Royal Mail & CWU Joint Communication Weekly Resourcing Meetings (WRMs) And Supporting New Starters in Deliveries

Branches and Representatives will recall LTB 017/24 (Letter To Branches) issued on 15^th January, concerning the Royal Mail/CWU Joint Communication Covering Section 2.5 Improving Quality of Service, Seasonal Variation and the Review of the 30-Minutes Flexibility Agreement.

In line with the commitments set out in ‘Section 2.5 – Working together to improve Quality of Service – Joint Statement’, regular Quality of Service review meetings have been held with Royal Mail involving Delivery units to work together to improve customer performance and USO Compliance. Consequently, two clear and consistent themes have come out of these initial meetings: the value of WRMs (Weekly Resourcing Meetings) and the need to provide support for new starters.

Given this and the simple fact that these are viewed as fundamental standards that should be in place, the Postal Executive has endorsed the attached Joint Communication, which is self-explanatory and seeks to draw out the following key areas for local Reps and COMs to cover in terms of WRMs and support for new starters from day one and beyond.

Weekly Resourcing Meetings

The foremost and most critical output from these joint meetings is the recognition of the importance of Weekly Resourcing Meetings. Effective resourcing meetings offer a multitude of benefits to all units, including: –

• Ensuring there is a clear resourcing plan in the office that has been jointly agreed, which all in the unit understand, and which has been communicated in good time.
• Maximising available resource each day, and across the week.
• Balancing resources against workload.
• Allowing increased flexibility during periods of lower traffic (also accounting for Seasonal Variation).
• Facilitating a fair distribution of overtime where it is justified by workload.
• Ensuring a fair and equal balance of workload.
• Ensuring strong customer performance.
• Manage lower periods of workload by accounting for employee needs and supporting annual leave allocation, including short term annual leave and other time off requests.
• As part of the Weekly Resource Meeting process, should the unit be at risk of any USO failure it is critical that a walk rotation plan is in place; Where a delivery route or part of a route is not covered on any given day it must be covered the next working day to ensure any delay in delivery is for the maximum of 1 day.
• To enact this process both parties need a plan as part of the weekly resourcing meeting to ensure walks never fail x 2 days in a row. Both parties should first ensure all resourcing options have been explored, including and not limited to possibly moving someone from one duty to another, using rest day cover, reserve and overtime coverage.

It is imperative that Weekly Resourcing Meetings are conducted regularly in all Delivery units (Where there is no CWU Unit Rep in place, the ADR will confirm with the OPL a nominated CWU Rep to attend the WRMs). The outputs of these meetings should be jointly shared and every person in every unit should have absolute clarity on the resourcing plan every week, and in good time.

New Starters and Induction Process

One of the most frequent reasons given when people do choose to leave the business, is that the role was not what they expected at the outset. With unit managers taking a more active role in the recruitment process this year, it is crucial that Royal Mail is transparent and upfront regarding working hour expectations, including afternoon and Sunday requirements. Alongside this, it is also necessary to ensure that new starters have the best possible experience when they begin their new role.

These are initial best practices that can be jointly enacted in order to provide a positive introduction to Royal Mail: 

• New starters should be supported in line with the relevant National Agreement covering the Workplace Coach Programme for Delivery & Collections.
• Ensuring the workplace coach is afforded sufficient release time via the weekly resourcing meeting to train the new entrant.
• Ensuring the workplace coach uses the new entrant guide to train the new starter (accessed via the Digital Academy), and that the new starter receives the virtual Welcome to Royal Mail session in their first week.
• New starters can be further supported by the Managers and Unit Rep (and Safety Rep), and should be introduced to the Local CWU Rep (and Safety Rep) on day one.
• We should look to keep our new joiners on the same duty for a minimum period of 6 weeks, and ideally for 12 weeks where possible as this is recognised as best practice.
• All employees are encouraged to work Sundays to support the growth of this important revenue stream and source of growth for Royal Mail that will protect jobs in the long term. Sundays should be resourced fairly across our Sunday working people.
• Where a Sunday attendance is required, the individual should still only be scheduled to attend no more than 5-days in that week (unless they have agreed to cover via overtime or the office uses a 6-day week duty pattern). Both the COM and Unit Rep should keep this under review at WRMs, also looking to adopt innovative duty arrangements to cover required Sunday attendances.
• The COM and CWU Rep should check in with new joiners regularly, and at least weekly, to ensure they are comfortable in the role and to answer any questions or queries they may have.

To further assist in terms of supporting new starters, also attached is LTB 496/19, which sets out the Royal Mail/CWU National Joint Statement – A Refocus on New Entrant Standards and the Role of the Delivery Workplace Coach (WPC).

We believe this is a positive move, one which we hope is broadly welcomed by Branches and Representatives and is equally acted upon and taken forward at local level. If despite the terms of this Joint Communication, there remain issues in this regard then these should in the first instance be raised via Area Delivery Reps at Divisional level.

Any queries to the content of the above please contact the Outdoor Department reference 230.03, email address: JRODRIGUES@cwu.org.

Yours sincerely,

Mark Baulch                                                                                       

CWU Assistant Secretary

LTB 100/24 – RM CWU Joint Communication WRMs and Supporting New Starters in Deliveries

Att: Royal Mail CWU Joint Communication WRM And Supporting New Starters in Deliveries

Att: LTB 496/19

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Special Conference “CWU Restructuring” – Sunday 21st April 2024

Attached with this Letter to Branches are motion forms for the Special Conference “CWU Restructuring”. Branches should note that the motion guide for submitting motions to the Special Conference “CWU Restructuring” is also attached and Branches and Regions are strongly advised to familiarise themselves with these prior to drafting and submitting motions.

Entitlements 

As the rulebook on entitlement to submit motions to a Special Conference is silent, the Standing Orders Committee has consulted the President for a decision. It was decided the entitlement should reflect the fact that the duration of this conference is one day.

Therefore, in relation to the Special Conference “CWU Restructuring”, all Branches are entitled to submit two motions.   Regional Committees are entitled to submit two motions to the Special Conference “CWU Restructuring”.

Branches and Regions will only be able to submit motions to change policy contained within the NEC CWU Restructuring papers published by the NEC.

Branches and Regions submitting motions to amend any part of the NEC report relating to issues governed under the Rules of the union are STRONGLY advised to submit corresponding rule proposals to the Rules Revision Conference in order to implement the change.

Branches and Regional Committees are also reminded that the closing date for the submission of motions to the Special Conference “CWU Restructuring” is Noon Wednesday 20th March 2024. Submission of motions can be by post or email but must arrive by Noon.

If sending Motions by post, Branches must ensure they use a signed for service which guarantees delivery by the closing date and time.

Branches, Regions and the NEC are reminded that the Standing Orders Committee will not alter or amend any of the motions submitted therefore it is important that motions are checked before they are submitted, and that they meet the terms detailed in the attached guidance notes.

Please note that all correspondence must be sent by email to conferences@cwu.org and no other personal email address.

Any queries regarding this Letter to Branches should be addressed to Angela Niven on 020 8971 7256 or by email to conferences@cwu.org

Yours sincerely,

A P Kearns

Senior Deputy General Secretary

LTB 098/24 – Special Conference CWU Restructuring – Sunday 21st April 2024

Att: Special Conference Motion Guide 2024

Att: CWU Restructuring Motion Form

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JOINT STATEMENT REGARDING DEPLOYMENT OF 2024 RESOURCE REALIGNMENT EFFICIENCY REVISONS IN MAIL CENTRES TO SUPPORT DEPLOYMENT OF NETWORK WINDOW CHANGES 

Dear Colleagues,

The Business Recovery, Transformation and Growth (BRT&G) Agreement committed us to working together to transform business operations, building on the mutual interest processes.

In 2018, the department negotiated a Joint Statement Regarding Resource Realignment, which defined agreed processes for revision and resourcing activity in Processing Units. This approach was re-affirmed in the 2021 Pathway to Change agreement, albeit with necessary amendments to deal with the implications of the Covid Pandemic. Section 2.5 of the BRT&G Agreement includes commitments that future revision activity will involve the restoration of joint working in all functions in line with national agreements and that revisions will be based on efficient, fair and achievable workload.

The primary aim of realignment revision activity in 2024 is the deployment of the extended Network Window change, where the reduction of flight sectors and the movement of this traffic to road services means delivering change across all functions to mitigate the onward impact of the flight removal across the pipeline. The activity also provides an opportunity to resolve the outstanding Supernumerary issues within the plants.

Discussions have now concluded with the attached agreed Joint Statement, which has been endorsed by the Postal Executive and which retains the principles and protections of the 2018 agreement, provides opportunity to remedy some of the outstanding elements of the 2022 revisions and updates the processes to ensure that they are fit for purpose.

The agreed document and its Annexes contains the updated elements of the 2018 agreement, including a revised process for jointly establishing the Model Week. It also includes updated guidelines for:

• Resource Realignment;
• Establishing Model Week;
• Quality Checklist;
• Resourcing Checklist;
• Weekly/Quarterly Resourcing Meetings.

With regard to providing the best opportunity to resolve the Supernumerary problem, the document reintroduces the ability to utilise inventive duty patterns, something which was removed by the business in 2022. In addition, we have retained the commitment to move work between shifts where this assists in reducing surpluses.

The one outstanding issue relates to productivity. Royal Mail have circulated aspirational productivity figures to Plant Managers, however Branches will be aware that the department has not agreed in past revision activity any specific WIPWH increases centrally and we have not done so on this occasion as well. While further discussions are continuing, in the view of the department the agreement is clear in that the process allows Representatives to agree the model week, the alignment of workload and the throughputs and it is clear that increased throughputs should be supported by agreed process changes, which have been tested. Representatives should approach discussions on that basis.

The clear priorities, in addition to deploying the Network Window changes, is the successful realignment of workload to resolve any displaced employees and the reduction and/or removal of agency resource.    Against that backdrop, the words in the agreed documentation should give Representatives the ability to achieve revision outcomes, which better match the aspirations of our members.

Joint launch activity took place for Plant Managers and Divisional/Area Representatives today online and a further session is being arranged for CWU Representatives.

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: shayman@cwu.org quoting reference: 733.02.

Yours sincerely,

Davie Robertson

Assistant Secretary

LTB 099/24 – Processing Realignment Activity 11.03.24

Att: JS Deployment of 2024 Resource Realignment Efficiency Revisions 07.03.24

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ROYAL MAIL COLLECTIVE PENSION PLAN (RMCPP)

We wish to provide Branches and members with an update in respect of the Royal Mail Collective Pension Plan (RMCPP) also known as the Collective Defined Contribution or CDC scheme.

The news is relatively positive with good progress having been made in recent months to ensure the legal framework is in place to launch the scheme later this year.  This work has included engaging with the Pensions Minister at the DWP along with HMRC.  Regular meetings are also held with Royal Mail to ensure that everything possible is being undertaken to make the scheme a reality.  Following our most recent meeting we agreed with Royal Mail that an update should be provided on their internal pensions page and this is as follows:

Update on the Royal Mail Collective Pension Plan

It has been a while since we last updated you on the progress towards the Royal Mail Collective Pension Plan (the Collective Plan for short). Lots of work has been going on in the background and we have made good progress on the changes to legislation that we need to make the plan possible. 

We are aiming to launch this year. As we’ve always said, we and our unions believe this is the right pension scheme for our people and we are looking forward to it becoming a reality. 

If you want to find out more about the Collective Plan, please go to myroyalmail.com/collective-plan

Obviously, it has taken a long time to get to this stage; however, we are more optimistic than ever before that the scheme will come into being this year.  This can be seen from the above statement whereby Royal Mail is in the process of building up an administration team within the Pensions Service Centre to facilitate and support the introduction of the scheme.  Essentially, everything is being put in place to ensure the scheme can go live this year.  In respect of further developments, these will be reported as events occur.

Any enquiries regarding Pensions should be directed to Andy Furey Assistant Secretary by emailing snicholas@cwu.org.

Yours sincerely

Martin Walsh

Deputy General Secretary (Postal)                                                

Andy Furey

Assistant Secretary

LTB 097/24 – Royal Mail Collective Pension Plan (RMCPP)

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TO:  BRANCHES WITH MEMBERS EMPLOYED BY PARCELFORCE WORLDWIDE (INCLUDING RMSS)

Dear Colleague,

Election of:    Parcelforce Worldwide Area Health & Safety Representative/Substitute Area Health & Safety Representative – South East Region

Further to LTB 076/24 dated 20^th February 2024, please see below the result of the ballots which closed today.

AREA HEALTH & SAFETY REPRESENTIVESOUTH EAST REGIONHuw Glynne-Thomas109*ElectedMalcolm Woods69Spoilt Ballot Papers – No Vote5Spoilt Ballot Papers1Total Ballot Papers Received184Total Ballot Papers Dispatched1081

SUBSTITUTE AREA HEALTH & SAFETY REPRESENTATIVESOUTH EAST REGIONStephen Glennon99*ElectedAaron Green52Spoilt Ballot Papers – No Vote32Spoilt Ballot Papers1Total Ballot Papers Received184Total Ballot Papers Dispatched1081

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

Yours sincerely,

Tony Kearns
Senior Deputy General Secretary

24LTB096 – Election of Parcelforce Worldwide Area Health and Safety Representative and Substitute – South East Region

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Dangerous Dogs – Hazard Identification Survey Questionnaire For RM Delivery Workforce

Introduction And Background 

Following a discussion at the national joint RMG/CWU/Unite Dog Awareness Working Group, a hazard identification survey will take place through an on-line questionnaire which will initially be rolled out in twenty Delivery Offices with the aim of better understanding how known hazards are identified and the processes that employees follow.

The survey will be rolled out to a limited audience initially, so that feedback can be reviewed to ensure the questions set are right before rolling it out wider. 20 Delivery Office units have been selected to participate initially, of which 10 are ‘high impact units’ and 10 are ‘low impact units’ to begin with that should provide enough returns for the RM SHE Team to assess.

The survey is anonymous so that some clear and honest feedback from the front line members can be obtained and comments boxes have been added in, so that the workforce are not confined to the options provided.

Rather than doing this through a paper based survey, the questionnaire will be completed as an online Forms Survey and this should be easier for the user to complete and return so assisting with collating results.

The survey has been set up so that anyone can reply, it just needs the user to scan the QR code on their mobile phone and enter their answers. It is completely anonymous with no name required. The only identifier included is the unit name, so that it can be seen as to which Delivery Office units have/have not responded.

A poster to support the survey, which includes the QR code to scan is attached.

A communication will be sent to the PiCs/COMs and OPLs covering the below Delivery Office Units to make them aware of the survey and to request that they brief staff on the survey and promote it.

Participating Delivery Office Units

The following 10 units have reported 5 or more dog attacks over the last 12-month period and have a ‘high frequency rate’ of incidents. (Data taken at Period 10):Delivery OfficeDog Attacks over last 12 months to P10Farnborough DO5Hornchurch6Malvern DO7Gainsborough DO6Morecambe DO6Lisburn DO9Arbroath DO5Elgin DO6Chipping Norton DO5Hayling Island DO5

The following 10 units have a ‘low frequency rate’ of attacks, so would make a useful comparison.  (Data taken at Period 10):Delivery OfficeDog Attacks over last 12 months to P10Debden DO1Sutton Coldfield DO1Uxbridge DO1Craigavon DO1Bath DO1Walsall DO1Exeter DO1Enfield DO1Cambridge DO2Wolverhampton DO1

ASR/WSR Action

Would all ASRs and WSRs please promote the survey amongst members at the listed Units requesting their full support in completing the survey questionnaire.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

24LTB095 Dangerous Dogs – Hazard Identification Survey Questionnaire For RM Delivery Workforce

Identifying Hazards Poster

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POSTAL WORKPLACE BULLETIN – ISSUE TWO

Please find attached and in the link below, issue two of our workplace bulletin for members in Royal Mail Group.

It is crucial this is printed and distributed in every workplace in the UK. As we have previously communicated, support from CWU HQ is available for printing. Please email Marcia Murray mmurray@cwu.org if you require assistance with this.

Click to access 08066-your-voice-in-the-workplace-RMG-02.pdf

Yours sincerely,

Dave Ward
General Secretary 

Martin Walsh
Deputy General Secretary Postal

Chris Webb
Head of Communications

24LTB094 POSTAL WORKPLACE BULLETIN – ISSUE TWO

08066-your-voice-in-the-workplace-RMG-02

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Royal Mail Group (SHE) Safety Flash FY24 05 – ‘Damaged PSM – Following Electric Truck (Tug) Collision in Mail Centre’

Introduction 

Royal Mail Group’s Safety Team have issued ‘RMG SHE Safety Flash FY24 05’ with the aim of communicating a clear message to all drivers of Electric Trucks, Tugs, York Movers, FLTs/ Powered Materials Handling Equipment (MHE) across Royal Mail Group: – Warning! Never leave, deviate or swerve off of the designated and clearly marked MHE route putting both plant and equipment and more importantly other members of the workforce at risk of collision and injury or death.

Background 

An Electric Truck/Tug driver was proceeding around a Mail Centre along the recognised, designated and marked MHE route when he saw a parcel laying on the floor in the middle of the MHE route. Instead of stopping the truck to remove the obstructing item, as is set out in the standard MHE driver training, the driver decided to manoeuvre his truck around the item by swerving the truck off the MHE route and attempted to drive underneath an adjacent Parcel Sorting Machine (PSM). The truck collided with the PSM and became jammed and stuck underneath the PSM, damaging the electric truck’s warning beacon and the PSM underguard. Time was lost whilst engineers worked to free the truck and repair the damage. Fortunately, no pedestrian members of staff were struck and injured.

Impact 

Minor damage to both the Electric Truck/Tug and PSM underguard. Lost time whilst the truck was freed from its position, jammed under the PSM and repairs undertaken.

Leaving the designated MHE route could have resulted in a collision with an unsuspecting employee causing injury or death or alternatively causing greater damage to other plant, equipment and machinery. 

Key Messages And Actions To Avoid Similar Incidents – Procedures To Follow If The MHE Route Is Obstructed:

Electric Truck/TUG/MHE Drivers

When obstructions are found on Electric Truck/Tug routes, as outlined in MHE training, drivers/operators should always stop the vehicle and remove the item from the route. Drivers should never swerve or deviate off the designated MHE route, due to an obstruction.

Non MHE Processing Staff: 

• Remove mail/parcels obstructions. If an item of mail/parcel is found on the floor, check surroundings for any approaching MHE and when safe to do so, remove the item.
• Report any unsafe MHE/Tug/Truck/FLT use. If MHE is seen being driven or operated unsafely (such as off the designated MHE routes), it should be reported to the line manager.

Managers: 

1. Monitor and Manage MHE operations by actively undertaking safety coaching, safety conversations. Observe and spot check that designated MHE routes are not deviated from and that drivers are beeping if driving past blind bends/doorways and check that unsafe interactions are not occurring between MHE operators and pedestrian members of staff on the Mail Centre floor.
2. York Containers Near Truck/Tug Routes/Walkways. Where possible, avoid placing York Containers very close to MHE routes or walkways as this increases the chances of parcels falling onto Electric Tug/Truck routes. Where this cannot be avoided managers should monitor that fallen items/parcels etc., are not left causing an obstruction in the MHE route and are routinely removed.
3. PiCs/Managers must ensure all MHE Operators/Drivers have been initially trained and have undergone ‘refresher training’ in line with the Royal Mail Group standard of every 3 years.

Actions: 

• PiCs/Managers – Brief appropriate staff on this SHE Flash, display it and bring it to the attention of all MHE Operators/Drivers in the workforce.

CWU ASR/WSR Action:

• ASRs/WSRs please ensure that this Safety Flash is communicated, displayed and brought to the attention of the workforce in all buildings.
• ASRs/WSRs to carry out spot check safety inspections including a check that the SHE Flash has been deployed and briefed to staff by PiCs/Managers.
• ASRs to check awareness of the workforce regarding Electric Truck/Tugs and workplace transport generally. On ASR Safety Inspections, ensure staff are briefed, raising awareness at every opportunity with members/workers/MHE drivers and operators.

THE GOLDEN RULE IS: Never deviate from the MHE route.

Attachment:  

• Royal Mail Group (SHE) Safety Flash FY24 05 – Damaged PSM

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

24LTB092 Royal Mail Group (SHE) Safety Flash FY24 05 – Damaged PSM Following Electric Truck (Tug) Collision in Mail Centre

SHE Flash FY24 005 Damaged PSM

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POST OFFICE: PAY AGREEMENT 2024/25

Further to LTB077/24 dated 22^nd February.  Branches and our Post Office members are advised that the following ballot timetable has now been agreed for the Post Office Pay Agreement 2024/25:

• Ballot papers despatched: Thursday 7^thMarch
• Ballot papers returned and result declared: Thursday 28^th March

Assuming a YES vote to support the Pay Agreement, the new pay rates (+3.75% consolidated pay increase) and all associated improvements to terms and conditions will apply from 1^st April 2024.

The next pay review date is 1^st April 2025.

Branches are urged to bring this LTB to the attention of our Post Office members.

Further developments will be reported.

Yours sincerely

Andy Furey
Assistant Secretary

Attachment 1: LTB091-24 Post Office – Pay Agreement 2024-25

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Royal Mail Group (SHE) Safety Flash FY24 04 – ‘Fire Alarm Evacuations’ – ‘If the Alarm Sounds, Then Evacuate and Take No Chances!’ 

Introduction

Royal Mail Group’s Safety Team have issued ‘RMG SHE Safety Flash FY24 004’ with the aim of communicating a clear message to the workforce across Royal Mail Group: Warning! Never ignore the Fire Alarm and never assume the alarm is false or the result of a test. Everyone must evacuate the building by way of the safest and closest exit and/or stairway. Ignoring the alarm or assuming the fire and rescue service has been notified can put people at risk.

Background

A fire alarm system at a mail centre had been faulty for several hours. Following a shift change, it was then accidentally set off by a technician carrying out repairs. Due to unclear communication, some employees who knew of the fault, assumed it was a false alarm without being told so and refused to evacuate the building whilst other employees evacuated promptly as they should do. There was confusion and a delay in correctly evacuating the building. The alarm could have been set off by a genuine fire and emergency in the building leaving those ignoring the alarm in potential danger.

Actions to avoid similar incidents – Procedures to follow if the fire alarm system is faulty: 

• Call PFS Helpdesk: Immediately on 0333 005 0312.
• Isolate Faulty Call Points: There are various fire alarm systems used in Royal Mail. Where possible, isolate the faulty call point/panel so it does not compromise the whole building’s fire alarm system. Only complete this if trained to do so.
• Temporary fire detection arrangements: Introduce temporary arrangements. This could include an employee standing on fire watch by that particular area, or use of temporary measures to signal an alarm. Any temporary arrangements should be captured in the fire risk assessment and evacuation plan.
• Clear Communication to staff: The PIC should ensure all employees are aware of any temporary arrangements that are in place, to support safe evacuation of the building.
• Clear Communication between shift managers: These issues must be clearly communicated between PICs on different shifts at a site.

Key Messages

All employers including Royal Mail Group (Royal Mail, Parcelforce, RMSS, RMP&FS, RME, RM Fleet, RM Customer Experience and Admin etc.,) are required by law to make a detailed fire emergency plan so that employees, visitors and members of the public can be kept out of danger.

In the event of fire, the three most important actions are, in chronological order, to:

• Raise the alarm.
• Summon the Fire Brigade.
• Evacuate the building — attempts to extinguish the fire should only be made if it’s a small incident and it’s safe to do so.

GOLDEN RULE: Should a fire alarm ever be ignored? DON’T Ignore a fire alarm!

The Fire Alarm System is designed and engineered to provide people with an early warning to allow them to safely exit the building during an emergency situation. Never ignore or assume the alarm is false or the result of a test. Everyone must evacuate the building by way of the safest and closest exit and/or stairway. Ignoring them or assuming the fire and rescue service has been notified could put people at risk.

The main message is: Treat every alarm as a real fire evacuation procedure and vacate immediately. Ignoring a fire alarm could quite seriously cost you your life.

Emergency plan – What should be covered in your emergency plan?

A simple emergency plan must show that the employer has in place for the building:

1. A suitable fire detection system.
2. A process for identifying false alarms.
3. A clear understanding of who calls 999.
4. A clear passageway to all escape routes.
5. Suitable routes and exits for people to escape.
6. Clearly marked escape routes – these should be as short and direct as possible.
7. Emergency doors that open easily – and emergency lighting if it is needed.
8. Providing training so your employees know how to use the escape routes.
9. Set out a safe meeting point for staff.
10. Considered the needs of anyone who might not be able to escape quickly if there’s a fire – for example, wheelchair users or people with visual impairments.

Other important topics to cover include:

• What to do on discovering a fire.
• How to warn others if there is a fire.
• Calling the Fire Brigade.
• Evacuation of the premises including those particularly at risk.
• Power/process isolation.
• Places of assembly and roll call.
• Liaison with emergency services.
• Identification of key escape routes.
• What firefighting equipment you provide – and where it is located.
• Everyone’s specific responsibilities in the event of a fire.

Remember to test your emergency plan by practising it regularly. 

Actions: 

• PiCs/Managers – Brief staff on this SHE Flash, display it and bring it to the attention of all employees in the workforce, visitors, contractors and the public.

CWU ASR/WSR Action:

• ASRs/WSRs please ensure that this Safety Flash is communicated, displayed and brought to the attention of the workforce in all buildings.
• ASRs/WSRs to carry out spot check safety inspections including a check that the SHE Flash has been deployed and briefed to staff by PiCs/Managers.
• ASRs to check awareness of the workforce Fire Safety and Evacuation Rules during Workplace Safety Inspections and ensure staff are briefed, raising awareness at every opportunity with members/workers.

Attachment:

• Royal Mail Group (SHE) Safety Flash FY24 004 – ‘Fire Alarm Evacuations’

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

LTB 090/24 – Royal Mail Group (SHE) Safety Flash FY24 04 – Fire Alarm Evacuations

Att: SHE Flash FY24 004 Fire Alarm Evacuation

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