Post Office: New Strike Ballot Over Pay Disputes – 2021/22 & 2022/23

Branches are aware that our strike ballot expired on 28^th September 2022.  The Postal Executive has therefore decided to instigate a new ballot for a revised trade dispute as we now have two pay disputes over the pay freeze for 2021/22 and the inadequate 5% pay increase and £500 lump-sum for 2022/23.

The following ballot timetable has been endorsed by the Postal Executive:

• Friday 14^th October – Serve notice
•  Friday 21^st October – ballot opens
•  Thursday 17th November – ballot closes and results declared

The ballot will include the following questions:

• Are you prepared to take part in Strike Action?
•  Are you prepared to take part in Action Short of a Strike?

In regard to Action Short of a Strike, the ballot paper contains the following explanation:

 Action Short of Strike will take the form of:

Overtime & Scheduled Attendance bans along with Working to Rule, Withdrawing Cooperation.  Additionally, it will entail a Sales Boycott for Crown Office members.

The above approach and timetable has been discussed and is supported by our full-time Representatives.

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

Yours sincerely

Andy Furey

Assistant Secretary

22LTB408 Post Office – New Strike Ballot Over Pay Disputes – 2021-22 & 2022-23

View Online

Royal Mail Group (SHE) Safety Flash FY22 022 – RM Fleet Workshop Fire Involving The Misuse of ‘Flammable’ Brake Cleaner Spray/Fluid:

Background and Description 

Royal Mail Group’s Safety Team have issued RMG SHE Safety Flash FY22 022 following an incident in a fleet workshop when a vehicle caught fire after ‘Brake Cleaner’ was misused to clean oil residue from around a ‘Tail-Lift Power Pack’. When the tail-lift was operated, the electrical power pack contacts created a spark which ignited the flammable brake cleaner vapour and the vehicle caught fire and was damaged.

A number of previous incidents have occurred in fleet workshops, involving the misuse of brake cleaner which have led to minor fires. This included an incident when the brake cleaner was applied to a fleet workshop floor, following which a ‘Floor Scrubbing Machine’ was used. The machine ignited the vapours and caught fire, destroying the machine. In another incident brake cleaner was used to clean metal surfaces prior to welding. When the welding commenced a nearby ‘brake fluid soaked wipe’ burst into flames.

Impact 

Fire damage to a vehicle.

Key Messages and Learning Points 

Brake cleaner spray/fluid is highly flammable and must only be used for its intended purpose, for brake cleaning work and then only if an Aqueous ‘water-based’ cleaning machine is not available. Brake cleaner is volatile and should not be used for any other purpose, such as a general cleaner or degreaser, especially in an area where there can be heat, electrical sparks, welding flames etc.  Jet washing or Aqueous ‘water-based’ cleaning equipment or approved cleaning materials should always be used primarily.

The key message is “Don’t Misuse Brake Cleaner.” 

Actions:

PiC/Workshop Managers:

• Brief the content of the Safety Flash to all RMG fleet workshop staff to raise awareness of the above key messages and learning points, to ensure that ‘brake cleaner’ is solely used for the purpose of brake cleaning work and then only if an Aqueous ‘water-based’ cleaner is not available.
• Remind all RMG fleet workshop staff that all aerosols must be returned to secure COSHH cabinets at the end of the technicians’ shift and must not be stored in or on tool cabinets.
• Remind all RMG fleet workshop staff to ensure that Aqueous cleaners are the first choice for use for brake work.
• Ensure that Aqueous cleaning equipment is maintained and fit for use.
• Ensure that all workshop bins on in fleet workshops have lids and they are in place, in order to reduce the fire risk.

CWU ASR/WSR Action:

Please ensure that this Safety Flash is communicated and brought to the attention of all RMG fleet workshop members and that managers brief all staff and deploy the above actions.

Attachment: 

• Royal Mail Group (SHE) Safety Flash FY22 022 – RM Fleet Workshop Fire Involving The Misuse of ‘Flammable’ Brake Cleaner Fluid:

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

22LTB407 RMG (SHE) Safety Flash FY22 022 – RM Fleet Workshop Fire Misuse of Brake Cleaner

SHE Flash FY22 022 – Workshop fires involving brake cleaner misuse

View Online

Royal Mail Group (SHE) Safety Flash FY22 021 – Delivery Slip Accident on ‘Pressed/Stamped/Imprinted’ Concrete Driveway Surface Resulting In Multiple Bone Fracture Injuries:

Background and Description 

Royal Mail Group’s Safety Team have issued RMG SHE Safety Flash FY22 021 following an accident in which a delivery Postman/OPG slipped on a wet pressed concrete driveway whilst making a delivery to a private customer’s address. ‘Pressed Concrete’ is also referred to as ‘Imprinted Concrete’ and ‘Stamped Concrete’ (see images in the Safety Flash).

Pressed/Imprinted/Stamped concrete driveways are being marketed and becoming popular across the country as a quick, easy and cheaper, affordable alternative to better quality, longer lasting block paving but these surfaces can have downsides and present a slip hazard. Imprinted/Pressed/Stamped concrete, is non-permeable, so water lingers on the surface and can be a slip hazard. Also standing water yields ice and a slippery surface during downpours, making it potentially hazardous after wet and frosty weather. Even in dry conditions, depending on how the surface has been laid and whether it has been finished with an anti-slip, nonslip additive finish or not, the surface can present a slip hazard. Certain concrete sealers used on these drives can also make the surface become slippery.

The skid resistance value (SRV) of Pressed/Imprinted/Stamped concrete has passed testing by the Transport and Road Research Laboratory (TRL) however the application and treatment of Pressed/Imprinted/Stamped concrete surfaces can vary from premises to premises. Some surfaces will offer good grip whilst other surfaces will offer poor grip resistance, like the surface at the customer’s premises where the accident referenced in the Safety Flash occurred.

Impact and Injuries Received 

The Postman/OPG sustained multiple collar bone fractures and serious shock.

Key Messages, Learning Points: 

• Raise awareness that Pressed/Imprinted/Stamped and Sealed/Coated concrete driveways can be treacherous even in dry conditions but particularly in wet or frosty weather conditions!
• Ensure all delivery workers wear good condition, approved, Royal Mail Footwear.
• Encourage delivery staff to approach such surfaces with caution and ‘grip test’ their footing when stepping onto any Pressed/Imprinted/Stamped patterned concrete driveways (especially in wet weather).
• If possible, take a safer route to the delivery point avoiding the potentially slippery pressed concrete surface.
• If slip risks are clearly evident and unavoidable, postal delivery workers should return the mail to the Delivery Office, report it to the manager and endorse the mail with a P6705 sticker (see image in Safety Flash).
• Postmen and Women to follow the Delivery SSoW.

Actions

PiC/Unit Managers Actions:

• Brief the content of the Safety flash to all delivery staff and check they are aware of and have been briefed on content of Deliveries SSOW document.
• Ensure all staff are in possession of good condition Royal Mail footwear and chase up any outstanding footwear orders.
• Incorporate the key messages and learning points into ‘First Class Safety Conversations’.

CWU ASR/WSR Action:

Please ensure that this Safety Flash is communicated and brought to the attention of all delivery members and that managers brief all staff and deploy the above actions.

Attachment: 

• Royal Mail Group (SHE) Safety Flash FY22 021 – Delivery Slip Accident on ‘Pressed/Stamped/Imprinted’ Concrete Driveway Surface Resulting In Multiple Bone Fracture Injuries:

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

22LTB406 RMG (SHE) Safety Flash FY22 021 – Delivery Slip Accident on ‘Pressed Stamped Imprinted’ Concrete Driveway Surface

SHE Flash FY22 021 – Delivery Slip

View Online

Royal Mail Group (SHE) Safety Flash FY22 020 – Vehicle Rollaway Accidents – Vehicles Left Running and in Gear Whilst Drivers Exited to Make Deliveries – Causing Personal Injury and Extensive Third Party Vehicles Damage – Risk of Serious Injury or Fatality:

Background and Description 

Royal Mail Group’s Safety Team have issued RMG SHE Safety Flash FY22 020 following two separate but similar incidents where Royal Mail van delivery drivers failed to follow the standard operating procedure and safe system of work whilst making deliveries.

In both incidents, the delivery drivers exited their vehicles with the engines still running and the vehicle still in reverse gear.

Impact, Injuries Received and Damage Caused

The first incident resulted in personal injury and the second resulted in extensive damage to several private vehicles.

In the first accident, the driver had one foot on the ground and the other in the vehicle foot well when the vehicle rolled backwards dragging the driver under the open door, resulting in extensive cuts, bruises, abrasions and soft tissue injuries to the head, back and legs.

In the second accident, the driver stopped his vehicle in the middle of a residential street between two rows of parked cars on either side. The driver jumped out of what was an ‘automatic hired van’ to deliver a small packet to a customer’s address. In doing so he left the engine running, the driver’s door fully open and the vehicle in reverse gear. As the driver left the van, it drove itself backwards down the street, crashing into and causing damage to five third party private cars. Fortunately, no personal injuries occurred.

Key Messages, Learning Points and Actions 

In both cases, the drivers wrongly exited their vehicles with the engine still running and the vehicles still in gear. There were no defects with either vehicle.

Drivers should always turn off the engine, remove keys from the ignition and follow the ‘HIT’ acronym (Handbrake On, In Gear; Turn Wheels) process before exiting the vehicle which should always be correctly parked and locked when making deliveries/collections to maintain personal safety and security of the mail.

Managers and drivers should make sure that drivers are familiar with the vehicles being driven and the safety controls for the vehicle.

PiC/Managers Actions:

• Issue the attached ‘Safety Flash’ to all collection and delivery staff who drive as part of their duty, ensuring the message is briefed to all appropriate staff and that it is clearly understood.
• Ensure all drivers are familiar with the vehicles being driven and the safety controls for the vehicles.
• Ensure drivers know that they must follow the driving SSOWs and HIT at all times.
• Incorporate the key messages and learning points into ‘First Class Safety Conversations’.

CWU ASR/WSR Action:

Please ensure that this Safety Flash is communicated and brought to the attention of all delivery and collection members and that managers brief all staff and deploy the above actions.

Attachments: 

• Royal Mail Group (SHE) Safety Flash FY22 020 – Vehicle Rollaway Accidents – Vehicles Left Running and in Gear Whilst Drivers Exited to Make Deliveries – Causing Personal Injury and Extensive Third Party Vehicles Damage – Risk of Serious Injury or Fatality.

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

22LTB405 RMG (SHE) Safety Flash FY22 020 – Vehicle Rollaway Accidents – Vehicles Left Running and in Gear

SHE Flash FY22 020 – Vehicles Left Running

View Online

Royal Mail Fleet – Dispute Update

Royal Mail Fleet have recently briefed our Fleet members and sent a communication to home addresses.

The communication outrageously claimed there had been talks with the CWU.

Despite a conversation taking place between the CWU National Officer and Fleet Director, where there was an opportunity to amend the communication, this opportunity was not taken and the communication went out without amendment.

Please find attached to this LTB a letter in response to the actions of the Fleet Director.

Will all branches please ensure this letter gets the widest possible circulation and our Fleet Members get sight of the letter as soon as possible.

Any enquiries regarding the content of this LTB should be addressed to the PTCS Department, quoting reference number 404 email: khay@cwu.org

22LTB404 – Royal Mail Fleet Update

Yours sincerely,

Carl Maden
Assistant Secretary
PTCS Department 

Letter to Robert Fowler Royal Mail Fleet Pay Offer Update 12.10.22

View Online

Annual Leave Planning Within Deliveries (And Linked Documents)

April 2023 to March 2024

Dear Colleagues,

Since 2014, Royal Mail and the CWU have had in place a National Joint Statement designed to assist both representatives and managers within deliveries when discussing and concluding their annual leave planning and arrangements, with the annual leave planning due to be concluded by the end of October in line with the Way Forward Agreement.

Also in line with this, the Outdoor Department has been seeking to secure a refreshed National Joint Statement for 2023-24 annual leave arrangements. Disappointingly, but maybe not surprisingly, given the current wider industrial relations climate and Royal Mail’s behaviour towards our members, the union and our national agreements, to date, we have had no formal reply from them on this matter.

As such, and for those who have not already started planning and/or are in the process of planning their annual leave, and given the need for units to move forward and for Royal Mail to fulfill their contractual annual leave obligations, we are now re-issuing last year’s National Joint Statement and linked documents which were circulated to Branches and Representatives in Letter To Branches (LTB 387/21), issued on 13^th of September. Whilst some of the terms of this Joint Statement are a little dated and do not reflect the current timelines availability, and would have clearly needed to have been reviewed as part of any revised Joint Statement for 2023/2024, it nonetheless sets out the key process to be adopted for annual leave planning in Delivery Units and still hold the field in this regard.

In particular, Branches and Representatives are reminded of the following key sections and aspects of annual leave planning/arrangements and which have been in place and agreed upon with Royal Mail for the past number of years: 

Local Managers and CWU Reps will work together in a constructive manner (where this is possible), in line with our Joint Statement and National Agreements to establish their annual leave arrangements. Local Managers and CWU Reps will use the national annual leave Calendarisation Work-Aid in order to assist them to determine and agree the number of annual leave slots available for selection each week. This work-aid has been developed by Royal Mail to help managers and Reps to jointly make the decision on how best to fairly share out the total annual leave slots for their office against a national workload profile.  

The Calendarisation Work-Aid was subject to a former national joint review in 2019 and the ‘guidelines/information tab’ was updated to give managers and representatives a clear understanding on how to use this work-aid in a way that supports the processes and agreements we have that established annual leave entitlement. The Calendarisation Work-Aid is to serve as a guide only and should therefore be used accordingly.   

Once the unit plan is agreed, these local office annual leave arrangements will be shared with frontline colleagues, so they can choose their holiday weeks and allocation of leave completed normally by the end of October, in line with section 4 of the Way Forward Agreement. 

However, given the current industrial relations climate and wider delay, planning can be extended into the first few weeks of November where agreed locally.                                                      

The aim is to ensure that everyone takes a positive approach to this initiative which is about ensuring annual leave plans are transparent, robust, provide greater fairness and opportunity in the allocation of annual leave, whether that is weeks, days, or the chance to use up outstanding leave in line with the approach of accurate alignment of resource to workload, in an efficient manner whilst also ensuring that quality of service is maintained.  

Local annual leave plans for April 2023 to March 2024, should include all leave due in the leave year period, including purchased leave and any carried over/outstanding leave from the previous year/s.  

All annual leave plans for 2023/24 will need to be completed for each office by October/November 2022. 

Key Objectives

• To jointly produce an annual leave plan taking into account seasonal workload variations, utilising all available hours including overtime, that accurately aligns the leave opportunities in an efficient, fair and manageable way based on local factors and knowledge and in line with the current National Agreements.
• Weekly Resourcing Meeting(s) should now include sufficient prescheduled time to discuss and agree the annual leave plan for the forthcoming year which will set out the annual leave allocation for the office.
• Following an agreement on the local office annual leave arrangements this will then be shared with frontline colleagues so they can choose their holiday weeks by October/November in line with section 4 of the Way Forward Agreement. The aim is to ensure that all local plans are agreed and concluded by the end of October/within the first few weeks of November. When complete, all leave for 2023/24 should be booked into PSP.
• To provide additional annual leave opportunities in periods when workload is below model week, including the opportunity to ‘burn off’ any outstanding or carried over leave. Units will plan on the full year’s allocation of leave including Bank Holiday credits and purchased leave.
• To provide an opportunity and a way for people to take midweek to midweek leave and odd days of leave taking into account special and religious events.
• To look to reserve a level of leave slots where possible to account for the need for short notice/Ad Hoc leave requests during the leave year.
• To ensure that all employees annual leave will be included on an equal basis, whether full or part time.
• Whilst the aim is to ensure that all annual leave is planned for and taken in the year it is due, up to one week, a maximum of 5 days (or contractual equivalent for PT employees) can be carried over into the next leave year where it is requested by the individual employee in line with the Royal Mail Policy. Additionally, some employees may also have specific holiday/events planned that would require more than one week/5 days (or contractual PT equivalent) annual leave to be carried over into the following year in exceptional circumstances. In these situations, the arrangements as outlined within the Way Forward Agreement will apply and leave carried over will need to be authorised by their line manager.
• The Annual leave plans will not be based on any predetermined lapsing/absorption plans, however all annual leave plans must be built in an efficient, fair and manageable way making full use of all available work hours.
• Vacancies and leave reserve vacancies will remain under constant review to ensure adequate resource is available to meet the customer, the annual leave plan and operational requirement. Units must ensure the appropriate recruitment requests, where required, are submitted in time to facilitate this, identifying locally the number of foreseen vacancies in the coming months using current national agreements, joint statements and guidelines on resourcing issues.

Additionally, and as with previous year’s arrangements, further attention is drawn to Branches regarding the following:

The focus is on concluding a robust and reliable Annual Leave Plan/Agreement that includes all individuals’ legally contractual leave entitlements, as its primary driver, whilst also identifying extra leave slots in low traffic periods over and above those agreed to facilitate the taking of additional leave and therefore maximising choice of leave slots for individuals.

The existing National agreements, guidelines, agreed tools, procedures and processes are in place to support resourcing on an ongoing basis and are not affected. They remain firmly in place and will in fact be used to support the process and assist in providing a balanced approach to year-round leave allocation and resourcing.

Managers and Reps will also need to establish the total number of owed weeks above the leave year’s contractual entitlement, which will need to be documented in your agreements and arrangements agreed locally and put in place to deal with it.

It is essential when entering discussions that CWU representatives establish and allocate the unit’s contractual entitlement first which will in turn identify the number of leave reserves required to enable reliable resourcing. 

‘Vacancies and leave reserve vacancies should remain under constant review to ensure adequate resource is available to meet customer, the annual leave plan and operational requirement’.

When establishing leave demand, this needs to include all staff contractual leave, Bank Holiday credits for annual leave that coincides with Bank Holidays and rest days that fall on a Bank Holiday, purchased leave, and any leave days carried over from the previous year. Your relevant manager should have this information in their Manpower Plan (and recorded on the PSP) and you should check this information to ensure all ‘contractual’ and ‘carried over’ leave has been captured.

The number of weeks can be checked through this calculation below and should be cross-referenced with the number of leave weeks in PSP and that are in the Annual Leave Calenderisation Work Aide and the relevant adjustments made.

For example:

If the above added up to 600 weeks to be allocated and covered and 2 weeks were closed for Christmas Pressure the number of leave reserves to cover AWD would be 12, (600 divided-by 50) = 12. Add to this the leave reserves leave 12 @ 5 weeks = 60 weeks would mean another leave reserve (60 divided-by 50) = 1.2. 

In this example, that would mean that a minimum of 13 leave slots a week for 50 weeks should be available. If you then agree to open up, say, another 3 slots, due to agreed absorption through the summer weeks, then in the period from June to August, the number of open slots available should be 16.

This is just one flat line example. Units may decide not to employ against all 13 reserves and convert some to S/A, or overtime. This is subject to local discussion and agreement.

It is also relevant to remind Branches that in the ‘Joint Statement between Royal Mail and the CWU in regards to a joint review of Annual Leave Arrangements’ set out in LTB 409/19, that the following additional clarity was given around the GDPR (General Data Protection Regulation) and displaying annual leave plans on workplace notice boards:

It has been highlighted that there may be some confusion since GDPR came into force.  The confusion relates specifically to displaying annual leave plans on notice boards and whether this is still permissible.  To be clear, displaying annual leave plans on notice boards does not contravene GDPR, as the sharing of names against annual leave slots is not considered as ‘sensitive personal data’.  It is in fact essential for units to display annual leave plans on notice boards, so that there is a common understanding of the annual leave plan. Please ensure annual leave plans continue to be displayed on notice boards in all units.

Branches and Representatives should progress any disagreements in regard to managers refusing to fully engage and adhere to these guidelines in establishing annual leave plans/agreements through the IR Framework as appropriate.

Clearly, from the union’s point of view, it was still considered right and appropriate to try and seek to secure a refreshed National Joint Statement for 2023-24 on annual leave planning and arrangements and to do so by September. Given Royal Mail’s failure to respond, we have now been left with no alternative but re-issue last year’s Joint Statement with the above further points, to seek to support and assist Branches in moving forward with annual leave planning at a local level.

Any queries to the content of the above, please contact the Outdoor Department, reference: 445, email address: njones@cwu.org.

Yours sincerely,

Mark Baulch
Assistant Secretary

LTB 401.22 – Annual Leave Planning Within Deliveries (And Linked Documents) 12.10.22

21LTB 387

World Mental Health Day 2022 – Theme ‘Make Mental Health and Wellbeing For All A Global Priority’:

Introduction – The World Federation for Mental Health (WFMH) and World Health Organisation (WHO):

The World Federation for Mental Health (WFMH) announced World Mental Health Day 2022 will again take place today on 10 October.  The World Health Organisation (WHO) also recognises World Mental Health Day every year. The theme of 2022’s World Mental Health Day, set by the World Federation for Mental Health (WFMH), is ‘Make mental health and wellbeing for all a global priority’.

The WHO has been working for many years to make sure that mental health is treated on a par with physical health. This is the firmly established policy of the CWU, TUC and many Trade Unions. Mental health problems exist in our lives, families, workplaces and communities, impacting everyone. We must do as much as possible to prevent mental ill-health – as individuals, as Union Reps and as a society. We will continue to call on national governments, employers and health and safety regulators to prioritise reducing the factors known to pose a risk to people’s mental health, enhancing those known to protect it and creating the conditions needed for people to thrive.

World Mental Health Day focuses attention on the need to talk about mental health in general, how we need to look after it, and how important it is for those in crisis to talk about things and get help if they are struggling, to get support and not be stigmatised.

Greater Investment – Greater Access

At a time when the world has been confronted by the unprecedented mental health consequences and impact of the COVID-19 pandemic on billions of people, the WFMH and WHO are using the day as a focal point to call for the urgent redress and investment in mental health and to rebalance the mental health inequalities that exist – a call which they say can no longer be ignored. Now more than ever greater investment in mental health is needed to ensure that everyone, everywhere has access to mental health care. The under investment in mental health has left large treatment gaps globally. Mental health is an investment and not an expense and should be prioritised to avert a further catastrophe.

The worldwide pandemic arose against an already dire mental health landscape that saw mental health conditions on the rise across the globe. According to the World Health Organisation (WHO) about 450 million people live with mental disorders that are among the leading causes of ill-health and disability worldwide.

According to the WFMH, the treatment gap remains large with 50% of people with mental disorders in high income countries and 85% of persons in low-and middle income countries having no access to treatment (WHO Report). Fragile health systems have not been able to address or cope with the large inequalities and treatment gaps and need for mental health care. Nations’ stretched health systems are further stretched and challenged by the increase in demand for mental health interventions as a result of the Covid-19 virus pandemic.

Hard and drastic lockdown measures implemented to reduce COVID-19 transmissions and deaths saw the enforcement of physical isolation and distancing become a new reality disrupting natural social interactions.

Parallel to emotional and health implications, large scale socio-economic fallout was witnessed as markets and economies were destabilised. The overwhelming impact of the virus has revealed and exposed the deep inequalities and levels of poverty experienced by many causing further mental distress and vulnerability.

According to WHO’s ‘Mental Health Atlas’ survey, governments spend on average 3% of their health budgets on mental health, ranging from less than 1% in low-income countries to 5% in high-income countries. The WHO has called for the scaling up of investment for support, treatment, psychosocial counselling and antidepressant medication. The WHO state that the returns far outweigh the costs and for every £1 put into scaled up treatment for common mental disorders, there is a return of £4 in improved health and productivity.

Despite hundreds of millions of people around the world living with mental disorders, mental health has remained in the shadows. Despite a growth in mental health awareness, mental health investment has been stagnant across the globe. It is clear that greater movement and action needs to be seen within countries to increase access to mental health for all.

The WFMH state that the spotlight has increased on mental health and the stocktaking of how greater access to mental healthcare can be improved must always be a continuous process. We can always do more to strengthen mental health response and support in our communities. These investments are not purely the government’s responsibility, nor should doctors be the only answer for those suffering. These investments are the responsibility of all. More importantly, they indicate that we ourselves are an untapped resource in mental healthcare.

World Mental Health Day is simply not a one-day event! However, it provides the opportunity to maintain a focus on mental health and maintain the attention of governments, policy-makers and all stakeholders to ensure action for greater investment in mental health – making good mental health a reality for all – everyone, everywhere.

World Mental Health Day provides an opportunity for all stakeholders involved and working on mental health issues to talk about their work, and what more needs to be done to make mental health care a reality for people worldwide.

MIND

Mental health problems can affect anyone, any day of the year and World Mental Health Day is a reminded for us all to continue to show our support for better mental health and to start looking after our own mental wellbeing as well.

UK mental health charity ‘MIND’ say prioritising mental health has never been more important than it is now. That’s why this year MIND wants to bring everyone together with their better mental health campaigning. Making positive change can seem hard, especially during uncertain times, and sometimes, it can be hard to know where to start. MIND urges people to take the opportunity to find out more about the MIND mental health initiative and how you can start with one thing.

Mental health is just like physical health: everybody has it and we need to take care of it.

Mental health problems affect around one in four people in any given year. We all need to take care of our mental health and wellbeing whether we have a mental health problem or not. Mental wellbeing describes how you are feeling and how well you can cope with day-to-day life. It can change from moment to moment, day to day, month to month or year to year.

MIND has produced a range of information, guidance and some tips and practical steps people can take to improve and maintain their wellbeing, including making time for yourself, building positive relationships and getting active. MIND has information on both common and rarer problems such as:

• MIND – ‘What is Mental Health?’ video: https://www.youtube.com/watch?v=AUWhdmKyOE8
• Depression – https://www.mind.org.uk/information-support/types-of-mental-health-problems/depression/about-depression/
• Anxiety and panic attacks – https://www.mind.org.uk/information-support/types-of-mental-health-problems/anxiety-and-panic-attacks/about-anxiety/
• Schizophrenia- https://www.mind.org.uk/information-support/types-of-mental-health-problems/schizophrenia/about-schizophrenia/
• Bipolar disorder – https://www.mind.org.uk/information-support/types-of-mental-health-problems/bipolar-disorder/about-bipolar-disorder/

Living with a mental health problem can often have an impact on day to day life, making things that others might not think about a bit more difficult. MIND has put together some tips and guides to help people cope with everyday things like money, work, university and more. Work can have a significant impact on our mental health and wellbeing, but there are steps we can take to be mentally healthy at work. Read their information on dealing with stress, managing difficult relationships, asking for support and advice on returning to work if you’ve had time off with a mental health problem.

• Wellbeing tips – https://www.mind.org.uk/information-support/tips-for-everyday-living/wellbeing/wellbeing/
• Tips for everyday living – https://www.mind.org.uk/information-support/tips-for-everyday-living/
• Tips for staying well at work – https://www.mind.org.uk/information-support/tips-for-everyday-living/workplace-mental-health/work-and-mental-health/

Mental Health Foundation (MHF)

The Mental Health Foundation has produced an excellent guide booklet “MHF Our Best Ever Mental Health Tips” (Backed by Research) and a copy of their guide booklet is attached along with another of their guide booklets “How to Support Mental Health At Work.”

The MHF also produce a range of excellent guide books to order:

• How to look after your mental health
• How to support mental health at work
• How to manage and reduce stress
• How to overcome fear and anxiety
• How to look after your mental health using mindfulness
• How to look after your mental health using exercise
• How to sleep better
• How to look after your mental health in later life
• The truth about self-harm

The guide books can be ordered at the following link: https://www.mentalhealth.org.uk/publications

Rethink Mental Health

Rethink Mental Illness campaigns nationally and locally to improve the quality of life for everyone severely affected by mental illness by ensuring their clinical, financial, social, practical and physical health needs are fully met. The charity campaigns to push mental health up the public agenda and campaign to change government policy. They are inviting anyone interested to join in and campaign with them.

Rethink Mental Health support groups are run by volunteers, many of who have lived experience of mental illness either personally or in a caring role. Rethink MH has over one hundred and forty groups meeting across the country growing and developing according to the needs and aspirations of those who use them.  

Rethink MH is calling on everyone to sharetheir message that mental health must be a priority across the country. Details on the Charity’s support groups, campaigning, advice and information etc is available on the charity’s website at:-https://www.rethink.org

Samaritans

Samaritans is a registered UK wide charity aimed at providing emotional support to anyone in emotional or mental distress, struggling to cope or at risk of suicide. The core of Samaritans’ work is a telephone helpline (116 123), operating 24 hours a day, 365 days a year. Samaritans was the first 24-hour telephone helpline to be set up in the UK. In addition, the organisation offers a drop-in service for face-to-face discussion, undertakes outreach at festivals and other outdoor events, trains ‘Listeners’ to provide support and undertakes research into suicide and emotional health issues.  Samaritans receive over 5,000,000 calls for help by phone, email, text, letter etc., and face-to-face at a branch. Samaritans volunteers are given rigorous training to be non-judgmental and empathetic. By listening and asking open questions, Samaritans volunteers try to help people explore their feelings and work out their own way forward.

Samaritans – New “SHUSH” Listening Tips Poster

The Samaritans have produced and launched an excellent new poster and guide “SHUSH listening tips – top tips for becoming a better listener” and a copy of their guide poster is attached.

The charity advise that if you’re worried someone might be experiencing suicidal thoughts then the charity would encourage you to ask the person directly as asking someone if they’re suicidal won’t make things worse. Evidence shows it could protect them. If someone is feeling suicidal, it might be hard to get through to them. They might be distant or distracted or feel disconnected from the world and their own emotions. They might not respond right away. But asking someone directly if they’re having suicidal thoughts can give them permission to tell you how they feel. If someone does let you know that they are having suicidal thoughts, always take them seriously. You don’t have to be an expert, just being there to listen and showing you care can help them work through the crisis and what’s going on. Let them know they’re not a burden and there’s always someone they can turn to – whether it’s a family member, friend, professional help or a 24/7 helpline like Samaritans. People who have been suicidal have often said it is a relief to talk about thoughts they are experiencing. Just being there to listen and showing you care can help. If they want to talk to someone else about how they are feeling, they can call Samaritans. The key advice from Samaritans is: It’s OK to ask about suicidal thoughts. It could save a life.

The ’SHUSH’ listening tips poster is attached and covers:

Top Tips for becoming a better listener:

S – Show You Care

H – Have Patience

U – Use Open Questions

S – Say It Back

H – Have Courage

‘Promoting Good Mental Health In The Workplace Event’ – Tuesday 18 October At 10:30am – A Free To Attend, Live, Virtual Event From The Health And Safety Executive (HSE)

Employers have a legal duty to protect workers from stress at work by undertaking a risk assessment and acting on it. Recognising the signs of stress will help employers to take steps to manage, mitigate and prevent the negative effect that stress has on a workforce. In this event the HSE will raise awareness of the preventative measures that organisations can take to identify and manage work-related stress. The process of identifying conditions in the workplace that can cause stress and addressing them before they cause harm is the most effective way of ensuring that workers go home healthy and safe at the end of every working day. This strong focus on worker health and safety, in turn, benefits organisational performance. This event will give participants access to HSE experts and the HSE risk management approach. NEBOSH and TSO will join to highlight official HSE training, resources, products and services. After the presentations, expert panel members will answer questions to provide further advice on how to identify and reduce risks, in order to prevent harm. (See LTB 361/22).

Registration for this free to attend event is by completing the form on this webpage link:  

https://events.streamgo.live/promoting-good-mental-health-in-the-workplace/register

Enquiries contact: estie@westernbusiness.media or call on 01342 314 300  

This is a virtual on-online event at 10:30am on Tuesday 18 October 2022.

Mental Health Awareness and Mental Health First Aid Training Courses for CWU Reps

The Union provides Mental Health Awareness and Mental Health First Aid Training Courses in both face to face and on-line formats. Contact the CWU HQ Equality, Education and Training Department for further information, details, dates and arrangements.

Royal Mail Group – ‘First Class Support’

Royal Mail Group members can access the fully confidential and independent ‘First Class Support’ via the website at: https://royal-mail-group-limited.lifeworks.com/.  A helpline service is also available 24/7 (Tel: 0345 266 5060). Whether you need to speak to someone in the moment, access counselling support, or something else, instant support across all areas of wellbeing including physical health, mental health, financial wellbeing as well as practical home and work issues are available. Members’ Registration is via their RMG-pay number i.e., RMG-12345678.

Website Links:

• HSE Guide to Work-Related Stress – https://www.hse.gov.uk/stress/
• NHS Every Mind Matters – Dealing With Stress At Work – https://www.nhs.uk/every-mind-matters/mental-health-issues/stress/
• World Health Organisation (WHO) – https://www.who.int/news-room/detail/09-09-2019-suicide-one-person-dies-every-40-seconds
• International Association for Suicide Prevention (IASP) – https://www.iasp.info/
• World Federation For Mental Health (WFMH) – https://wfmh.global/
• United For Global Mental Health (UFGMH) – https://www.unitedgmh.org/
• MIND – https://www.mind.org.uk/get-involved/world-mental-health-day/
• SAMARITANS – https://www.samaritans.org/
• Mental Health Foundation (MHF) – https://www.mentalhealth.org.uk/
• Rethink Mental Illness – https://www.rethink.org/get-involved/awareness-days-and-events/world-mental-health-day/

Samaritans 24 Hour Helpline

The Samaritans message is – Whatever you’re going through, a Samaritan will face it with you, 24 hours a day, 365 days a year. Call 116 123 for free

Attachments:

• SAMARITANS – ‘SHUSH’ Listening Tips Poster – Top Tips For Becoming A Better Listener
• MENTAL HEALTH FOUNDATION (MHF) – Our Best Mental Health Tips Guide Booklet
• MENTAL HEALTH FOUNDATION (MHF) – How To Support Mental Health At Work Guide Booklet

Associated LTBs

• LTB 361/22 Promoting Good Mental Health in the Workplace Free Virtual HSE Event on 18 October 2022
• LTB 359/22 World Suicide Prevention Day
• LTB 263/22 LRD New Booklet – Stress, Mental Health Guide For Trade Unionists
• LTB 219/22 Mental Health Awareness Week May 2022
• LTB 165/22 Stress Awareness Month April 2022
• LTB 142/22 CWU Wins Two Major Mental Health Awards
• LTB 067/22 Mental Health First Aid Training

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

22LTB402 World Mental Health Day 2022 – Theme ‘Make Mental Health and Wellbeing For All A Global Priority’

SAMARITANS – SHUSH-Listening-Tips-Poster

MHF-our-best-ever-mental-health-tips

MHF-How-to-support-mental-health-at-work

View Online

Dave Ward

The CWU suggested talks and Royal Mail have asked for them to continue for the rest of this week and all of next week.
The feeling in the room is Royal Mail have changed their stance and there is movement from both sides.
Simon Thompson needs a reality check when he thinks he can speak to members like we’re his best mates shows how far he is from the situation. The only reason we are back in talks is because of you the members overwhelming support on the strike days. Royal Mail didn’t anticipate the amount of people who striked. You have delivered those talks. Royal Mail want to break the union their end goal is to remove the union this will give the the ability to directly attack the members, they want to be able to run the business their way, do what they want when they want wherever they want. They want to introduce performance standards, annualised hours, short notice shift and duty time changes, change the attendance and MTSF policies so they can force people out the business as cheaply as possible. The CWU have been in one to one talks with the Labour Party and they are going to be more vocal and come down on CWU side.
Andy Furey said he was encourage by yesterdays talks. and more are planned for this week and next. The mood music has definitely changed and again he reiterated it is only because of you the members support so far in this battle. He said we need to continue that strong support and with the threat of black Friday/cyber Monday will be crucial to force Royal Mail to do a deal. He addressed the name change, calling it cynical. The fear is if they win this dispute they will have the green light to break this company up. Which is why we cannot allow that to happen. He finished by saying the Postal executive are immensely proud of you the members and representatives because your solidarity and support has made Royal Mail get around the table it’s critical that the strong support continues.

Mark Baulch said we’re back in talks. The mood has changed and once again it is because of your support. Keep showing that support and we’ll win this and get a deal for our members they deserve.
Davie Robertson said this is a hostile dispute, Royal Mail kept upping the ante, releasing shocking statements trying to discredit the union but you the members have seen through that and shown that by your actions. What Royal Mail are not telling you is in mail centres our members can’t get overtime whilst they disgracefully spend millions of pounds daily on agency workers and outsourcing our work. This is clearly an attempt to eradicate the union from the business.

Simon Thompson has only been here a couple of years, he has removed a lot of experienced old school Royal Mail senior management and brought in new Jaguar Rover managers who have no idea how the postal business works and says we want to run our company our way they have no intention of being here long term . But it’s not their company it’s your company you have dedicated your lives to this company and deserve to be treated and rewarded fairly.

Carl Maden said Royal Mail want to get rid of MTSF and change our attendance procedure so you are on it longer and make huge changes to the sick pay policy . Introduce performance standards so they can manage people out of the business as cheaply as possible.
Andy Hopping said a massive thank you to the postal members for 5 days of full support which has forced Royal Mail to get round the table for meaningful talks.
The main message is WE STILL HAVE A VERY LONG WAY TO GO BUT IN THE HISTORY OF THIS COMPANY THIS IS THE BIGGEST DISPUTE WE HAVE EVER HAD AND THIS IS THE BIGGEST ATTACK ON OUR MEMBERS TERMS AND CONDITIONS WE HAVE EVER FACED. YOUR SUPPORT HAS FORCED ROYAL MAIL INTO TALKS. WE ARE IN A GOOD POSITION AND WHEN YOU CONTINUE TO SHOW YOUR SUPPORT WE WILL WIN THIS WAR KEEP UP THE FIGHT STAY STRONG!