RMG functions.

 

The department is pleased to inform you that an agreement has now been achieved in relation to this issue and is attached for your information.

 

Branches and representatives will note that:

 

➢ The agreement covers minor vehicle repairs to RMSS Relay and hire vehicles, where this is agreed as part of the hire contract

 

➢ An agreed training package will be provided on a specific range of agreed minor repairs by experienced Fleet and Maintenance Services technical staff who hold the relevant Train the Trainer qualifications  

 

➢ The final decision on whether to attempt a minor vehicle repair will rest solely with the RMSS Relay driver

 

➢ There will be no liability or referral to Royal Mail HR Procedures for damage caused to or by a vehicle resulting from a previously trained driver attempting an agreed repair using the appropriate minor repair routine  

 

When strictly following the Safe Systems of Work the range of vehicle minor repair tasks that can be undertaken by a trained RMSS Relay driver are as follows:

 

➢ Light Bulbs – All accessible light bulbs

➢ Fuses – Changing a like for like rated fuse (on a single occasion)

➢ Wiper Blades – Accessible wiper blades

➢ Mirrors – Fitting of “stick on” self adhesive backed replacement mirror glasses

 

Any changes to the agreed list above or extension of tasks to new vehicles will be subject to joint review and agreement at National level which will be led by Fleet and Maintenance Services.

 

The importance of adherence to relevant safety documentation, ‘Safe Repair Area’ requirements, authorised tools etc. are clearly stipulated in the agreement.

 

Any additional time used by drivers to undertake minor repair tasks in excess of their normal duty span, will be recorded on the day and recompense will be made in cash or time in lieu at the end of each week. The effectiveness of the agreement will be subject to ongoing joint review at periods of three months.

 

Branches and representatives are requested to ensure that our RMSS members are made aware of this LTB and the attached agreement at the earliest opportunity.

 

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: dwyatt@cwu.org or shayman@cwu.org quoting reference number: 218.20

 

Yours sincerely,

 

 

Davie Robertson

Assistant Secretary

AGREEMENT BETWEEN ROYAL MAIL SPECIALIST SERVICES AND THE COMMUNICATION WORKERS UNION ON THE PERFORMANCE OF MINOR REPAIRS BY RMSS DRIVERS

 

 

Royal Mail and the CWU have worked together to deliver the commitments agreed in the Business Transformation 2010 Agreement regarding OPG drivers undertaking jointly agreed minor vehicle repairs. The purpose of this agreement is to extend the principle of minor vehicle repairs to RMSS Relay Drivers.

 

The main responsibility of the RMSS Relay Driver will continue to be to drive vehicles on behalf of the business. However, it is recognised there may be times where an RMSS Relay Driver undertaking a minor vehicle repair can improve efficiency and safeguard the integrity of the service to the customer. In order to do this, they will be trained on how to carry out an agreed range of minor vehicle repairs safely and effectively in line with this agreement.

 

The scope of this agreement also applies to hire vehicles, where this is agreed as part of the contract with the vehicle hire company.  

 

 

RMSS Relay Driver Training and Discretion

 

Training will cover a specific range of minor repairs, which have been jointly agreed with the CWU as suitable for a trained RMSS Relay Driver to carry out. Training will be given using step by step guides (Flash Cards), Safe Systems of Work (SSOW) and manufacturers vehicle specific handbooks and delivered by experienced Fleet and Maintenance Services technical staff who have a Train the Trainer qualification and who have been pre-trained on the agreed course format and material content.

 

Whilst all drivers will receive training it is accepted that not all drivers will have the same technical aptitude or confidence and it is jointly recognised that even after training the driver is best placed to decide whether he/she has the confidence and feels both safe and competent enough to carry out any agreed repair operation. It is therefore jointly recognised that the final decision on whether to attempt a repair will rest solely with the RMSS Relay Drivers.  

 

It is also important to note that there will be no liability or referral to Royal Mail HR Procedures for damage caused to or by a vehicle resulting from a previously trained driver attempting an agreed repair using the appropriate minor repair routine.  

 

 

Agreed Minor Repairs Tasks

 

When strictly following the Safe Systems of Work the range of vehicle minor repair tasks that can be undertaken by a trained RMSS Relay Driver are as follows:

 

➢ Light Bulbs – All accessible light bulbs

➢ Fuses – Changing a like for like rated fuse (on a single occasion)

➢ Wiper Blades – Accessible wiper blades

➢ Mirrors – Fitting of “stick on” self adhesive backed replacement mirror glasses

 

ANY CHANGES TO THE AGREED LIST OF MINOR REPAIR OPERATIONS OR EXTENSION TO ANOTHER NEW VEHICLE MODEL WILL BE SUBJECT TO JOINT CWU/RM REVIEW AND AGREEMENT AT NATIONAL LEVEL WHICH WILL BE LED BY FLEET AND MAINTENANCE SERVICES.

 

WHERE ANY OF THE REPAIR TASKS ARE UNDERTAKEN AND INCUR TIME OVER AND ABOVE THE NORMAL DUTY SPAN THEN THIS WILL BE RECORDED ON THE DAY AND PAID IN CASH OR TIME IN LIEU AT THE END OF EACH WEEK. ALL CLAIMS FOR EXTRA TIME WILL BE PAID IN GOOD FAITH.

 

 

Safety

 

Safety remains the number one priority and all repairs must be carried out using the associated Safe System of Work (SSOW). Depot Managers are responsible for ensuring that repairs are carried out safely and ensuring that SSOW are followed.  

 

Details of accidents, near misses and the subsequent investigations arising from minor repairs will be compiled and shared with the CWU Nationally at the quarterly review meeting.

 

 

Safe Repair Areas

 

Minor repairs will only be undertaken in a specifically designated ‘safe repair area’ of the yard or depot, which should be clearly identified for the purpose and subject to a joint risk assessment with the CWU Area Safety Representative. Where a ‘safe repair area’ cannot be identified minor repairs and the associated training must not be carried out at that site. In these circumstances all repairs should be dealt with via Fleet and Maintenance Services (F&MS).

 

 

Authorised Tools

 

These will be site specific, as determined by the above risk assessment and limited to those items required to carry out the range of repair operations that can be undertaken at that depot. Under no circumstances should personally owned tools be used or replacement tools sourced, other than from Fleet & Maintenance Services approved sources.

 

 

Safe Repair Guidance (Flash Cards)

 

The primary reference for performing the task(s) safely is the relevant Safe System of Work. A step-by-step repair guide for each vehicle type and manufacturer limited to only those approved vehicles or tasks and are safe to perform will be held on site and updated through the dedicated Intranet portal following consultation with the CWU. The Depot Manager must ensure that the most current version is always available (through checking against the on line portal) and issued before repairs are commenced.

 

 

Spares

 

These will be held on each site and will be limited to those required to perform the agreed range of repairs. Responsibility for the storage, replenishment and security of the stock will remain with the local Depot manager.  

 

 

 

 

Top-up Fluids

 

CoSHH regulations relating to the storage, handling and use of top-up fluids must be adhered to at all times, and remains the responsibility of the Depot manager. Persistent loss of fluids should be reported to F&MS via the Vehicle Defect Reporting (PMT1) process.

 

 

PMT1 Vehicle Defect Reporting Process

 

This must be used to record all vehicle defects and any minor repairs and should be signed off as each repair is completed by the trained RMSS Relay Driver or referred to the F&MS Service Centre for further attention.

 

 

CONCLUSION

 

ANY ISSUES OF INTERPRETATION, IMPLEMENTATION OR APPLICATION OF THIS AGREEMENT SHALL BE REFERRED TO THE RESPECTIVE HEADQUARTERS AND WILL BE DEALT WITH IN ACCORDANCE WITH THE TERMS OF THE IR FRAMEWORK.

 

THIS AGREEMENT WILL REMAIN SUBJECT TO ONGOING JOINT REVIEW AT REGULAR INTERVALS OF 3 MONTHS TO ENSURE IT IS BEING APPLIED CORRECTLY AND TO RECTIFY ANY PROBLEMS OR ISSUES OF CONCERN. THESE REVIEWS WILL ALSO ASSESS THE SUCCESS OF THE DEPLOYMENT IN TERMS OF EMPLOYEE PARTICIPATION, COMPETENCY, SAFETY AND FINANCIAL IMPLICATIONS.

 

 

​

ALEX WARNER​ ​ ​DAVIE ROBERTSON

MD RMSS​ ​ASSISTANT SECRETARY

RMSS RELAY ​CWU

 

 

DATE: 19TH APRIL 2016

 

Royal Mail Group Financial Results 2015/16 

Royal Mail today published its annual accounts for the year to 31st March 2015. The results show another solid performance over the past 12 months with increases in group revenue profits and productivity despite tough trading conditions, a declining letters market and regulatory pressures.

 

In particular the results reflect the hard work and increased efforts of postal workers who have delivered (like last year) another 2.5% increase in productivity.  

 

However we also need to recognise the underlying trends and the wider regulatory issues we face in the postal market which continue to pose serious challenges for the future of Royal Mail. While the rate of decline in letters has slowed to 3% this year, the business are particularly encouraged by the 3% growth in parcel volumes in the highly competitive parcels market driven by the continued growth in import parcels, new contract wins and a strong performance in Parcelforce Worldwide.

 

Ofcom are due to publish their report into the regulation of Royal Mail in the very near future and the union will continue to press our case for fair competition and a regulatory framework that stops unfair cherry picking by competitors and allows Royal Mail to drive forward investment in growth and innovation.  

 

Attached to this LTB is a press release issued by the CWU earlier today together with a more detailed report prepared by CWU Research which sets out the key headlines from the financial results.

 

Any queries in relation to the content of this LTB should be addressed to the DGSP Department.

 

Yours sincerely,

Ray Ellis​​​​​​

Acting Deputy General Secretary (P)

ROYAL MAIL FULL YEAR RESULTS 2015/16

 

Royal Mail released its full year financial results on 19 May 2016. The company said it had delivered a resilient performance in challenging markets. Group revenue was up 1% and operating profit before transformation costs was up 5% on an underlying basis. Group operating profit after transformation costs declined by 2% as a result of higher transformation costs, mainly due to higher voluntary redundancy costs. There was a net reduction of around 3,500 employees in UKPIL, largely driven by voluntary redundancies.  

 

UK parcel revenue grew by 1% and UK parcel volumes grew by 3%, driven by growth in import parcels, Royal Mail account, and Parcelforce Worldwide, where volumes increased by 12%. The company’s improved product offering in account parcels resulted in seven contract wins, including with John Lewis Partnership and M&S, which have more than offset lost Amazon volumes. Parcel volumes at GLS, the company’s European parcel business, grew by 10% whilst revenues were up 9%. This growth continues to be fuelled by increasing cross border trade, driven by e-retail.

 

Addressed letter volumes declined by 3%, which was better than the forecast 4-6% decline, due to the return of direct delivery volumes. UKPIL has achieved productivity improvements of 2.4%, within its 2.0-3.0% target range. This builds on a productivity improvement of 2.5% in 2014-15 and 1.7% in 2013-14.

 

Royal Mail Group

 

The adjusted results for Royal Mail Group for 2015/16 compared to the previous year are:

 

• Revenue up 1% to £9,251m, with growth in GLS offsetting the decline in UKPIL revenue;

• Operating profit before transformation costs up 5% to £742m;

• Operating profit after transformation costs down 2% to £551m;

• Operating profit margin after transformation costs was down to 6.0% from 6.4%;

• Profit before taxation was down to £538m from £569m.

• Net debt was £224 million in March 2016, £51 million lower than the previous year, driven by trading cash flow and proceeds from the disposal of assets.

 

UK Parcels, International and Letters (UKPIL)

 

The adjusted financial results for UKPIL for 2015/16 compared to the previous year are:

 

• UKPIL revenue was down 1% to £7,666m with a 1% increase in parcel revenue offset by a 2% decline in total letter revenue;

• UKPIL operating profit before transformation costs was up 3% to £608m;

• Total parcel volumes were up 3%, with parcel volumes in the Royal Mail core network up 2% and Parcelforce volumes up 12%;

• Addressed letter volume declines were 3% – better than the forecast range of 4-6% decline per annum – due to the return of direct delivery volumes; and

• Marketing mail revenue was flat, which follows a 3% growth in the first six months and reflects a slowing in UK economic activity.

 

Underlying operating costs in UKPIL declined by 1%, in line with expectations and reflecting the strategic focus on cost avoidance and efficiency. UKPIL avoided £182m of costs in the year, split broadly evenly between people (£89m) and non-people (£93m) costs. People costs declined by 1%, driven by a 2.4% improvement in productivity and £40m savings in relation to the management reorganisation programme implemented in 2014-15. These savings offset pay increases, largely the 2.8% frontline pay award, and an increase in volume driven costs in Parcelforce Worldwide. Non-people costs, which includes infrastructure and vehicle costs, reduced by 3%. Royal Mail is looking to continue to seek opportunities to drive efficiency across the organisation in 2016/17.

 

General Logistics Systems (GLS)

 

Royal Mail’s European parcel business, GLS, continued to perform strongly. Volumes were up 10% to 431m and revenues were up 9% to €2,158, whilst operating profits were also up 9% to €160m. Revenue growth was achieved in almost all markets and from a broad customer base.

 

Other

 

The “Other” part of Royal Mail Group, which includes stakes in Romec and Quadrant, was down to £5m in revenue from £14m the previous year, due to the expiration of a contract to provide facilities management services to Post Office Limited. However, operating profit increased from £10m to £17m largely due to the improved trading performance in Romec.

 

Dividend

 

The Board is recommending a final dividend of 15.1p per share. Combined with the interim dividend per share of 7p, this represents a total dividend of 22.1p per share for 2015/16. This is up 5% on the previous full year dividend of 21p per share in 2014/15.

 

This means eligible full-time employees with a maximum allocation of 832 Free Shares will have received dividend payments of over £430 by 29 July 2016 since privatisation, subject to shareholder approval at the 2016 AGM. Royal Mail says it remains committed to growing dividends.

2

CWU DELIVERS SOLID RESULTS IN ROYAL MAIL
 
Responding to Royal Mail’s annual results, released today (Thursday)‎, the CWU said the solid set of results were testament to the increased efforts of postal workers who have helped deliver increases in Group profits, revenues and productivity.
 
Dave Ward, CWU General Secretary said: “Royal‎ Mail Group’s strong financial performance, in the face of tough market and regulatory pressures, show the company is well placed to deliver future growth and innovation in the business, working closely with the CWU. The continued fall in letter volumes and the significant level of competition Royal Mail already faces should serve as a reminder to Ofcom that protecting daily deliveries should be the number one priority of its review.”
 
Commenting on the latest results, Ray Ellis, Acting Deputy General Secretary said: “The hard work of postal workers , the significant and continued increases in productivity and close cooperation with the CWU have been critical in delivering another solid financial performance, particularly in the highly competitive parcels market. 
While we remain concerned about the long term decline in letters and Royal Mail’s failure to meet the highest quality of service standards, we believe the company has the financial platform to work with the CWU to secure long term growth‎ and success”.
 
ENDS
 

2013 Free Shares: Email Survey 

We have been notified by the business that Equiniti (the share scheme administrator) has sent out a short email survey to 1500 randomly selected employees who were allocated SIP Free Shares in October 2013.

 

According to Royal Mail, the survey aims to “understand what employees are likely to do with their SIP Free Shares in October 2016” when they will be able to sell their shares for the very first time, though this will be subject to tax and National Insurance. Should employees choose to hold on to their shares and sell after 5 years (in October 2018) no tax or NI will be payable.

 

The survey from Equiniti has been sent out this week (week commencing 16th May) and the department therefore wanted to alert Branches to this development.

 

Any questions or further enquiries on this matter should be forwarded to the DGSP Department.

 

Yours sincerely,

Ray Ellis​​​​​​

Acting Deputy General Secretary (P)

JOINT STATEMENT BETWEEN ROYAL MAIL AND THE CWU COVERING THE INVESTMENT IN ADDITIONAL MATERIALS HANDLING EQUIPMENT & VOLUMETRIC SCANNERS IN RDC’s 

Dear Colleagues

 

Branches and representatives will be aware that Royal Mail and the CWU are working together in order to develop mutual interest solutions and factor into them opportunities to deliver on the core commitments contained in the Agenda for Growth, Stability and Long Term Success Agreement.

 

The key component of this activity is looking at where new products or innovations can be introduced that will help the business compete in the increasingly competitive and rapidly evolving environment.  

 

Focused Royal Mail sales campaigns, i.e. selling improvements in our Latest Acceptance Times (LATs) for T24 & T48 and targeting medium sized parcels has seen a significant increase in Tracked Parcel volume growth during the 2015/16 financial year. This is especially evident within the Regional Distribution Centres (RDC’s) where the year on year volumes have increased by 41%. This growth is forecasted to continue into 2016/17.

 

The business have informed the department that given the volume growth to date, the anticipated future growth in Tracked parcels and the service specification, it is proposed to invest in additional MHS in RDC’s in order to efficiently process the growing volumes and increasing sizes of parcels that are being experienced.

 

The proposal for the RDC Investment Programme is as follows:

 

The plan is to invest in MHS solutions across 5 of the existing RDC’s, i.e:

• National Distribution Centre (2x)

• Yorkshire Distribution Centre (1x)

• Princess Royal Distribution Centre (1x)

• South West Distribution Centre (1x)

• North West Distribution Centre (1x)

 

In addition the plan is to invest in an upgrade of the existing MHS solution in NWDC and provide SWDC with an additional volumetric scanner.

 

This additional MHS would be able to handle parcels up to 1.2m and 20kg, and scanners would be able to read the new 2D barcodes.

 

Attached for the information of Branches and representatives is the Joint Statement that has been agreed to facilitate this activity.

 

Colleagues will note that it has been agreed that provision is made for full CWU involvement and that the activity will be overseen by the Parcel Automation Joint Working Group. Any revised duty arrangements required to accommodate this growth activity will be negotiated in line with the IR Framework.

 

In the view of the department the investment represents a significant commitment to our RDC Network and growth in the upstream areas of the business, which we believe will be welcomed by our members in RDC’s.

 

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: dwyatt@cwu.org or shayman@cwu.org quoting reference number: 231.07

 

Yours sincerely

 

 

Davie Robertson

Assistant Secretary

JOINT STATEMENT BETWEEN ROYAL MAIL AND THE CWU COVERING THE INVESTMENT IN ADDITIONAL MATERIALS HANDLING EQUIPMENT & VOLUMETRIC SCANNERS IN RDC’s

 

 

Background

 

Royal Mail (RM) and the Communication Workers Union (CWU) are working together in developing key business policies, mutual interest solutions and a new culture, all of which are at the core of the commitments in the Agenda for Growth, Stability and Long Term Success Agreement.

 

Both parties recognise that creating the right joint working environment is paramount to the success of the business and the commitment to employment security in all operational functions of the business.

 

Both parties recognise the pressures of the increasingly competitive and rapidly evolving environment and are committed to the strategic objective of creating and developing an agenda for traffic, product and revenue retention & growth and defining a tangible competitive response as a positive alternative to simply managing decline across the RM operational network.

 

 

Introduction

 

During the 2015/16 financial year there has been a significant increase in Tracked Parcel volume growth. This growth has been especially evident within the Regional Distribution Centres (RDC’s) where the year on year volumes have increased by 41%.

 

This volume growth has been generated as a result of focussed Royal Mail sales campaigns, i.e. selling improvements in our Latest Acceptance Times (LATs) for T24 & T48 and targeting medium sized parcels.

 

This growth is forecasted to continue into 2016/17.

 

In addition to increased volumes the average size of parcels is also growing, which is resulting in more parcels being handled manually and hand scanned in the RDC’s. The Tracked Product specification also requires high volume tracked parcels via the RDC’s to be volumetrically scanned.

 

It has been 7 years since the existing Material Handling Solutions (MHS) were installed in the RDC’s. Given the volume growth to date, the anticipated future growth in Tracked parcels and the service specification it is proposed to invest in additional MHS in RDC’s.  

 

 

RDC Investment Programme

 

The plan is to invest in MHS solutions across 5 of the existing RDCs, i.e:

 

• National Distribution Centre (2x),

• Yorkshire Distribution Centre (1x),

• Princess Royal Distribution Centre (1x),

• South West Distribution Centre (1x),

• North West Distribution Centre (1x).

​

In addition the plan is to invest in an upgrade of the existing MHS solution in NWDC and provide SWDC with an additional volumetric scanner.

 

This additional MHS would be able to handle parcels up to 1.2m and 20kg, and scanners would be able to read the new 2D barcodes.

 

This represents a significant investment in the RDC Network.

 

 

Deployment

 

Deployment will commence in May and is scheduled to be fully deployed by September 2016.

 

The activity will be overseen by the Parcel Automation Joint Working Group.

 

 

Operational Impact

 

The introduction of any revised duty/attendance arrangements will be negotiated at local level in line with the IR Framework.

 

Local discussions will take place prior to implementation and will take into account/focus on all possible concerns, risks or difficulties associated with this project. This will ensure any unforeseen employee concerns are also resolved as quickly as possible, local parties will also meet regularly to monitor and review deployment arrangements.

 

Timely negotiations will take place between local managers and CWU IR Representatives, and Engineering and H&S Reps will be fully involved in all aspects of the planning for and actual deployment of the required new arrangements.

 

CWU Representatives shall be given appropriate additional release to facilitate this and enable them to consult with members on the proposed change.

 

Any questions of interpretation, implementation, or application of this Joint Statement shall be referred to the respective Headquarters for resolution.
Davie Robertson​Francis Williams

Assistant Secretary​Head of Parcel Design

CWU​Royal Mail

 

 

Date: ​10th May 2016

 

For the Immediate Attention of All: 

Postal Branches

Divisional Representatives

Area Processing Representatives

 

 

JOINT STATEMENT BETWEEN ROYAL MAIL AND THE CWU COVERING THE SORTING OF SPECIAL DELIVERY GUARANTEED (SDG) ITEMS IN YORK CONTAINERS

 

Dear Colleagues

 

In late 2015 the business approached the department in relation to the Trial of Sorting Special Delivery Items in Yorks at selected Mail Centres.

 

The trial, which was conducted and monitored by the Trial Coordination Joint Working Group, assessed Mail Centre to Mail Centre flows using zipped green sleeves from 19th October 2015 to 29th January 2016 between 13 routes at the following five trial sites:  

 

➢ Bristol​​​

➢ Croydon​           

➢ Greenford ​

➢ Manchester ​

➢ Newcastle         

​

The aim of the trial was to test the ability and benefits of moving away from bags and despatching Special Delivery mails using sleeved York’s as the primary sort and despatch container, between Mail Centres.

 

I can now report that following review the trial activity has been successfully completed and further to full joint evaluation the process change has been agreed as suitable for deployment at a further 22 Mail Centres.

 

Attached for the information of Branches and representatives is a copy of the Joint Statement that has been agreed to facilitate the change of process.  

 

Colleagues will note that there are no changes to the sorting and despatching of SDG items from Mail Centres to Delivery Offices. The Joint Statement also provides details of the high level operational processes that are to be applied and confirms ongoing full CWU involvement in the deployment activity.

 

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: dwyatt@cwu.org or shayman@cwu.org quoting reference number: 709.03

 

Yours sincerely

 

 

Davie Robertson

Assistant Secretary

 

 

JOINT STATEMENT BETWEEN ROYAL MAIL AND THE CWU COVERING THE SORTING OF SPECIAL DELIVERY GUARANTEED (SDG) ITEMS IN YORK CONTAINERS

 

 

Background

 

Royal Mail (RM) and the Communication Workers Union (CWU) are working together in developing key business policies, mutual interest solutions and a new culture, all of which are at the core of the commitments in the Agenda for Growth, Stability and Long Term Success Agreement.

 

Both parties recognise that creating the right joint working environment is paramount to the success of the business and the commitment to employment security in all operational functions of the business.

 

Both parties recognise the pressures of the increasingly competitive and rapidly evolving environment and are committed to the strategic objective of creating and developing an agenda for traffic, product and revenue retention & growth and defining a tangible competitive response as a positive alternative to simply managing decline across the RM operational network.

 

 

Introduction

 

In keeping with the National Generic Trial/Deployment Frameworks both parties agreed to trial the sorting and despatching of Special Delivery Guaranteed (SDG) items in sleeved York’s as the primary container.

 

This new method has been successfully trialled in Croydon, Manchester, Greenford, Newcastle, and Bristol Mail Centres.

 

Following a National Review of this trial by the Trial Co-ordination Joint Working Group the following has been agreed for deployment, establishing a new standard for sorting and despatching SDG items between Mail Centres.

 

There are no changes to the sorting and despatching of SDG items from Mail Centres to Delivery Offices.

 

 

Operational Process

 

The new standard for despatching SDG items between 385 Mail Centre routes will be implemented at the 22 Mail Centres listed in Annex A. The new process will enable c48% of total SDG traffic to be processed in sleeved Yorks.

 

The following high level operational processes will be applied:

 

• Where a Mail Centre produces greater than half a York of SDG items per day for a single flow, they can scan and sort directly to a sleeved York

• SDG items transported by air will continue to be bagged

• SDG items will be despatched in green zipped sleeves sealed with a unique numbered security seal

• Each green sleeved York can accommodate up to 280 average-sized SDG items (the equivalent of 8 bags)

• Only the green zipped sleeves may be used for SDG. If an office runs out they will need to revert to bags as a contingency

• Where a Mail Centre has multiple MCSL selections, sleeved York flows will usually be reduced to one selection. To protect quality of service 3 Mail Centres will have more than the standard single selection. This will be reviewed in January 2017 with the anticipation that these Mail Centres will adopt the one selection standard  

• Sleeved despatch will apply Monday to Friday only, as volumes at weekends are lower. Mail Centres will revert to bags for Saturday despatches

• Heavy oversized items will continue to be despatched loose as per the current standard process

• The National Circulation Team will review flows annually taking into account changes in volume and amend the master list accordingly and communicate changes

 

 

Deployment

 

Deployment of the new process will commence in June and is scheduled to be completed by September 2016.

 

 

Operational Impact

 

The introduction of any revised duty/attendance arrangements will be negotiated at local level in line with the IR Framework.

 

Local discussions will take place prior to implementation and will take into account/focus on all possible concerns, risks or difficulties associated with this project. This will ensure any unforeseen employee concerns are also resolved as quickly as possible, local parties will also meet regularly to monitor and review deployment arrangements.

 

Timely negotiations will take place between local managers and CWU IR Representatives, and H&S Reps will be fully involved in all aspects of the planning for and actual deployment of the required new arrangements.

 

CWU Representatives shall be given appropriate additional release to facilitate this and enable them to consult with members on the proposed change.

 

Any questions of interpretation, implementation, or application of this Joint Statement shall be referred to the respective Headquarters for resolution.

 

 

 

Davie Robertson

Assistant Secretary

CWU

Francis Williams

Head of Parcel Design

Royal Mail

 

Date: ​10th May 2016

ANNEX A

 

List of Outward Mail Centres to Inward Mail Centres to Adopt the New Standard

 

Birmingham

Bristol

Chester

NW Midlands

Southampton & Portsmouth

Thames Valley

Warrington

Croydon

Gatwick

Greenford

Home Counties North

Jubilee

London Central

Medway

Nottingham

South Midlands

Peterborough

Romford

Sheffield

Newcastle

Manchester

Leeds

 

 

PEOPLE’S POST EVENT – BIRMINGHAM, 4th JUNE 2016
Following our hugely successful People’s Post event in Manchester, the next step on the campaign tour is Birmingham. Once again, we have secured a high profile group of local, regional and national guests, including the Leader of the Labour Party, Jeremy Corbyn.
The CWU Midlands Region has launched a major publicity initiative to ensure a high turnout from the public in Birmingham. Coaches are also being put onto bring members from the Midlands into Birmingham. It is vital the whole union supports this event. On this basis, we would request that all CWU Branches send a delegation.
Attached to this LTB are posters and graphics that can be used to publicise the day in the workplaces and on social media.
The announcement of further job cuts for our members in Supply Chain this week highlight the importance of the People’s Post campaign being successful. Birmingham offers us another chance to reach out to the public.
The day will be an exciting mix of music, politics and family events. Key timings are as follows;
 
12:30
Rally outside Bromsgrove Post Office – 117 High Street, Bromsgrove, B61 8AA. This Post Office is due for closure and this is also the constituency of Sajid Javid – Secretary of State for Business. 
A coach will be leaving Summer Lane – 47 New Summer St, Birmingham B19 3TH at approximately 11:00 for anybody who wishes to join us for this part of the day please email midlandregion@cwu.org to book a seat. 
 
15:30 – 16:00
There will be “Pop up” surprises, freebies and lots of family fun outside the Bullring Shopping Centre, Birmingham B5 4BU.   
 
17:00 – 19:00
Open air Rally and entertainment in Victoria Square, B1

Guest speakers include:
 
Jeremy Corbyn – Leader of the Labour Party
Francesca Martinez – Comedian & Activist 
Sam Fairbain – People’s Assembly – National Secretary
Salma Yaqoob – Mental Health Campaigner
 
Music by:
Grace Petrie
Hosted by:
Jen Brister
 
I look forward to seeing everyone on the day.
Any enquiries on the above LTB should be addressed to the General Secretary, gsoffice@cwu.org
 
Yours sincerely
                               
Dave Ward Ray Ellis
General Secretary Acting Deputy General Secretary (P)
Email Attachments – Click to download
LTB 308/16 – PEOPLE’S POST EVENT – BIRMINGHAM, 4th JUNE 2016

Attachment 1: Peoples post flyer

Calling all Women, BAME and CWU Youth Reps!
• Are you quite new to your role in the CWU?

• Would you like to progress within the CWU?

• Do you need to understand better how the union works?

• Would you like to be mentored by an experienced CWU Representative?
Mentoring is a widely recognised training and development tool that helps to assist individuals through structured and focused support and through sharing of experience and skills. Used formally and informally by many different organisations and individuals it helps to develop the potential of individuals with less experience by pairing them with individuals with much more experience. It is a proven way of increasing confidence, knowledge and networking to help open up opportunities for advancement.
In the Labour movement mentoring has been used successfully by several unions, political parties and other organisations. The CWU, as part of our programme of work around proportionality has now developed the CWU Exchange Mentoring Scheme to help develop, progress and retain newer activists.
Mentoring has proven a particularly useful tool for helping to develop and bring through under-represented groups such as BAME and Women members. At present we are restricting this project to BAME, Women and Young members. However, in the medium to long term mentoring will also be rolled out across the whole union.
We now have our own trained CWU mentors who will be available to work with new and emerging Women, BAME and under 30 activists, as they are particularly under-represented at many levels in the CWU.
If you think that being mentored could be right for you can apply to the scheme provided that you meet the following basic criteria:
• That you have been a CWU activist for up to three years and that you are currently a CWU representative of any sort.

• That you wish to progress and develop your role in the CWU 

• That you are a woman, BAME and/or under 30 years old
Places are limited so please apply to the scheme using the attached application form.
Please return this to msimpson@cwu.org by Friday 10 June 2017.
Please refer any queries regarding this LTB to Trish Lavelle, Head of Education and Training tlavelle@cwu.org

Yours sincerely,

Trish Lavelle

Head of Education & Training
Email Attachments – Click to download
LTB 306/16 – CWU Exchange Mentoring Scheme : Activists Supporting Activists

Attachment 1 – Application Form