RE: MTSF Review 
 
Talks have commenced on the review of elements of the MTSF agreement originally agreed as part of Business Transformation 2010 and subsequently deferred until May 2015. 

 
Background

 
Two elements of the MTSF section of the Business Transformation Agreement of 2010 were “time limited” and subject to review. These were:

 
· The suspension of a “cap” of two years pensionable pay on cost to the business of redundancy (which has the effect of enabling members of the Royal Mail Pension Plan aged over 55 to take a package including immediate payment of an enhanced pension).

 
· An additional two years support for those in the former Letters business whose travel costs exceed £1,250 per year following redeployment. 

 
These terms were originally due to cease on 31st March 2013 but have been extended a number of times most recently by the “Joint Statement: Balanced approach to growth, efficiency and incentives” which deferred the review until May 2015.

 
In addition to this, HMRC changed its policy on taxability of buy down payments, to make them reckonable for tax and NI. As part of the Joint Statement Royal Mail agreed to pay 50% of the cost of tax and NI, again reviewable in May 2015.

 
Progress of talks

 
An initial meeting took place in January this year. Information on the numbers taking VR, excess travel expenses (ETE) and buy down have been provided, together with the associated costs. Discussions began in earnest at the end of April.

 
The union is seeking a long term solution on buy down of hours which would maintain this as a viable option for those wishing to reduce hours in a surplus situation. We are seeking a level playing field on ETE across Royal Mail Group by extending the additional support across the business. We also wish to ensure that redundancy terms remain sufficiently attractive to assist in resolving surplus situations and provide appropriate support to those leaving the business. 

 
Both parties remain committed to concluding discussions this month if possible and a further meeting is scheduled later this week. 

 
Any enquiries should be addressed to Ray Ellis’s department, quoting reference PTC/RE/dj/020. 

Email address: rellis@cwu.org  

 

Yours sincerely

Ray Ellis,
Assistant Secretary

 

CAMPAIGN ON COMPETITION AND POSTAL REGULATION – NATIONAL BRIEFING 19TH JUNE

The purpose of this LTB is to update Branches about the campaign on competition and postal regulation and the event we are planning on this in June. The event will now be a briefing at the TUC (Congress House) at 11am on the 19th June.

As you will be aware, the original intention – which was announced at Annual Conference – was to hold this event on the 16th June and to march on Ofcom’s headquarters on the day of its board meeting. However, in light of the recent announcement from Whistl to suspend its delivery operations, the Postal Executive has agreed that this could be counter-productive and seen as insensitive at a time when the workers at Whistl are facing redundancy. We will therefore hold a briefing at the TUC to provide an update to colleagues on the current position and how we are planning on taking the campaign forward in light of recent developments.

The union has been considering the announcement from Whistl and we are continuing to talk to Royal Mail about its implications. While we will need to wait for the outcome of Whistl’s review to assess this fully, its announcement is clearly a potentially significant change to the letters market and the development of competition.

However, it is important to recognise that the issues the union is committed to campaigning on have not gone away. Whistl’s decision now would not tie its hands in the future and it is possible that it, or other operators, will still seek to win part of the letters market in deliveries.

Moreover, Ofcom has repeatedly emphasised its duty to ensure that the universal service is efficient under the Postal Services Act. In the absence of competition in letter deliveries, it is likely to look for other ways of achieving this and to put greater pressure on Royal Mail over staff costs by other means. There is also competition in access mail and parcels, which pose similar risks to the business, as we saw with the downstream access regime under Postcomm.

The truth is that the broader approach being taken to regulation is deeply flawed and is being used to drive a race to the bottom on jobs and terms and conditions. It remains incumbent on the union to expose this and the threat it poses to the universal service, as we committed to under motion E1 at Annual Conference. The briefing on 19th June will set out how we intend to do so and the role that Branches have to play in this. A copy of the motion is attached to this LTB.

Colleagues will also be aware that the suspension of operations by Whistl has had an impact in the parts of the country where it had already started deliveries (namely London, Liverpool and Manchester). We are in discussions with Royal Mail about this, and the potential return of workload in these areas permanently once Whistl’s review has finished, and the relevant Assistant Secretaries will be getting the affected branches together to discuss this shortly.

Any queries in relation to the contents of this LTB should be addressed to the DGSP department.

Yours sincerely

 

Dave Ward

Deputy General Secretary (P)

Emergency Motion 1

 

This Conference instructs the incoming Postal Executive……….

 

Conference notes the publication of the BIS Select Committee Report on the 12th March into competition in UK postal services and the future of the Universal Service.

 

Conference further notes that the Regulator (Ofcom) has made it clear that it will not intervene in direct delivery competition at this stage, because it believes that there is no immediate threat to the future of the Universal Service and that Royal Mail should do more to improve efficiency. Furthermore, the Regulator has also publicly stated that if Royal Mail increases wages above inflation it is making itself less efficient and that our agreement on Legal Protections prevents Royal Mail from introducing lower cost employment models.

 

This Conference agrees that the actions of the Regulator are completely unacceptable and that this represents an attack on the pay, terms and conditions of postal workers. As such, the Regulator has completely overstepped its remit.

 

In response to these developments, the Union will launch a fresh campaign calling for a Judicial Review/independent enquiry into the Regulator’s role, alongside new legislation to strengthen the USO, limit direct delivery competition and introduce fair employment standards across the postal sector. 

 

As part of the campaign the Union will also pursue the following remedies to cherry picking competition.

 

• Ofcom should impose a cap to limit direct delivery competition at its current level.

• Ofcom should swiftly conclude its investigation into TNT’s complaint over Royal Mail’s proposed access price changes. 

• Allow Royal Mail to implement an access pricing structure for bulk mail contracts to mitigate against the impact of cherry picking.

• Ofcom must require all end to end providers to record and report on performance targets to ensure customers are properly informed when choosing a mail provider. 

• Ofcom must extend the mail integrity and postal common operational procedures codes to all direct delivery and access operators in the interests of consumer protection and common industry standards.

• Consideration of a USO support fund.

 

In addition to the above, we will campaign to expand and widen Ofcom’s role and responsibilities in order to ensure it regulates all respective postal operators across the market, this should include all aspects of their regulatory remit, including quality of service measures, pricing and mails integrity to ensure that any measures will be compared like for like across the sector.

 

The campaign will be launched with a National Briefing in London during May 2015, followed by a demonstration outside the Headquarters of Ofcom. 

 

Conference further agrees that the Union should publicly campaign for Royal Mail and all political parties to support the call for a Judicial Review into the Regulator’s role and the introduction of new legislation as outlined above.

 

Conference recognises that for this campaign to be effective we must also engage CWU members and the wider public and utilise all available communication tools.

Network 15 Revision

Colleagues will be aware that we have been in discussion with the business for some time regarding a further Network review and will recall that we resisted the business’ proposals for a second Network Revision in the latter part of 2014. Instead we called for the creation of a “Heatmap” detailing the levels of operational change across the VOC Network since the previous revision in April 2014.

Following analysis of the outputs of that exercise, coupled with the commitments in the National Joint Statement on Growth, Efficiency and Incentives on efficiency revision activity, it has been agreed that a National revision is now appropriate. The revision will mirror those previously agreed for all National Network reviews since 2009 and run Nationally using Paragon. Equally it will include all VOC’s including any mini VOC’s created as a result of the recent 17t Vehicle Deployment Agreement.

Against that backdrop, attached for the information of Branches, is the agreed Joint Statement that has been reached with the business in regard to the Network 15 Review process. Would Branches please ensure that our Network representatives are made aware of this communication as soon as possible.

Any enquiries in relation to this LTB should be addressed to Terry Pullinger, Assistant Secretary, e-mail: dwyatt@cwu.org or shayman@cwu.org quoting reference number: 233.11.

Yours sincerely

Terry Pullinger

Assistant Secretary

 

JOINT STATEMENT BETWEEN RM LOGISTICS AND CWU ON THE DEPLOYMENT OF THE 2015 NATIONAL NETWORK REVISION

Introduction

The Agenda for Growth Agreement commits both Royal Mail and the CWU to working together to transform business operations, building on the mutual interest processes developed through the Business Transformation Agreement 2010. Throughout the period of the BT2010 Agreement both parties worked to develop and establish improved, constructive working relationships, effective interfaces and the continued development of a mutual interest culture at all levels within RM Logistics. A key indication of the effectiveness of these efforts has been the successful deployment of National Network Revisions. The National Joint Statement, ‘Growth, Efficiency and Incentives’, committed both parties to the deployment of a further National Network Revision. This agreement aims to build on the successes and refine the processes used for the Business Transformation Network revisions based on our collective experience.

Background

Building on the successes of our previous National Network revisions, we propose using the same staged approach.

Royal Mail Logistics and the CWU agree that we have a collective interest in reaching a successful deployment of this Network revision. Both parties recognise that if a proposed target deployment date of August 2015 is to be met, that activity will have to be undertaken at pace and will require a positive and pragmatic approach which balances immediate operational housekeeping whilst not reducing future ambitions and growth opportunities.

Against that backdrop this review will have a wider reporting remit as it moves through the relative stages to ensure that all proposed change is indeed consistent with wider ambitions and growth activities as understood during the review. The following staged process for the progression of this revision activity has been agreed as follows:

It is agreed that this review will be based on the current RDC and VOC Network, including any established 17t mini VOC’s. However, any adjustment to the external customer requirements or internal business operational footprint during the review would have to be factored in and considered in respect of a robust Network operation and employee arrangements. Both parties reaffirm that the revisions will support both current workplan arrangements and our joint Ambitions & Growth agendas.

The National 17t deployment agreement articulated how the National map of our Network operations is changing with the greater use of larger vehicles, ‘O’ licence requirements and geographically efficient solutions driving more pragmatic vehicle deployments. As a result the mini VOC concept has emerged and to provide clarity any changes/proposals emerging from the review which affect a mini VOC will be considered and dealt with by the local mini VOC Representative. Equally this revision will ensure that where such solutions are either in place or required that the employees providing any 17t and above services are on the full Professional Network Driver terms and conditions.

Where any workload proposed for inclusion in the review has migrated from existing Regional Logistics/Area Distribution services Royal Mail Logistics commit to identify this to the CWU Nationally at Stage 2 of the process and equally ensure that concurrent notice of the intention to transfer the workload is given in the appropriate functions to ensure that timely discussions can take place in line with the IR Framework, ‘Future of Area Distribution’ and 17t deployment agreements.

The National Joint Statement on Growth, Efficiency and Incentives established an Employee Profit Related Scheme covering the period from April 2014 until April 2015. However both parties recognise that further discussions may consider alternative incentive arrangements going forward. The conclusion of those discussions and the deployment of any agreed outcome may not compliment the potential deployment dates of this initiative.

Against that backdrop it is agreed that the pragmatic solution is to enable a without prejudice situation, which allows for the progression and deployment of operational requirements and records the operational savings/efficiencies achieved so that accurate information will be available if required in the wider efficiency discussions.

It is also recognised that the recording and sharing of this information will enable the commencement of the process of developing a greater understanding between managers, representatives and employees of operational costs and the contribution that can be made.

The Process

The process will be conducted over 4 Stages.

Where there is a concern or issue regarding the interpretation and/or the application of this agreement then the issue should be referred to the Network Working Group (NWG) for assistance.

The role of the CWU Representatives within these processes is fully recognised, as is the requirement for appropriate release in order for them to meaningfully prepare, participate and obtain the views of their members. It is agreed that in line with the IR Framework, CWU Representatives undertaking this work will not suffer financial loss. To this end it is agreed that local managers will facilitate this release and that all reasonable requests for release will be agreed.

Management and CWU Representatives will agree locally, on a weekly basis the period of the release required.

Stages

1. Launch of a joint local data gathering exercise and collection of current state data at each VOC/mini VOC. This activity should provide a robust baseline as a reference for analysis of the Paragon outputs.

A non-binding preference exercise to be run at appropriate VOC’s/mini VOC’s as determined by the Network Working Group.

2. The NWG will carry out generic analysis of Paragon “first cut” outputs; identify high impact or problem sites. At this stage the Group will look to aid the development of local, area and national scope/solutions which may form a counter proposal for deployment. Where appropriate the group will consider the utilisation of Paragon in the formulation of such options. The NWG will then make a representation to the National Logistics Steering Group (NLSG) regarding the status of issues. An agreed National deployment date will be targeted. It is anticipated that the deployment date will allow sufficient time for local negotiations and re-signs to conclude prior to deployment in line with above.

3. Local negotiations to take place in line with existing agreements.

4. NWG to commence work on future National Network revision process and approach for recommendation to NLSG.

Stage One

Local managers, local planners and CWU Representatives will jointly collate and sign off a site specific information pack. The scope and details of the data to be gathered will be agreed with the NWG in line with Network 12. This information will be used to assist the planning process and provide a reliable reference point for the assessment of first cut plans and deployment issues.

In addition a non-binding preference exercise may be deployed where appropriate.

The expectation is that this process should be concluded over a two week period.

It is anticipated that the planning for this revision will be based on the current Network operation as defined in the data capture exercise at Stage One, and does not encompass work currently performed by Area Distribution other than work that has been agreed to transfer via separate Area Distribution discussions.

Stage Two

The NWG will review the first cut planning outputs to assess and where possible anticipate potential problem sites and look at the potential solutions. These potential solutions may not necessarily be restricted by individual unit or area boundaries but will always seek to maximise business efficiency whilst reconciling job and standard of living security. It is expected to conclude this process in two weeks where a status report/update will be advised to the NLSG. This stage will also include a ‘check in’ session with the NLSG to ensure Ambition and Growth activity is not being compromised by the suggested first cut planning.

Stage Three

Local negotiations will commence in line with this agreed revision process and the IR Framework including the use of mediation as appropriate. The NWG will support this process and be available to help conclude local/area solutions.

A traffic light process will be deployed to monitor progress and identify at the earliest opportunity potential problem sites. Implementation of the revisions at all sites will take place on the same day coordinated by the NWG.

This negotiation process should be concluded at pace within two weeks in line with the IR Framework. Re-signs will then commence at all sites to be concluded by the National implementation date. Re-signs should be conducted in line with the process contained in Annex A.

Stage Four

The NWG will review the effectiveness of the above process and assess opportunities to refine the approach for future revision activity.

The methodology for this piece of work will be based on the ACAS guide to problem solving and will allow relevant expertise to be used where the NWG agree it would be beneficial.

When a joint recommendation has been developed it will be jointly presented to the NLSG for ratification and agreement. The process will then become the agreed approach to Network revisions going forward.

Any questions of interpretation, implementation, or application of this agreed way forward shall be referred to the signatories of this agreement for resolution via the IR Framework and the new industrial stability process.

 

Euan McMurdo Terry Pullinger

Director Logistics Assistant Secretary

Royal Mail CWU

       

Date: 21 May 2015

Annex A

Network Revision ‘Programme of Works’ – Re-sign Process

When Stage 3 of this Joint Statement has been achieved arrangements should be made where necessary to commence a re-sign of duties.

Where agreed duty structures at any site have resulted in a surplus being declared and people’s processes at such sites have identified transferees or where a transfer to another VOC has been agreed then these individuals should be included in re-signs at the receiving office, even if this is in advance of their substantive move.

Where the re-sign process can be completed in full prior to the national implementation date, all individuals will take up their new duty/rotation from that date.

Contingency Arrangements

While it is anticipated that the National implementation date will allow sufficient time to conclude the re-sign process, past experience has indicated that circumstances can occur where re-signs run past the implementation date. In such circumstances the following contingency arrangements should apply.

Where due to annual leave a full re-sign cannot be completed prior to the National implementation date the following process should apply.

 Normal re-sign arrangements should progress until process stalls due to leave commitments. On the National implementation date those individuals who have successfully selected a duty/rotation as part of the re-sign will take it up.

 All remaining individuals should participate in a temporary resourcing process. This may take the form of either a best match exercise placing individuals on attendances similar to their current duties.

or

by individuals selecting from the remaining available duties following the implementation of the revision and thereafter on a weekly basis in seniority order until the conclusion of the full re-sign.

 The exact nature and application of the temporary resourcing process should be agreed locally.

 The re-sign process will continue as individuals return to work with subsequent successful applicants taking up their duty/rotation from the start of the next week prior to the next temporary resourcing process

The temporary resourcing process should be progressed as a joint initiative to enable re-signs to be completed in the most expedient manner and to fully assist in the temporary resourcing process.

Notwithstanding the contingencies detailed above the efforts of all parties should be focused upon completing the re-sign in advance of the new duty structures being deployed.

ROYAL MAIL GROUP FINANCIAL RESULTS 

As you may have seen reported in the media this morning, the Royal Mail Group has today published its‎ financial results for the year to 31st March 2015. The results are decent and demonstrate a successful year for the company despite the challenges of Regulation, competition and a declining letters market.

 

The results reflect the efforts of postal workers who have continued to improve productivity (up by 2.5%) often in very difficult circumstances.  

 

At the same time, it is also important to recognise that the underlying trends in the postal market pose serious challenges for the future. These factors mean that the company is putting out a cautious message about the outlook for coming years. As we look to the future, it is forecast that letter volumes will continue to decline and that the parcels market will remain very competitive. In this environment it more important than ever that the union continues to focus its efforts on campaigning against unfair competition and for the company to do more in driving forward investment in growth and innovation.

 

We have attached to this LTB our press release and a report prepared by our Research Department that summarises the key points contained in the financial results.

 

Finally, all Branches will be aware of the one year profit related bonus scheme that is directly linked to this year’s financial results. We are discussing this with the company and further information will follow in due course.

 

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

 

Yours sincerely
 

Dave Ward​​

General Secretary Elect​

IMMEDIATE RELEASE

21/05/2015

 

CWU CALLS FOR ROYAL MAIL TO PRIORITISE GROWTH AFTER DECENT RESULTS

 

Responding to Royal Mail’s annual results, released today (Thursday), the CWU described them as a decent set of results for this year, whilst calling on the company to work harder at delivering growth.

 

Dave Ward, CWU general secretary-elect, said:

 

“The results produced by Royal Mail today are decent, and show Royal Mail can go forward in good shape.  

 

“These results have been delivered by improving productivity and the hard of work of postal workers. Those workers have shown they have supported the need to change to build growth in the business. 

 

“I am today calling on Royal Mail to show they have the same drive and commitment for growth and innovation and call on them to work with CWU to deliver it.”  

 

Commenting on the decline in the letters market, Dave added:

 

“However, we also recognise the note of caution that that there remains a structural decline in the letters market of 4 per cent. Therefore, the union again calls on the regulator Ofcom, to recognise this clear fact and to stop blindly increasing the competition in the sector. 

 

“The recent announcement by Whistl that they have discontinued their delivery operation is a clear sign of the overcrowded postal market; and jobs will continue to be lost if the regulator fails to change its approach. 

 

“Ofcom’s approach to competition is a continuous threat to jobs, as well as to terms and conditions as they push for a race to the bottom.  

 

“Ofcom has also failed to understand the impact of unfair competition on the universal service obligation (USO) and we would remind them again, safeguarding the USO is their primary obligation.

Click on link to view results 

http://www.royalmailgroup.com/investor-centre/report-download-centre/2015

ROYAL MAIL FULL YEAR RESULTS 2014/15

 

 

Royal Mail released its full year financial results on 21 May 2015. Whilst the parcels and letters market in the UK remains highly competitive, the company said trading was in line with its expectations. Parcels revenues for the year were lower than expected, however Royal Mail says that the focus on efficiency and tight cost control kept operating profit before transformation (£740m) in line with expectations. This tight focus on costs, particularly in the core UK letters and parcels business, is set to continue in 2015/16.

 

Royal Mail continues to highlight overcapacity in the parcels market and the impact this has on pricing and therefore parcel revenue growth. The growth of Amazon’s parcel delivery network remains a concern, with Royal Mail continuing to estimate that it will reduce the annual rate of growth in the addressable parcels market to around 1%-2% per annum in the short term. The collapse of City Link had a positive impact on Parcelforce volumes; however, it is believed the bulk of City Link’s traffic was captured by competitor UK Mail.

 

The structural decline in addressed letter volumes continued, although at 4% this was at the better end of its forecast. Royal Mail says the impact of election mailings off-set the impact of direct delivery competition in the year on revenues, estimated to have been around £20m. The results reported today are for the period before Whistl’s suspension of its end-to-end delivery operations. Marketing mail was up 5% as a result of improved UK economic conditions and the impact of MarketReach.

 

There was a significant improvement on productivity within UKPIL, with £109m saved on costs and a productivity improvement of 2.5%. This is up from 1.7% the previous year and in the middle of Royal Mail’s target range of 2-3%.  

 

Royal Mail Group

 

The adjusted results for Royal Mail Group for 2014/15 compared to the previous year are:

 

• Revenue up 1% to £9,424m due to parcel revenue growth in UKPIL and above-expectation revenue growth in Royal Mail’s European parcel business GLS;

• Operating profit before transformation costs up 6% to £740m;

• Operating profit after transformation costs up 5% to £595m;

• Operating profit margin after transformation costs was up to 6.3% from 5.2%;

• Profit before taxation up to £569m from £421m.

• Free cash-flow increased to £453m (impacted by £100m from the sale of the Paddington site) and this supported a dividend payment of 21p (up 5% from the previous year).

 

UK Parcels, International and Letters (UKPIL)

 

The adjusted financial results for UKPIL for 2014/15 compared to the previous year are:

 

• UKPIL revenue was flat at £7,757m with a 1% decline in total letter revenue offset by parcel revenue growth of 1% in a competitive parcels market;

• UKPIL operating profit before transformation costs was up 1% to £615m;

• Total parcel volumes were up 3% overall, with parcel volumes in the Royal Mail core network up 3% and Parcelforce volumes up 12% (impacted by the demise of City Link);

• Addressed letter volume declines were 4% – at the better end of the forecast range – accompanied by a 1% decline in total letter revenues; and

• Marketing mail revenue increased by 5% to £1,167m.

 

Looking at costs in UKPIL, underlying operating costs were reduced by 1%. People costs were up 1%, with the 3% pay increase for front-line staff offset by £42m in savings from the management reorganisation programme and a significant increase in productivity improvements to 2.5% (up from 1.7% the previous year and in the middle of Royal Mail’s target range). Non-people costs, which includes infrastructure and vehicle costs, were also reduced by 4%. Royal Mail is looking to continue this tight control on costs in 2015/16.

 

General Logistics Systems (GLS)

 

Royal Mail’s European parcel business, GLS, continued to perform well with a better-than-expected performance on revenue – up 7% to £1,653m. Operating profits were also up 6.4% to £115m, with the reported results impacted by a stronger Pound and an 8% increase in parcel volumes.

 

 

Other

 

The “Other” part of Royal Mail Group, which includes stakes in Romec and Quadrant, was down to £14m from £18m the previous year.

 

Dividend

 

The Board will be recommending a final dividend of 14.3p per share. Combined with the interim dividend per share of 6.7p, this represents a total dividend of 21p per share for 2014/15. This is up 5% on the previous full year dividend of 20p per share in 2013/14.

 

This means eligible full-time employees who received the 729 allocation of Free Shares will have received around £250 in dividend payments by 31 July 2015 since privatisation, subject to shareholder approval at the 2015 AGM. Royal Mail says it is remains committed to growing dividends.

Health & Safety Reps Refresher Training Course: 1st – 4th September 2015 
CWU Conference 2013 carried Motion 89. Conference agreed that training for Health and Safety Reps was paramount and that in the CWU we have an excellent in-house Education and Training Centre and Programme providing Health and Safety Reps Stage 1, 2 and 3 Courses, followed by the TUC Occupational Health and Safety Diploma Course. 
It was agreed however that for those experienced, senior Health and Safety Reps that had completed their training some time ago, periodic refresher training courses should be made available in order to keep H&S Reps up to speed with ongoing developments in the field of health and safety, e.g. legal changes, new standards, regulations, approved codes of practice and guidance for examples as well as dealing with compliance, enforcement and the enforcing authorities for example. Additionally, there are the important aspects of occupational health now coming to the for alongside safety. 
The Health, Safety and Environment Department has been working with the Education and Training Department and the Ruskin College Course developers in progressing Motion 89(2013) and this is an update, progress report, on that work. 
Good progress has been made recently and I am pleased to report that a course programme has been developed and this is attached and is self-explanatory. 
I have suggested that two important current topics be included in the imminent round of courses and these key issues for inclusion are work-related Stress and Mental Health disorders plus the CWU Defending Health and safety Campaign – against government attacks. The 2014 TUC Safety Reps Survey has identified work-related Stress as the No 1 concern. 
We have requested that the employers give recognition to the course and grant paid release, adding it to the nationally agreed paid time off course list. 
Ruskin College has advised that full accreditation is difficult to achieve due to FE funding changes but the course will run and those attending will be provided with a joint CWU/Ruskin College certificate. 
The E&T Department has completed the operational and funding mechanisms to run a pilot course at Alvescot Lodge in the first instance. 

Applications can now be submitted by Branches for all ASRs/USRs and the usual protocols and application processes will apply. 
Any enquiries regarding this LTB should be addressed in the first instance to the Education and Training Department on 020 8971 7441

Joint Statement Between Royal Mail and the CWU Covering the Deployment of Mastermover ATP400 for the Movement of Nested York Containers in the Mail Centre and Regional Distribution Centre Network

Branches and representatives are aware that the department have been, under the Banner of the Processing ‘Programme of Works’ and the commitment to a more collaborative working model that respects the mutual interests of both Royal Mail and the CWU detailed in the Agenda For Growth, Stability & Long Term Success Agreement, working towards closing the knowledge gap in Mail Centre operations. Equally we have been pursuing a standardised policy approach to addressing the operating/equipment anarchy that had ensued as a result of un-agreed/un-coordinated kit and equipment across the Mail Centre estate.

It is against this backdrop that we can report that the trial of the Mastermover ATP400 for the movement of up to a maximum of 30 nested York Containers in Mail Centres & RDCs, has been completed and, following evaluation, has now been cleared for National deployment by the Postal Executive. I have attached a signed copy of the Joint Statement for the information of Branches and Representatives, which you will note is now the standard piece of equipment for carrying out this work and will eventually replace the Mastermover MP50-400 Pusher, where this legacy equipment is presently in use, we will continue to use them until such time as they reach their expected end of life and will then be replaced by the standard equipment.

Branches and representatives are requested to ensure that our members working in the Mail Centre/RDC Network are made aware of the content of this LTB and the attached Joint Statement.

Any enquiries in relation to this LTB should be addressed to Terry Pullinger, Assistant Secretary, email: dwyatt@cwu.org or shayman@cwu.org quoting reference number 715.16.

Yours sincerely

Terry Pullinger

Assistant Secretary

JOINT STATEMENT BETWEEN ROYAL MAIL AND THE CWU COVERING THE DEPLOYMENT OF MASTER MOVER ATP400 FOR THE MOVEMENT OF NESTED YORK CONTAINERS IN THE MAIL CENTRE & REGIONAL DISTRIBUTION CENTRE NETWORK

Background

The Business Transformation Agreement 2010 commits Royal Mail and the Communication Workers Union to work together at the development stage of key business policies which are best supported by transparency and good information share. This commitment is acknowledged as the key enabler for Royal Mail and the Union to engage and to develop mutual interest solutions that will aid/improve efficiency within the operation while responding to the needs of CWU represented grades.

In keeping with the National Generic Trial/Deployment Frameworks both parties have agreed to jointly access potential ways and automated handling solutions to improve the flow of mail through Mail Centres from both a Health and Safety and operational aspect. Against that backdrop both parties recognise that in a highly automated and modern Mail Centre working environment there may be potentially better alternative solutions available as opposed to Mail Centre staff manually pushing mail in wheeled containers.

Introduction/Scope

In October 2013 following the conclusion of trial activity in a number of Mail Centres a Joint Statement was issued that set the standard for equipment available for the movement of mail within Mail Centres.

Having defined the standard in 2013, further trials have taken place in Leeds MC, YDC and SWRDC of a Mastermover ATP400. Following a National review of this trial by Royal Mail, the CWU and the Trial Co-ordination Group the Mastermover ATP400 has been signed off at the National Process Group as the new standard. The Mastermover ATP400 will be added to the approved/agreed equipment register for the Mail Centre and RDC Network.

The Mastermover ATP400 will be the standard for any new orders requested by Mail Centres and RDCs for the movement of nested York containers and will replace the current equipment on the Asset Register i.e. the Mastermover MP50 – 400 Pusher. Mail Centres and RDCs with this legacy equipment will continue to use this equipment until they reach their expected end of life and will then be replaced by the standard equipment.

The overall aim of this project is to enable an agreed portfolio of equipment to be identified and agreed as fit for purpose to fully support all aspects of the Mail Centre and RDC Operation and will culminate in this information being published and made available as fully tested solutions to support the standardisation of equipment.

Operational Process

The Mastermover ATP400 is supplied by our contracted MecHE provider (Briggs) and can be used inside and outside a Mail Centre and RDC operational environment and can push up to a maximum of 30 nested Yorks.

The Mastermover ATP400 can be operated by a single operator, but this will be subject to a local risk assessment.

The maintenance of the equipment is the responsibility of our contracted MecHE provider and in compliance with RM PUWER for the equipment. The positioning of the charging equipment internally is the responsibility of the Site; the Asset Supply Chain team and our contracted MecHE provider can provide guidance.

The numbers of equipment will be determined by local capacity/operational requirements, depending upon the route taken and the number of containers being moved due to turning restrictions in some locations. The assessment of the capacity/operational requirements will be completed during the local risk assessment activity. The Mastermover ATP400 will not be used for loading on dock levellers (this may be subject to future trials) and the speed will be set at two speeds (2mph and 4mph) which cannot be changed locally.

Training in use of the equipment will be provided either by our contracted MecHE provider, RM appointed MecHE training supplier or accredited RM employees/Workplace Coaches.

Deployment

There will be effective meaningful consultation between local management, CWU representatives and employees/members on the changes to be deployed with this equipment. The introduction of any revised duty/attendance arrangements will be negotiated at local level in line with the IR Framework.

Safe systems of work, standard operating procedures and maintenance schedules have all been agreed and will accompany any local proposal to deploy.

The deployment of the equipment will need to consider the impact on working conditions and whereever possible take consideration of employees’ concerns in respect of any impact e.g. earnings, attendance patterns, etc.

The deployment of the equipment will ensure all new working arrangements and equipment have been fully risk assessed locally and the agreed safe systems of work are in place. In addition Operators and Workplace Coaches will be trained in the changes to the operation, the loading and unloading the equipment etc.

Training will be provided in the form of WTLL (Work Time Listening and Learning), and subsequently supported by Workplace Coaches. The Operators and relevant Workplace Coaches will be trained in the operation of the equipment by an authorised trainer or a suitably accredited Royal Mail trainer.

A local deployment programme will identify any requirement for transitional arrangements to ensure there is no adverse affect on quality of service and/or health and safety and/or security standards within the Mail Centre.

The proposed local deployment plan will be subject to local discussion as detailed above 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.

Terry Pullinger

Assistant Secretary

CWU Francis Williams

Head of Parcel Design

Royal Mail

Date: 6th May 2015

Annex 1 – Asset Resister need to understand current and future

	Equipment	Comments
	Master Mover MP50 – 400 Pusher 2 man operation pushing typically 30 York’s loosely (not strapped together) nested York’s. Suitable for large open areas with no need to negotiate tight turns	Superseded by Master Mover ATP – 400 Series 1 Master Pusher
	Master Mover MT5 Puller 1 man operation towing 15 York’s “strapped” together nested York’s, Suitable for operational units were space is very limited.	Will remain as an option for operational units with limited space.
	Master Mover ATP – 400 Series 1 Master Pusher 1 man operation pushing typically 30 York’s loosely (not strapped together) nested York’s. Suitable for operation areas were space is more limited.	New version

April Income/Expenditure

Balances correct at close of business April 30th 2015

Branch Rebate	£9,605.19	Computer Eqpmnt	£1,329.83
Other Income	£49,106.86	Phones/Internet/Ink	£505.42
+ Opening Balance	£42,880.34	Stationery/Printing	£379.85
		Copier Lease	£216.22
		Central Billing	£1,195.58
		Reps Expenses	£2,138.43
		Venue Hire	£60.00
		Donations	£200.00
		Affiliations	£300.00
		Other Expenses	£591.71

Total

£101,592.39

Total

£6,917.04

Balance

£94,675.35

As you can see under Other Income, the Branch received just over £49,000 last month. The payment came from CWU HQ who had received and accepted an offer from their insurers to cover the full amount less £5,500 which had been stolen from our accounts. This should now bring an end to the whole sorry episode.

The payment and the subsequent increase in our bank balance does bring about potential issues with future rebates. National rules dictate that any Branch with over 12 months worth of rebate in its accounts will not receive any further rebates until such time that their balance falls below the 12 month figure. Our total rebate for 2014 was approximately £86,500. However, we did receive a rebate at the end of April, as noted above. I will keep you updated on any developments with future Branch rebates.

Taking away the £49,000 payment, the Branch still returned a surplus of almost £2,700 for April.

Most of the expenses above are self-explanatory. The exceptions being;

Venue Hire £60.00. This paid for the hire of The Comrades Club in Godmanchester for a Reps meeting.

Donation £200.00. This was paid to the union’s own national charity CWUHA, to assist in a forthcoming convoy to Moldova. More details can be found at www.cwu.org/cwu-humanitarian-aid.html

Affiliations of £300.00 were broken down as follows – £50.00 to the National Pensioners Council and £250.00 to the Peterborough Trades Council. These are annual affiliations.

Finally, the Other Expenses included £334.80 for USB sticks for every Rep, £146.91 paid into the Branch Benevolent Fund, £20.00 for a Railcard for use by the Retired Members Chairman and £90.00 which paid for a fraternal greeting in the May Day edition of The Socialist newspaper commemorating International Workers Day. A copy of which is available in the Branch Office.

As always, please do not hesitate to contact me if you have any questions on where your money goes or any other queries over Branch finances.

Austin Goldsmith

Branch Treasurer

May 2015

April 2015 Rebate Breakdown

Reference	Details	Credit	Debit
Rebate – New	21 New Members	£152.67
Rebate – Current	1,853 Members	£7,042.15
Rebate – Retired	277 Members	£364.35
Death Grant Returns	3 Returns	£2,235.00
CWU HQ Deduction	Defence Fund		£75.59
CWU HQ Deduction	Regional Committee		£75.59
CWU HQ Deduction	Womens Committee		£18.90
CWU HQ Deduction	Learning Committee		£18.90

Totals

£9,794.17

£188.98

Net Rebate

£9,605.19

RE: Review of the Future of Romec

 

The independently led review discussions on the Future of Romec resumed this week following Annual Conference.
 

Both parties believe that the review is likely to be completed by the end of the month and a series of meetings are scheduled for next week. 
 

The union has outlined the detailed, wide ranging, legally enforceable protections which will be necessary in the event that the company makes a decision to outsource Romec. It has been agreed that discussions next week will concentrate on exploring further and developing the alternative proposal put forward by the unions, which is that Royal Mail takes full control of Romec. 
 

We hope that a joint statement will be issued at the conclusion of the review. 
 

Any enquiries should be addressed to Ray Ellis’s department, quoting reference PTC/RE/dj/335. 
Email address: rellis@cwu.org  

 

Any enquiries should be addressed to Bob Gibson’s department, quoting reference 120.
Email address: hnutley@cwu.org
 

Yours sincerely

Ray Ellis,                              Mark Baulch,

Assistant Secretary             Acting Assistant Secretary

TO ALL BRANCHES WITH POSTAL MEMBERS

 

Dear Colleague

NATIONAL BRIEFING – CONDUCT PROCEDURE DRAFT AGREEMENT AND POLICY GUIDES – WEDNESDAY 27 MAY 2015 AT TUC CONGRESS HOUSE LONDON

Talks have now concluded on a new national Conduct Procedure agreement and associated policy guides. LTB 331/2015 has been issued on this subject with attachments.

The briefing will take place on Wednesday, 27^th May at:

TUC Congress House, Great Russell Street, London WC1B 3LS

Teas and coffees will be provided from 10.30 am.

The briefing will commence at 11.00 am, concluding not later than 2.30 pm.

Attendees

The following Representatives are invited to attend the National Briefing:

• One Branch Representative ·        Divisional Representatives ·        Regional Secretaries ·        Territorial Technical Services Representatives ·        Parcelforce Regional Organisers ·        All Royal Mail Area Representatives (Delivery, Processing, Distribution, Admin and Engineers) ·        Fleet and Maintenance Service Representatives ·        Multichannel Customer Experience Representatives

 

Note: In addition to the above attendees we are requesting that Branches send two Unit Representatives to the Briefing, one of which must be a woman.

Travel and subsistence costs associated with attendance at the Briefing will be in line with CWU policies and guidelines.

Any enquiries should be addressed to Ray Ellis’s department, quoting reference PTC/RE/dj/414. Email address: rellis@cwu.org

Yours sincerely

Ray Ellis, Assistant Secretary