Royal Mail Group (Royal Mail & Parcelforce) – Lifting of Covid-19 Secure Restrictions and Re-Introduction of Standard Operating Procedures/Business As Usual (SOP/BAU)

 Joint Communication/Statement

Further to LTBs 301/21, 327/21 and 329/21 and the Joint Statement of 20^th July 2021, this is to inform all Regions, postal branches and representatives of the agreed joint communication being issued today regarding the above.  A copy is attached and follows that which is set out below.

Throughout the pandemic Royal Mail and the Unions have worked very closely to ensure we jointly develop and maintain high standards of Covid secure safety controls in order to keep the workforce safe while continuing to meet Government’s requirements and operate the nation’s essential postal service, playing our full part as key workers within the fabric of the country.

Recent announcements by the Prime Minister and First Ministers of Scotland, Wales and Northern Ireland have set out and progressed the Government’s step by step roadmap, easing and removing lockdown restrictions in order to provide a route back to a more normal way of life with the vaccination programme and Covid testing at the heart of the plan.  Each step has been assessed by Government medical and scientific experts before restrictions have been eased, with a review and decision at each stage, based on the Covid-19 infection case data.

Royal Mail, the CWU and Unite have maintained at every stage a cautious approach.  As the country has been progressing along the Government’s roadmap out of lockdown, we have already seen tasks that were completely suspended, successfully re-introduced.  Those suspended range of tasks included shared vans, first aid and driver training.  As the country moves forward the UK Government and devolved administrations have continued to focus on restrictions being lifted.

In July and August 2021, the Government and devolved administrations (England, Scotland and Wales) removed social distancing regulations but in Royal Mail Group we jointly agreed to maintain those controls for a further period. Northern Ireland have also now followed the rest of the UK in easing Covid restrictions. Despite the lifting of controls by UK Government, social distancing controls were maintained in Royal Mail Group throughout July, August and September 2021 as a precaution.

Covid-19 confirmed cases amongst the Royal Mail Group workforce in January 2021 was over 2000. That number has since dropped by 65% to 700 open absences last week.  Whilst carefully monitoring this number and tracking the UK Governments medical and scientific guidance and regulations, collectively Royal Mail and Parcelforce with the CWU and Unite/CMA, believe that it is now safe to start to remove the remaining social distancing Covid controls, with the built in safeguard of being ready to react and re-introduce Covid-secure controls should the need arise if the infection situation should deteriorate.

Having monitored the significant fall in workforce absences, it has now been agreed that Royal Mail Group management in consultation with local Union Representatives will now prepare to cautiously remove the remaining controls across England, Scotland, Wales and Northern Ireland from Monday 11^th October 2021.

Managers and CWU/Unite Representatives should now commence preparations through local consultation and joint communications with the workforce on the plans for the gradual return to normal.  Royal Mail/Parcelforce will provide further updates and guidance to assist these conversations and where appropriate, risk assessments for changing operational tasks will be updated to reflect the changes.

Underpinning the change however, Royal Mail Group and CWU and Unite are agreed that local infection rates will be monitored alongside any Government guidance and using an agreed established mechanism. The agreed aim is to monitor and keep infection rates under control in the workplace as best we can through maintaining high cleaning standards and good ventilation and space standards plus wearing masks where required but if infection rates should rise to a level of concern, or if outbreaks occur, restrictions can and will be re-imposed in order to help stop the spread and transmissions as far as is practicable.

As a reminder the wearing of face coverings in England remains as strongly recommended although the Prime Minister has stated that it could become ‘mandatory’ again, depending on infection rate developments but in Scotland, Wales and Northern Ireland it remains mandatory when in Royal Mail premises at present. This will be reflected within the risk assessments.

Covid LFT Testing & Vaccinations

We continue to strongly recommend that the workforce, our members participate in the agreed workforce LFT testing initiative, which has so far successfully detected positive cases of members with no symptoms in 45 Units and in effect has avoided transmissions and outbreaks. We additionally strongly recommend members consider Covid and Flu vaccinations when offered.  The 2021 ‘Free Flu Vaccination Scheme’ in Royal Mail Group has now been launched with on-site clinics at 110 of the largest Royal Mail and Parcelforce sites being organised, plus vaccinations available from 4000 local providers across the UK, doubling availability from last year – We ask that all CWU Reps promote these schemes to protect our members.

Private Cars on Delivery

It has been agreed that All Private Cars on Delivery use must be withdrawn from Monday 11^thOctober 2021.

Process for Monitoring Covid-19 Infection Rates at Local Level Based on Confirmed Cases

The agreement on lifting of Covid-secure restrictions also required Royal Mail to establish a mechanism that will allow local infection rates to be monitored by Unit managers and CWU/Unite reps. This has been finalised by Royal Mail Group and shared with both CWU and Unite National Officers, with instructions on how this must be applied through ongoing joint monitoring and reviews by Managers and local Union Reps.  A copy of the process is attached.

Yours sincerely

Dave Joyce

National Health, Safety & Environment Officer

Mick Kavanagh

Assistant Secretary (Acting)

Outdoor Department

Davie Robertson

Assistant Secretary 

Processing, Logistics, Parcelforce, International, Quadrant Department

LTB 420/21 – Lifting of Covid-19 Secure Restrictions and Re-Introduction of Standard Operating Procedures – 05.10.21

Joint Communication – Social Distancing – Sept

Process for monitoring local infection rates based on confirmed cases

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Pathway to Change Agreement – Productivity Joint Working Group (PJWG) Joint Communication

Further to LTB 192/21 circulated to Branches and Representatives on 12^th May 2021, which set out further joint and comprehensive recommendations from the Productivity Joint Working Group (PJWG), this communication is designed to provide a further update of their continued activity.

Following on from those joint recommendations and as a means of keeping Branches updated on the ongoing work of the PJWG, the attached Joint Communication has been agreed with the Business and was unanimously endorsed by the Postal Executive at a meeting on 27^thSeptember 2021.

The PJWG has continued to meet with Royal Mail Group to move forward the joint recommendations in line with Section 2.6 of the Pathway to Change Agreement. The nature and complexities of these talks on productivity and the interlinked issues do not allow for quick and fast outcomes. However, there is a full awareness of the demand by Branches and Representatives to be kept informed and engaged on the wider issues around productivity.

As such, this Joint Communication is designed to provide a refresh on the key productivity joint recommendations and, in addition, set out the main areas of the ongoing work of the PJWG covering the following:

• A training program on WIPWH. Whilst the principle of WIPWH is going to be consistent, there will be targeted literature specific to Mail Centres, RDCs and Delivery Offices, which have completed a table top review and those who are performing a full structural revision;
• Deep dives into the WIPWH performance of five Mail Centres (Sheffield, Peterborough, Swansea, Manchester and Plymouth), a Distribution Centre (YDC) and the following seven Delivery Offices – Mumbles, Dronfield, Great Yarmouth, Bolsover, Cupar, Birmingham East and Wallington;
• The aim of these will be to produce an easy to follow process for every Mail Centre, RDC and Delivery Office to enable them to carry out their own deep dive and validation exercise to ensure that the WIPWH actually reflects their office. This will aim to address anomalies and create the agreed baseline. Once this is completed, offices will then have an agreed base to begin productivity discussions based upon the flight-path;
• The PJWG is going to agree a process where offices attached to single cost centres will be able to ensure that their individual office is able to use the WIPWH metric to accurately reflect the performance of their resourcing unit. A process will be agreed, aiming to separate cost centres where possible to be able to show real performance by resourcing units. This process will be designed for those offices, which currently carry out both revisions and resourcing as separate units within large cost centres. Offices that do not undertake resourcing and revisions separately will continue to report WIPWH as a complete unit;
• The PJWG is going to continue to work on the details regarding how and when delivery offices will remove the unmeasured work hours from the calculation for WIPWH and how this is reflected in the reporting of WIPWH, including the development of the Delivery Opportunity Model;
• We have agreed that Area Processing and Delivery Representatives, who currently have access to Royal Mail Group’s intranet, will be given access to QlikView in order to access the data within the Mail Centre Opportunity Model, as well as the Delivery Opportunity Model, once it has been fully developed. We are currently discussing how this may be further rolled out, thereby enabling all representatives the opportunity to access this information (it should be noted that this has now been achieved for the vast majority of Area Processing Representatives and a communication had been issued to support the remainder getting access);
• We will be reviewing current core Planning Values, the current level of frequency applied to such core values, RCS codes and unmeasured workload / activity, which fall within current measured codes and other aspects of WIPWH to ensure it is as fair as possible against local measures and factors whilst recognising it is not a precise measure.

It has been agreed to synchronise the release of the attached Joint Communication to Branches, Representatives and Royal Mail Group managers alike today. To further support this, a programme of Divisional-based presentations (which could be either face to face or via remote meeting format) of Divisional Representatives and Area Representatives is being arranged. This will enable the PJWG to outline in more detail the actions and next steps contained in the Joint Communication. In advance of this, the Postal Executive will also be taken through the presentation for feedback and relevant information.

This evolving and proactive work on productivity is going to play a key part in our future operational planning and will enable excellent ‘fair day’s work for a fair day’s pay’ performance. It will also protect our members from the information generated by technology, which would otherwise drive the high-pressure, continuous improvement model that was previously preferred by the Employer.

I would like to place on record my thanks to the Productivity Joint Working Group, who have already completed a vast amount of work in a short period of time, whilst continuing to develop and refine our joint approach on this issue. This will ensure that the spirit and intent of the Pathway to Change Agreement is delivered and honoured.

Further information on this activity and outputs of the PJWG will be circulated to Branches and the field in due course. Any enquires on the content of this LTB and the attached Joint Statement should be referred either to the DGS(P) Department or the appropriate operational department.

Yours sincerely,

Terry Pullinger
Deputy General Secretary (Postal)

LTB 416/21 Pathway to Change Agreement – Productivity Joint Working Group (PJWG) Joint Communication

LTB 416/21 Attachment 1

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END FIRE AND REHIRE CAMPAIGN – BACK BARRY GARDINER MPS PRIVATE MEMBERS’ BILL!

Branches may be aware of Barry Gardiner (Labour) MPs current campaign to end the practice of fire and rehire that is being utilised by employers across the country. This is a campaign that has a real chance of succeeding, as Barry’s efforts will culminate in a vote on his Private Member’s Bill in Parliament on the 21^st of October.

A Private Member’s Bill is a public bill introduced by a MP who is not in government.  Only a minority of these bills every become law and are generally used to create publicity around an issue.  Ballot bills have the best chance of becoming law, as they get priority in Parliament for the limited amount of debating time that is set aside for these types of bills. The names of MPs who apply for a bill are drawn in a ballot.  Therefore, Barry Gardiner’s Bill about fire and rehire has a good chance of passing, as on Thursday 20 May, his bill was drawn second in the ballot out of 459.  The other reason that Barry’s Bill has a good chance of passing is that Boris Johnson and other Conservative Cabinet members have called out the practice of fire and rehire on the record, and there are now serious attempts to reach a cross-party consensus on outlawing the practice.

What can CWU Branches and members do to support the Bill?

Barry’s Bill will have its second reading in Parliament this month. To get as much support as possible, we are encouraging members to write to their MPs urging them to vote for the Bill when it comes to the House of Commons. Usually we would provide a link or a template email for members but Barry has requested that members write their own personal messages to their MPs as a way to ensure that they get a response on this important issue. The easiest way to find the contact details of your MP is to follow this link and type in your postcode: https://members.parliament.uk/FindYourMP.  Once you have done this you should be given their full contact information.

We have also organised for an online session to be held with branches where I will be joined by Barry to discuss the campaign, the introduction of the Bill and what it means as part of the wider New Deal for Workers campaign.  Information about this session will be communicated later, but it will be held prior to the second reading of the Bill and within the next fortnight.

New Deal for Workers

Ending the practice of fire and rehire is an important part of our wider campaign for a New Deal for Workers.  It is fundamentally wrong that workers across the country are threatened with the sack and told that they will be re-employed to do the same job only if they accept less money and poorer conditions.  The CWU must stand up and be counted in this debate, just as we have in showing solidarity with striking GMB workers in British Gas before.  It is vital that trade unions continue to work together across both political and industrial issues, playing a wider role in society to bring about change now.  This is a very practical way to be engaged in supporting those who are taking on the practice of fire and rehire, and we urge branches and members to get involved in the campaign and write individual messages to their MPs requesting that they support the Bill when it comes to a vote in Parliament.

Regards

Dave Ward
General Secretary

21LTB419 END FIRE AND REHIRE CAMPAIGN – BACK BARRY GARDINER MPS PRIVATE MEMBERS BILL

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Resourcing and Recruitment

Further to LTB 248/21 published on 17^th June 2021, colleagues will recall that the Joint Statement agreed between Royal Mail Group and the CWU heralded the commencement of an on-going process to evolve a joint resourcing and recruitment strategy to match our growth agenda, improve the opportunities for existing employees, create career paths and development opportunities and attract the next generation of postal workers.

These are very unusual times we are living in and we need to ensure that the policies of resourcing, recruitment and retention match the pace of change not only in our own Organisation, but also the wider challenges of the post-Brexit world.

Some solutions are required immediately and the attached Joint Statement seeks to respond to that challenge, as well as give local managers and representatives more autonomy to react to their staffing needs.

It is important to note that following this document, which reiterates the joint commitments from the June Joint Statement and outlines some new immediate changes, there will be on-going discussions about constantly evolving the recruitment, resourcing and retention strategy to ensure our performance expectations are met.

We hope the new adjustments, as detailed in the Joint Statement, provide speedier opportunities / options to support resourcing solutions at local level.

Given this is a moving piece of work, the DGS(P) Department will continue to have a dialog with the Postal National Officers and Executive going forward and we would welcome any feedback from colleagues in the field, which could assist our on-going discussion.

Any enquiries in relation to the content of this LTB should be addressed to the DGS(P) Department.

Yours sincerely,

Terry Pullinger
Deputy General Secretary (Postal)      

LTB 415/21 Resourcing and Recruitment

LTB 415/21 Attachment – Recruitment Resourcing and Retention Joint Statement

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CAPITA TVL: MEMBERS ENDORSE 2021 PAY AGREEMENT

 Further to LTB380 dated 8^thSeptember 2021.  I am pleased to advise Branches that our TVL members have voted overwhelmingly in favour of the 2021 pay agreement covering Bristol, Darwen and the Field.  Due to the varying aspects of the agreement, two ballots took place and the results are as follows:

FieldYES VOTES9094%NO VOTES66%TURNOUT52%

Bristol/DarwenYES VOTES8684%NO VOTES1616%TURNOUT26%

Paul Johnston, Partnership Director, has been notified of the ballot result and the arrears of pay backdated to 1^st January 2021 and the pay increase will be made with October salaries.  We expect this to be confirmed in a Joint Statement to be published early next week.  We will also write directly to our TVL members, informing them of the result.

Branches will be aware that we secured a Shorter Working Week (reduction of 1 hour) for our Field members from 1^st October 2021. This was a major breakthrough as it is the first reduction in the working week achieved with Capita TVL in c.20 years of negotiating with them and is a step towards our longer-term aim of reducing working hours to 35 hours net per week in line with our TUPEd Field members. We believe all of our members deserve a better work-life balance and we will continue to pursue this matter in our 2022 pay claim which we plan to submit in December, prior to the next pay review date of 1^st January.

Pensions will be an important aspect of our claim as we fundamentally believe that Capita has a very real responsibility to ensure employees are well rewarded both at work and also into their retirement.  We are strongly of the opinion that Capita’s current employer pension contribution levels are woefully inadequate and need to be drastically improved.  Pensions are a Group issue across Capita; therefore, we have sought a meeting with the Capita Group Head of Pensions at the earliest opportunity.

Finally, my thanks go to members and Reps for their patience and support whilst this year’s negotiations have taken place.

Yours sincerely

Andy Furey
Assistant Secretary

Attachment 1: 21LTB417 Capita TVL – Members Endorse 2021 Pay Agreement

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CWU SPECIAL GENERAL CONFERENCE AGENDA PAD

Branches would wish to know that the agenda pad for the Special General Conference taking place on Sunday 7^th November – Tuesday 9^thNovember has now been published on the website and can be accessed using the following link:

https://www.cwu.org/wp-content/uploads/2021/10/AGENDA-VIRTUAL-SPECIAL-GENERAL-CONFERENCE-2021.doc.pdf

A Pdf. copy has also been attached for your information.

Any enquiries to this Letter to Branches should be addressed to conferences@cwu.org

Yours sincerely

A P Kearns
Senior Deputy General Secretary

21LTB418 – Special General Conference Agenda Pad

AGENDA VIRTUAL SPECIAL GENERAL CONFERENCE 2021.doc

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Joint Statement Parcelforce Worldwide – Autumn Pressure Plan for Resourcing Customer Experience 2021

Branches and representatives will be aware that for a number of years the department has agreed Autumn Pressure arrangements for the coverage of the Parcelforce Customer Service provision.

Colleagues will recall that prior to 2020 proposals have included the outsourcing of workload to a third party to relieve pressure on the PFW Depot based operations. This practice was ceased in the 2020 agreement (LTB 518/20 refers).

Discussions have taken place in respect of the arrangements for 2021 and attached for information is a Joint statement to cover this year’s activity, which has been endorsed by the Postal Executive.

Since the 2020 agreement, PFW has established a Customer Experience unit at Dearne. This unit, along with the existing sites at Wakefield and Milton Keynes, will provide the necessary support to the Depot based operations during the 2021 Autumn pressure period.

While the plan is designed to take pressure off of Depots, it should be noted that within the Depots arrangements will not adversely affect earnings opportunities and part time staff will have the opportunity to increase their hours in line with the normal peak arrangements.

Local discussions at all sites will agree the required resourcing arrangements using all resourcing options and we have ensured that there is a fast track referral to the Regional Operations Manager and Regional Organiser should agreement not be reached at any site.

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

Yours sincerely

Davie Robertson

Assistant Secretary

LTB 413/21

Att: JS CE Autumn Pressure Arrangements – 28.09.21

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JOINT STATEMENT – PARCELFORCE WORLDWIDE AND THE COMMUNICATION WORKERS UNION

PFW Depots – Technology Roadmap – Improving Service, Restoring Trust

Branches and representatives will be aware of the consistent and persistent issues with the Vehicle Routing Technology used by Parcelforce, which have been causing significant problems in the field. The department has been seeking significant changes for some months and had embarked on a major consultation exercise involving a series of site visits, a number of which were joint visits with senior PFW and RMG managers including the CEO. In addition, a National Representative’s briefing was also held in Birmingham last month.

The Geoplan Route Excellence (REX) system, has been in use in various forms since 2015 and provides the basis for PFW to offer and sell the enhanced customer pre advice demanded at the premium end of the parcels market. Up until the advent of the Covid pandemic the agreed REX methodology included the provision that the driver could control or influence the route order through what is known as the “draw the line” process.

With the introduction of social distancing the “draw the line” process, that involved the use of shared IT equipment, became untenable and as a matter of expediency REX was switched to the auto setting. The introduction of Auto REX immediately highlighted what were viewed as illogical routing anomalies. Reports of drivers being directed up and down the same street were commonplace and have caused real frustration and loss of morale.

In the view of the business at that time the routing issues were as a result of the outdated Planning Values being used in the system and unsuitable support systems. As a result, discussions in line with the Pathway to Change commitments focused on the introduction of additional measures designed to address the issues with REX. This resulted in the Joint Statement on the Technology Roadmap and the SWW, contained in LTB 109/21.

Colleagues will recall that this introduced not only the revised Planning Values, which had been agreed in 2019 but also two additional technology updates in the form of Parcelforce Route Balancer (PRB) and Parcelforce Route Analytics (PRA) (LTB 110/21 refers).

PRA has proved to be extremely effective in identifying route problems and enabling resolutions and the aspirations for PRB were the right ones.

“PRB will remove the current frustration associated with legacy BSI “targets” and stop C&D drivers being scheduled beyond normal duty times. It will provide a standard non-optional National process for workload management, which is jointly owned by local CWU Representatives and PFW Managers.”

In reality though, the system has been shown to be incapable of delivering those aspirations and has created daily conflict over workload rather than remove it. In reality, experience has shown that the PRB system as purchased was a planning rather than dynamic tool and was incapable of performing the task that it had been set.

In the opinion of the department there has been a real change in attitude and a willingness to adopt fresh thinking from the PFW leadership in recent weeks in relation to the issues highlighted and a two-day session was arranged on the 21st and 22nd September 2021 at the request of the department. This session was attended by not only our respective senior teams but also the CWU PFW Regional Organisers (RO’s) and the PFW Regional Operations Managers (ROM’s). 

This session focussed on the feedback received through the joint and respective consultation exercises and has resulted in the agreement of the attached Joint Statement, which has been endorsed by the Postal Executive. A copy of the Joint Statement, which details immediate actions deigned to begin to improve performance and morale and restore trust, is attached for information.

The measures included in the Joint Statement have been the subject of Proof of Concept activity at a number of Depots where they have produced positive results.

In summary the Joint Statement outlines that the immediate actions are in four areas, all of which align entirely with the feedback received from our representatives and members:

Driver Autonomy

The immediate priority is to give drivers the freedom to use their local knowledge and experience to determine the best order to deliver their route, rather than technology being allowed to dictate their working day. Drivers will be able to choose from the following menu of manifest options on the Geoplan console to enable them to set the stop order on their routes prior to departure from the Depot:

• Auto
• Auto Modified
• Historic
• Driver Line – Daily
• Driver Line – Historic

Effectively drivers will have the ability to decide how to structure their route. PFW is in the process of procuring 400 laptops to enable the restoration of “draw the line”.

Dynamic Live Report

PFW have agreed to remove PRB as a dynamic tool with immediate effect accepting the department’s view that it is not fit for purpose. It will be replaced by a new Dynamic Live Report (DLR) which has been developed for the task and is being jointly tested and amended. This tool will be utilised as a guide to support discussions rather than define the answer.

The “computer says yes” approach should be removed and replaced by meaningful, adult to adult conversations on workload involving the driver, the manager and the local representative to determine the workload on any given day, which is exactly the approach defined in the 2005 Depot Blueprint agreement.

Road Speeds

Based on consistent feedback that there is a problem with the road speeds included in the REX agreement has now been reached to reduce those. The approach will be two pronged:

 Interdrop speeds will be reduced by a defined level Nationally to provide significant additional time on route. 

 Stem times will be reduced on a depot by depot basis based on an analysis of the varying operational circumstances, i.e. Rural/Rural Urban/ City Centre. 

ETA Time Windows

Representatives and Drivers had consistently asked if the optimised ETA time set by the system could be moved forward in the hour. Currently REX sets the ETA at the middle of the hour window provided to the customer. However, as the day progresses almost all failures are due to late arrival. It has therefore been agreed to reset the time earlier in the window for delivery to enhance the ability of drivers to hit the ETA windows through the day.

In addition, and in light of the above changes in relation to Driver Autonomy it has been agreed to remove the gateway for the drivers Interim Bonus Scheme, which was previously based on the use of Auto REX. We have also agreed to rebalance the targetry from sequence to ETA to enhance the level of payment.

The Joint Statement also defines the onward programme of work that includes discussions on the optimum loading practice, Depot Revisions which had previously been rejected by the business and further discussions on a customer service target to replace sequence within the bonus scheme. A communications and review process has also been included.

In the view of the department the Joint Statement is a major breakthrough in discussions with the business. The elements of the agreement are in line with the feedback we have received and we believe will be welcomed by our Representatives and members.

This will not be the end of the journey but the department believes that it is a positive first step in addressing the issues and restoring morale.

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: dwyatt@cwu.orgquoting reference: 054.06.

Yours sincerely

Davie Robertson

Assistant Secretary

LTB 410/21

Att: JS PFW CWU Focus on Improving Service – 27.09.21

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JOINT STATEMENT – PARCELFORCE WORLDWIDE AND THE COMMUNICATION WORKERS UNION

Pathway to Change Agreement – Deployment of the SWW in PFW Hubs and Processing Centres

Branches and representatives are advised that further to LTB 109/21 Joint Statement – Parcelforce Worldwide and the Communication Workers Union: Pathway to Change Agreement – Agreed National Change Agenda for the Technology Roadmap and Indoor and Admin Revision Activity in Depots and the Deployment of the SWW, discussions have been continuing with the business in relation to arrangements for the SWW in PFW Hubs and Processing Centres. 

Discussions have taken longer than anticipated and have focused on the Coventry Hub operations and centered on revision activity designed to improve efficiency and reduce agency resource. A Joint Statement has now been concluded, which confirms deployment of the SWW at all four sites. The Joint Statement, which has been endorsed by the Postal Executive, is attached for your information.

The Joint Statement confirms:

The approach applied to the completed Revision Activity

 Working practices. 

 Layout and equipment. 

 Mapping and aligning Day and Night shift coverage and attendance times to the workload profile to meet quality and efficiency targets. 

 Creative shift patterns across the 7-day working week. 

 Consideration to the introduction of reserves. 

Labour Model Review

Activity had taken place previously that led to an extensive recruitment campaign and significantly reduced agency utilisation. However, agency use had started to increase and the attached Joint Statement reaffirms the 2017 commitments and sets a process for agency reduction. The recruitment activity referenced has already commenced.

Reward and Productivity

Following extensive discussions an agreement has been reached to defer a final decision on a new bonus scheme whilst further activity continues, which will ensure both parties have further time to explore options for a viable scheme in both Hubs. This activity will form part of year 2 productivity improvement activity. The joint aspiration is to deliver new bonus scheme arrangements at the Hubs by August 2022.

Annual Leave Review

A review of Annual Leave Arrangements will take place to ensure that they are consistent with the National agreement.

Network Redesign

PFW proposed to retard the Network despatches in outlying depots to increase the processing window and reduce Network costs. The department believed that tangible gains could be made through the Hubs revision activity to ensure more volume connected with existing services. The business have now largely accepted that position and the Joint Statement confirms that there will be no further Network changes at this time.

Productivity Flightpath

Discussions have centred on the establishment of an agreed baseline based on a Parcels Per Hour (PPH) measure which PFW use at the Hubs. Progress against the base line measure will be jointly monitored along with the phased reduction in agency staff and will be jointly monitored locally and through the National parties on a monthly basis.

SWW

In line with the agreed commitments the SWW benefit will be released for all Hub Operative roles on the deployment date of the Hubs revision 4th October 2021. 

The above principles and same process will be applied to the deployment of the SWW benefit in the International Hub, NWPC and SEPC sites.

Any enquiries in relation to this LTB should be addressed to Davie Robertson, Assistant Secretary, email: dwyatt@cwu.orgquoting reference: 054.06.

Yours sincerely

Davie Robertson

Assistant Secretary

LTB 411/21

Att: JS Deployment of SWW at PFW Hubs and Processing Centres – 28.09.21

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Average Pay on Annual Leave (Holiday Pay) in Royal Mail Group – Joint Statement for Back Pay Arrangements

Further to LTB 370/21 that was circulated on 6^th September 2021, Branches and Representatives will be aware of the ongoing talks to agree with Royal Mail Group the definitive dates for back pay for those members who are weekly paid as well as those who receive a monthly salary.

Branches will recall that back pay is dependent on individual members having withdrawn their Employment Tribunal cases and meeting the agreed qualifying criteria as contained in the national agreement.  To put this into context, there were over 6,000 Employment Tribunal cases in England and Wales alone as well as the additional claims in Scotland and Northern Ireland which related to average pay on annual leave.

Following the endorsement of the national agreement and in line with the Court order, every member who had submitted an Employment Tribunal claim was written to by the Legal Services Department.  The letter asked them to indicate whether they wish to withdraw their case and therefore be included in the back pay calculation or whether they would rather proceed with the case on their own.

Following the initial letter, circa 2,500 members agreed to withdraw their claims with a small minority indicating that they wished to continue.  There were around 2,400 that failed to respond plus approximately 1,200 people who could not be identified as they had been included in multiple claims by the Employment Tribunal in Bristol to help with administration.  The latter group did not receive this first communication.

As part of the dialogue with the business, the DGS(P) Department made it clear that we could not support a scenario where the overwhelming majority of members’ back pay was delayed due to a minority who had either not responded or could not be identified. Following further work with the Membership and Legal Services Departments as well as assistance from the North Lancs and Cumbria Branch and the Worcester and Hereford Branch, the number of unidentified Employment Tribunal claimants was vastly reduced. This undoubtedly helped in concluding the attached Joint Statement that was unanimously endorsed by the Postal Executive at a meeting on 27^th September 2021.

In advance of this agreement being reached, a further letter was sent from the Legal Services Department to those members who failed to respond to the first correspondence and those previously unidentified claimants.  This provided these members with a further chance to withdraw their individual Employment Tribunal cases and therefore be included in the arrangements for the payment dates as clarified in the Joint Statement.

Branches and Representatives will recall that all back pay had to be calculated manually by Royal Mail Group. As a result, the cut-off date for information to be included in the PSP system in order to meet the 8^th October 2021 deadline for the weekly paid members was 9am on Friday 24^thSeptember 2021. Those who did not return confirmation of their Employment Tribunal withdrawal by this time will not be included in the pay run for 8^th October 2021. Those members who still respond positively to withdrawing their Employment Tribunal cases but return forms after this time will be included at a later payment date of 22^nd October 2021 and the deadline for meeting this date is 3pm on Friday 8^th October 2021. Monthly paid members will receive their payments as part of their October salaries on 30^thOctober 2021.

In the future, there are likely to be a number of additional agreed dates for back pay as it is obvious that the withdrawal of Employment Tribunal claims will not all be at once.  Branches will note that the proposed Joint Statement crucially contains a clause that individuals who do not meet the above mentioned deadlines will still receive a back payment after this time, once they have withdrawn their individual claim.  These future dates will need to be agreed but will depend to an extent on the volumes and Royal Mail Group being able to process these throughout the peak period.

The back pay has cost Royal Mail Group a significant amount of new money. Branches will appreciate that it has been a long journey to get to this point but at last many of our members will now see some real recompense for the additional hours of non-contractual overtime that they have performed. Coupled with this, Branches and Representatives will also see that the dates for the first interim payments for the 29^th March to 26^th September 2021 qualifying period have now also been confirmed as being 26^thNovember 2021 for the weekly paid and 30^th November 2021 for those on monthly salaries.  These interim payments apply to everyone who meets the qualifying threshold and are not dependent on the withdrawal of Employment Tribunal claims.

The back pay will be a new payment for many thousands of members and there are likely to be substantial enquiries regarding individual calculations.  The national agreement stated that these should be initially made to HR Services and the proposed Joint Statement builds upon this with other more defined options including the use of the People App and the My HR Help web form on PSP.  Branches receiving enquiries about back pay should direct members to these.

In closing, I would like to record my thanks to Tony Rupa and the Legal Services Department for their help in resolving what became an incredibly complicated matter.

Any enquiries in relation to the content of this LTB should be addressed to the DGS(P) Department.

Yours sincerely,

Terry Pullinger

Deputy General Secretary (Postal)

LTB 412/21 – Average Pay on Annual Leave (Holiday Pay) in Royal Mail Group – Joint Statement for Back Pay Arrangements

Attachment to LTB 412/21 – Joint Statement between the CWU and RMG – Update on Average Pay on Annual Leave (Holiday Pay) Back Pay Arrangements

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