Delivery Framework Agreement:From the agreement pages 17-28

[POSTMAN]

From the agreement pages 17-28.

Delivery Framework Agreement

Introduction and Key Objectives
Royal Mail and the CWU recognise that as the Mail market continues to evolve we are faced with significant challenges and opportunities. The mail market is changing, affecting the nature of the mail mix/traffic streams and their volumes, weight and size. New technology, automation and customer driven change are also collectively signalling the need for constructive change in the delivery operation if Royal Mail is to remain a sustainable and profitable company. Working together to transform the delivery operation at the same time as improving efficiency to deal with competition presents a key challenge for everyone. These same changes in the mail market are also creating commercial growth opportunities in packet volumes (fulfilment) through the growth in on-line shopping, advertising mail, unaddressed mail including D2D and international mail (as well as some more specialist services). Securing this growth is vital to the success of the business and providing a secure future for everyone working in it. Changes in the delivery operation will also be supported by major investment in new equipment and technology, providing an indication of the businesses ambition to succeed in a competitive market, and invest in its workforce. It is jointly accepted that the best way to deliver this change effectively is with the support of the workforce.

Delivering this change requires a radical transformation in delivery, which will include improving safety performance significantly through better equipment, workplace design and a culture of safety embedded in working practices. This will be underpinned by fair and transparent planning systems, processes and revision tools, ensuring that everyone has a productive workload that is safe, fair, and manageable, supported by improved tools for the job.

It means creating a fresh role for Delivery employees through the introduction of flexible working practices, improved attendance patterns (including fewer Saturdays), a better work-life balance, and by continuing to provide reasonable levels of take home pay.

Royal Mail and CWU are both fully committed to this transformation, and welcome the investment in employees, new technology and delivery equipment that will help modernise the role for people in delivery, motivating and equipping them to meet the challenges of the market head on. Creating an environment where all employees are well trained and supported, feel valued and motivated and are better equipped to carry out their role.

To provide the necessary support throughout this transformation process both parties will jointly review and monitor deployment progress and work together to ensure that all learning points are picked up and shared on an area, regional and national basis as revisions are rolled out, to provide support and guidance to locations as they move into revisions and ensure as far as possible a smooth transition as we continue to deploy change, sequencing revisions and the shorter working week.

[POSTMAN]

Health and safety - working safely

Health & Safety and working safely in the delivery environment is of paramount importance to Royal Mail and CWU and remains the overriding factor in all that we do.
All employees have the right to work in a properly managed, safe and secure environment, and working safely is an essential foundation on which to build a sustainable delivery model. Royal Mail and CWU share a joint agenda and commitment to ensure that safety is at the forefront of everyone’s thoughts and intentions at all times. Compliance with the spirit of and intent of the Royal Mail Group Safety Policy underpinned by the Royal Mail Letters Safety and Health Policy is recognised as the enabler to effective health and safety management, based on the Health & Safety Executive guidance.
People will be kept safe and secure through the introduction of and compliance with:-

All health and safety legislation, and agreed safety standards and policies.

Identifying the causes of stress - and working jointly to address them.

Safe and Secure working environment (including risk assessment and the provision of information, training, instruction and supervision)

Standardised walk logs containing easily identifiable information on hazards

Everyone acting in a responsible manner

Improved Workplace design

Appropriate delivery equipment and tools for the job, including clothing

Appropriate Delivery methods.

Fatigue – Understanding, Identifying and tackling the causes of fatigue.

Sharing and reviewing performance information to improve safety

Appropriately scheduled meal breaks ( consistent with relevant working time legislation)

Note: The above bullet points are NOT in any specific order

[POSTMAN]

Work Measurement/Standards and Revision Tools

Planning for operational change in delivery units will be done using national planning and measurement systems, and revision tools to ensure that workload is assessed and applied accurately, is fair and manageable, and indoor processes and outdoor delivery routes are optimised, efficient and achievable – recognising any specific local issues that may need to be considered.

To ensure that any assumptions, parameters and inputs are consistent with the paragraph above – a series of structured workshops will be held with the CWU within 4 weeks of signing this agreement. The workshops will include appropriate scenario modelling and data validation, which will include testing areas of concern against a live environment to help clarify any specific issues that may need further investigation or understanding.

The aim of the workshops will be to provide confidence in and understanding of the planning and measurement systems and revision tools in use.
Key areas that will be covered as part of the workshops will include:

Traffic recording

Indoor workload tool (and associated issues)

Pegasus and Georoute (and associated issues e.g. call rate)

D2D ( and associated issues e.g. call rate)
Ongoing maintenance and future developments of planning and measurement systems, and revision tools will involve the CWU through national consultation that will provide the opportunity for genuine input in advance of rollout – utilising workshops and meetings at the request of either party.
1200

[POSTMAN]

Door to Door

Royal Mail and CWU recognise that the unaddressed Door to Door market provides an opportunity to grow volume which will potentially help to protect jobs and bring additional revenue into the business. It will also provide some protection against future threats from by pass networks.

To make the most of this opportunity, and fulfil employee aspirations both parties accept that Royal Mail needs to be able to realistically compete by being flexible with its pricing, providing the best quality of service and being innovative with its product development.

In order to provide the foundation for this approach and ensure customer confidence in the core product, Door to Door will become a 52 weeks a year product. There will be no change to the current D2D workplan and all items will continue to be available for delivery from Monday onwards. Whilst the planned workload will be spread across the 6 days, delivery employees will have the ability to manage the delivery of the items themselves on the proviso that all items are delivered within the week and the delivery specification is not affected.

D2D traffic will be placed into measured workload both indoor and outdoor. This move into workload will require delivery duties to be adjusted and allowances to be made in order to provide sufficient time to ‘prep’ the items and deliver them. The appropriate delivery planning and measurement systems and revision tools (IWT, Pegasus Georoute etc) will need to be adjusted accordingly to bring this about. D2D will now need to be accounted for in the agreed Delivery Revision Process. This move will enable the quality of service associated with Door to Door to be driven to 100% - which is crucial to building customer confidence.

The growth ambitions for Door to Door will be managed responsibly, and will be supported in the medium term by the roll out of delivery methods across units nationwide.

In the interim to ensure that D2D workload is covered effectively in line with this agreement, and in advance of units realigning duties through full revision activity to take account of D2D, resourcing of hours associated with the workload linked to D2D will be dealt with through locally agreed interim arrangements and reviewed through the weekly resourcing meetings in all delivery units. To aid the transition, offices that have not deployed delivery methods revisions will have to provide genuine and demonstrable solutions to any weight or volumetric issues.

In addition to the above special attention will need to be given to Bank Holiday weeks through the weekly resourcing meetings, units will also need to have agreed contingency arrangements in place for late arrivals.

It is important that we create a positive culture that supports our joint growth ambitions. In future D2D will become the responsibility of the OPG performing the delivery route and as such treated exactly the same as all other traffic streams. Managers, CWU reps and employees will all play a part in driving up the perception, awareness and importance of the Door to Door product.

Furthermore it is equally important that the process of moving D2D to the delivery/prep frame needs to become more professional and reliable. Particular attention will need to be paid to the correct presentation of Door to Door material to each delivery route in line with other mail items/products.

The CWU will be involved in quarterly review meetings, which will provide an opportunity for the CWU and Royal Mail to review operational challenges, product developments, and work together to identify new products and further growth opportunities, including the potential for automation which will be driven by commercial viability linked to volume.

Both parties also recognise that in addition to growth in the core D2D product further commercial opportunities are likely to exist particularly for named/specific day(s) products and/or Saturdays which may provide Royal Mail with additional scope for increased revenue. In order to take advantage of any potential in this area any further commercial opportunities will remain subject to ongoing dialogue, joint monitoring and review and will also be discussed and agreed with the CWU nationally at the quarterly review meetings with a view to capturing any viable opportunities for the mutual benefit of Royal Mail and its employees and to also deal with any workload issues.

To coincide with the introduction of the national agreement unit payments will cease and the 3 items per week cap will be removed. D2D Monies will be turned into a delivery supplement paid 52 weeks a year for all delivery employees (OPG and ORR) pro rata for part time employees.

[POSTMAN]

Delivery Methods

Royal Mail is making a large investment in new Delivery Methods. This creates an operational solution to secure growth in the market. It will also improve efficiency through reduced reliance on dedicated delivery support duties/activities (acceleration, replenishment and some packet/bulk deliveries).
This new investment is welcomed by Royal Mail and CWU – and represents a significant step forward in delivery. It underpins a number of long standing joint objectives, all of which form an integral part of Delivery Methods revisions:

Improving safety in delivery.

Improving customer service.

Reducing the impact of weight on delivery.

Providing capability and capacity on delivery routes for future packet growth.

Providing modern and fit for purpose equipment for delivery people.

The Delivery Methods/equipment that currently fit into this category is:

Lightweight Trolley (LWT)

High Capacity Trolley (HCT)

Electric High Capacity Trolley (EHCT)

Motor Vehicles (CDV *,Panel Vans, Compact etc)

Delivery pouch

Cycles

The CWU will be fully involved in the development of all Delivery Methods equipment including SSOW prior to introduction into the operation. All Delivery Methods equipment will support the objectives of working safely, reducing fatigue and removing where possible weight off the shoulder. The overriding objective is to facilitate a safe, fair, manageable and productive workload.

The introduction of new delivery methods equipment will follow the agreed delivery revisions process and will need to take account of D2D.

Once assigned the use of equipment specified for the route will be mandatory.

Specific issues such as DDA cases will be examined and accommodated in line with relevant legislation.

All delivery revisions will be planned on the basis of no use of private cars. Private cars on delivery will cease upon the deployment of a Delivery Methods revision in a unit.

Individuals will always be trained on the correct use of equipment prior to use. This will also apply to the introduction of and best use of new technology on delivery routes e.g. PDA, Telemetry.

*Car Derived Vans (CDVs) / Shared Van delivery Routes
Guidelines have been developed with input from the CWU and are available to support Managers and CWU reps with advice and direction during the planning and introduction of local delivery methods revisions. Any future updates to guidelines will be developed with input from the CWU prior to being issued.

[POSTMAN]

Delivery Spans

Royal Mail and CWU agree that the length of the delivery span can be an enabler in bringing about mutual benefits. From now on, within the process of duty revision negotiations, spans must be looked at in the context of an enabler rather than a fixed amount of time to be aimed at.
In essence, the span will no longer be an objective in itself. Instead office revisions should look to define a set of revision objectives in line with the Delivery Revision Process and then negotiate and agree a duty span/structure that best meets these objectives, taking into account local factors and safety issues in route design.
This approach represents a fundamental change to the way delivery duties are constructed. Viewing spans as an enabler makes it essential that local negotiations reflect this step change and pay particular attention to the following factors when determining the length of delivery spans.

Safety and security

Delivery specification

Full time jobs

Optimised efficiency

Delivery methods and tools (including protective clothing)

Welfare facilities

Weight and volumetric capacity (including D2D)

Housing density and type e.g. stairs

Terrain and equipment

Each delivery route should have an associated risk assessment.

Employees will have a range of abilities and capabilities and consideration should be given to individuals on this point in line with relevant legislation.

Delivery methods and equipment are key enablers to providing a span length which is realistic and achievable.

In units where agreement for change is required in advance of local deployment of the transformation project/delivery methods, consideration can be given to varying the span length provided that genuine and demonstrable solutions to weight and fatigue are introduced.

The Delivery Span is defined as the time between the first and last letter inclusive of all related tasks such as replenishment, welfare etc.

[POSTMAN]

Attendance Patterns and Duty Structures

It is jointly recognised that the end product of duty revisions and their successful deployment are paramount to the success of this agreement, employee and customer satisfaction and the future success of Royal Mail. This will be achieved where duty structures and attendance patterns are innovative and meet the aspirations and needs of both employees and the company. Both parties accept that attendance patterns and duty structures must efficiently and cost effectively align hours to workload, meet the delivery specification and USO, and provide a real incentive for change. In addition to this both parties re-affirm their commitment to a maximum 5 day week attendance/duty pattern for all employees.

Whilst the emphasis will be on local parties to develop and agree duty structures and attendance patterns that meet the requirements above and remain consistent with all aspects of this agreement; a menu of options has been provided nationally to enable constructive, structured and progressive talks to take place locally that will assist in bringing this to fruition. Units are also encouraged to develop more innovative and imaginative attendance patterns fully utilising the available workload, and any options that deliver the requirements above and below.

Best practice in this area will be jointly discussed and shared at regional and national level and will be used as a source of information to assist others.

As part of the operational transformation the vast majority of full time delivery duties will start no later than 0700. The majority of delivery routes will be designed to start and finish at the workplace; however there will be some duties where it is more beneficial for both parties to agree alternative arrangements. In addition pouching off arrangements will remain where it is practical and efficient to do so. Employees who wish to retain their current contracted hours will have the option to do so, however all employees will need to recognise that in order to provide innovative attendance patterns and duty structures they will need to embrace change which may mean an alteration to attendance times.

Delivery spans will be a key component of delivery duty structures and a pragmatic and flexible approach to this consistent with the sections of this agreement covering spans and delivery methods will be essential in securing attendances which meet the aspirations of employees and provides a reliable and consistent service to customers in line with the new workplan detailed in the generic section of this agreement. In addition to normal/traditional delivery duty structures there is scope for securing full-time working through the effective use of technology (units with CSS machines) and different methods of delivery for example linking business and residential deliveries, the introduction of new products and services (particularly in the fulfilment market), as well as through cross functional working e.g. collections.

Family friendly duties and attendance patterns including religious holidays and requirements for time off will also form part of local discussions at the weekly resourcing meetings and during the revisions process.

Saturday Attendances
In addition to the above it is jointly recognised that Saturday attendances and in particular the number of Saturdays worked require special attention in order to meet the aspirations of employees and the needs of the business.

In recognition of this Royal Mail and CWU commit to providing more Saturday off options as part of improved attendance patterns for delivery employees. We have jointly explored and identified a number of options/opportunities to maximise the number of Saturdays off.

Whilst the precise number of Saturdays off and the aspirations of employees will vary from unit to unit, both parties believe we can deliver cost effective and reliable options that will maximise the number of Saturdays off for those who wish them. Royal Mail and CWU commit to achieving at least 1 in 4 Saturdays off for the majority of employees (including reserves) during the roll out of the operational transformation programme. In some circumstances this may be exceeded utilising jointly identified options to provide 1 Saturday off in 2 or 3.

Progress on all the issues/objectives above will be jointly monitored and reviewed at national level on an ongoing basis.

[POSTMAN]

Delivery Revisions Process

Both Royal Mail and CWU recognise that successful change needs full and meaningful involvement of all key parties. It is therefore critical that both local management and CWU are positively and actively involved in the revisions process right at the very start, throughout the planning, negotiation, implementation and review. As part of this involvement, input will be taken and ideas brought forward, and where appropriate implemented. Where ideas are not implemented – clear explanations of the reasons / rationale will be given supported by relevant information. To support this - the following involvement process will form a key part of the revisions process. Royal Mail and the CWU are committed to bringing this about and believe it is essential therefore that the following is put in place to underpin the process and improve working relationships:-


Positive engagement between the CWU and Royal Mail and a firm commitment to appropriate negotiation, consultation and communication on all delivery revision issues.

Early CWU involvement at all levels

Joint training on the relevant parts of this agreement

CWU reps and Royal Mail managers playing an active part in any involvement process and the deployment of agreements.

CWU reps being able to play an active role in Work Time Listening and Learning sessions.

Appropriate release will be given to allow CWU reps to fulfil their role in the process and consult with members.

Royal Mail and the CWU commit to the sharing of all information/data.
1.
Following the signing of this agreement the Delivery Revisions Guidelines will be reviewed with input from the CWU to ensure that it aligns to the objectives contained in this agreement. Updated guidelines will then be issued to all key stakeholders.
2.
Delivery revision guidelines will be shared in advance with the local CWU Representative and Manager at a local training workshop prior to the start of the revisions process. The CWU will be involved in working up the content of the workshop. Both parties will have the opportunity at the workshop to clarify any issues in advance and set out a timetable to complete each step of the process.
3.
It is recognised that some senior CWU representatives will need further up-skilling in order to effectively support, coach and mentor unit reps throughout the process. The approach for this will be developed as quickly as possible, with involvement from the CWU and priority given to early deployment areas to allow reps to fully participate in line with this agreement.
4.
To ensure ongoing and full involvement in the process, the local Manager and CWU representative will meet weekly as part of the planning, implementation and review process. Each meeting will be diarised at the start of the revisions process. Information and updates will be shared with the CWU Representative and Manager in advance of the meeting. Outputs, actions and relevant information will be shared with the colleagues in the delivery unit and displayed on a weekly basis.
5.
In order to inform the revision discussions and provide a reference for employee aspirations, including options around Saturday attendances in line with the paragraph on attendances and duty structures an informal non binding preference exercise (provided nationally) will be carried out prior to the commencement of the 6 step revision process.
The following phases will take place with full and systematic involvement, including the sharing of all relevant information, with the CWU Representative at each step of the process.

Objectives, targets and plans

The aim must be wherever possible to establish joint objectives and parameters.

Current state is established including full and part time mix, the office turnover and identification of any ‘leavers’ prior to the target date for the revision should also take place at this stage.

Initial planning work is carried out and the ground ahead is prepared taking full account of Saturday Options.

Foundations – data gathering & checking

Key data including base data, overall traffic levels including D2D, and breakdown to delivery routes for the revision is gathered, checked and confirmed.

Accuracy of the data to be reviewed before detailed duty changes developed.

Revise office deliveries

Outdoor work is developed into a set of fair and equable delivery duties.

Local factors considered-e.g. one way streets

Output of the phase is a new set of outdoor delivery blocks.

Agree the office duties

All work undertaken by the delivery office (including travelling time. Replenishment and conveyance) is accounted for in a full set of duties.

Modifications to indoor sorting and preparation workload are considered in this phase.

Implication of changes, in terms of finances, manpower and resources, are understood.

Reach local agreement in line with the IR Framework on new duty proposals

Deploy the new duties

Pre-deployment tasks are undertaken including training requirements to prepare the office, staff, (including re-signs in line with the Way Forward Agreement), customers and other teams for the new duties and working arrangements.

Post- revision management

Review of new duties and working arrangements after implementation.

Potential tweaks to duties or allocation of resource to duties agreed and implemented as necessary.

Reviews range from weekly, monthly and final PIR at 12 weeks.

[trudy]

From the agreement pages 17-28.

Delivery Framework Agreement

Introduction and Key Objectives
Royal Mail and the CWU recognise that as the Mail market continues to evolve we are faced with significant challenges and opportunities. The mail market is changing, affecting the nature of the mail mix/traffic streams and their volumes, weight and size. New technology, automation and customer driven change are also collectively signalling the need for constructive change in the delivery operation if Royal Mail is to remain a sustainable and profitable company. Working together to transform the delivery operation at the same time as improving efficiency to deal with competition presents a key challenge for everyone. These same changes in the mail market are also creating commercial growth opportunities in packet volumes (fulfilment) through the growth in on-line shopping, advertising mail, unaddressed mail including D2D and international mail (as well as some more specialist services). Securing this growth is vital to the success of the business and providing a secure future for everyone working in it. Changes in the delivery operation will also be supported by major investment in new equipment and technology, providing an indication of the businesses ambition to succeed in a competitive market, and invest in its workforce. It is jointly accepted that the best way to deliver this change effectively is with the support of the workforce.
Delivering this change requires a radical transformation in delivery, which will include improving safety performance significantly through better equipment, workplace design and a culture of safety embedded in working practices. This will be underpinned by fair and transparent planning systems, processes and revision tools, ensuring that everyone has a productive workload that is safe, fair, and manageable, supported by improved tools for the job.

It means creating a fresh role for Delivery employees through the introduction of flexible working practices, improved attendance patterns (including fewer Saturdays), a better work-life balance, and by continuing to provide reasonable levels of take home pay.

Royal Mail and CWU are both fully committed to this transformation, and welcome the investment in employees, new technology and delivery equipment that will help modernise the role for people in delivery, motivating and equipping them to meet the challenges of the market head on. Creating an environment where all employees are well trained and supported, feel valued and motivated and are better equipped to carry out their role.

To provide the necessary support throughout this transformation process both parties will jointly review and monitor deployment progress and work together to ensure that all learning points are picked up and shared on an area, regional and national basis as revisions are rolled out, to provide support and guidance to locations as they move into revisions and ensure as far as possible a smooth transition as we continue to deploy change, sequencing revisions and the shorter working week.

in our office of about 35 duties we have been told we need to save 400 hours. We are having a table top revision not geo. we are not getting vans or the larger trolleys. i was told it was because we are a small office. this doesn't sound right to me. how can people you don't know the area or walks do this. also if anyone used a bike they would need to put duties in not cut 1 in 3 out

[Steviea34]

in our office of about 35 duties we have been told we need to save 400 hours. We are having a table top revision not geo. we are not getting vans or the larger trolleys. i was told it was because we are a small office. this doesn't sound right to me. how can people you don't know the area or walks do this. also if anyone used a bike they would need to put duties in not cut 1 in 3 out[/quote]

If all 35 duties are F/T that would give you an AWD of 1400 hours, removing 400 would mean a reduction
of over 25% of staff or reducing F/T by 10 people, if you have part timers then the AWD will be less, it maybe
worth checking the savings again as 400 hours seems a bit unachievable. Anyway how can you have a savings
target yet when both RM & CWU have not agreed the INDOOR & OUTDOOR WORKLOAD TOOLS

[dvbuk55]

Hands up all those who think we are going to see these workload tools BEFORE the vote.

[Postal1]

We all know that RM will revolve workloads to budgets. I mean we can't even complete on time now. RM agreement is shady on delivery span, although the agreement leaves it open to
what traffic we get and thus could be 6hours in theory i guess. We were told that 20mins would be saved from walk sequencing machines. Now the math doesn't make sense.
IF as the agreement d2d are treated the same as normal traffic and put in the rm2000frame. Time to prep these is included in the indoor working tool. Delivering them in the outdoor
pegasus tool. Then how the heck are we supposed to do all this in 39hours where we are only saving 20mins in indoor prep?
We all know also that most offices are pushing for further redundancies/buydowns. Or office is affter another 10 people to leave. To me the figures don't make sense.

[pjthebear]

Royal Mail and CWU agree that the length of the delivery span can be an enabler in bringing about mutual benefits. From now on, within the process of duty revision negotiations, spans must be looked at in the context of an enabler rather than a fixed amount of time to be aimed at.
In essence, the span will no longer be an objective in itself. Instead office revisions should look to define a set of revision objectives in line with the Delivery Revision Process and then negotiate and agree a duty span/structure that best meets these objectives, taking into account local factors and safety issues in route design.

WTF I reckon they had done a bottle of sherry in when they worded this!

[dvbuk55]

Royal Mail and CWU agree that the length of the delivery span can be an enabler in bringing about mutual benefits. From now on, within the process of duty revision negotiations, spans must be looked at in the context of an enabler rather than a fixed amount of time to be aimed at.
In essence, the span will no longer be an objective in itself. Instead office revisions should look to define a set of revision objectives in line with the Delivery Revision Process and then negotiate and agree a duty span/structure that best meets these objectives, taking into account local factors and safety issues in route design.

WTF I reckon they had done a bottle of sherry in when they worded this!

I'm a bit confused here - did they mean enabler or disabler - after 6 lots of D2D, the council tax forms, election material and a 6 hour delivery. You see they have not yet realised that you cannot fit a quart into a pint pot - there is a finite limit to capacity and lifting the fixed amount of time does not increase the capacity of the delivery officer to deliver.

[Postal1]

Sounds like another clear case of confusing the issue to me.