Delivery Representatives Reference & Guidance Document v2

[Geezer]

SENT 15 November 2011

Dear Colleagues,

Please see the attached live document. It is not a definitive document and will continue to be updated as discussions with Royal Mail continue and hopefully change.

This is version 2 and future versions will be numbered accordingly.
Bob Gibson
CWU Assistant Secretary - Outdoor

Outdoor Postal Dept
CWU HQ
150 The Broadway
Wimbledon
London SW19 1RX
Tel: 0208 971 7276
Fax: 0208 254 8577
CWU Website: http://www.cwu.org/" onclick="window.open(this.href);return false;



==============================================================================================================================================================================================================



BT 2010 & BEYOND DELIVERY ISSUES




Delivery Representatives Reference & Guidance Document v1

Listed below are some of the issues where Royal Mail is not applying the national agreement correctly or in its spirit and intent, and others where they are deliberately undermining it. This document identifies the relevant extracts from the national agreement. Articulates what it is that Royal Mail are doing or are not doing, what the CWU position is and how we respond in line with the national agreement.

Indoor Mail Flow Process
National Joint Statement agreed and circulated. However it has come to our attention that Royal Mail has introduced an updated IWT called V7 patch 2 or V7patch 3 neither of these are agreed with the CWU and should not be accepted. They include an Items Per Hour screen.

Hot House Approach or Developed Revision Process
National Joint Statement agreed and circulated

Delivery Methods

Royal Mail Position
Cars not being removed. Trolleys being discarded. Standards being ignored.

CWU Position
Standards being ignored. Weight still on the shoulder and therefore routes not properly risk assessed. Poor training or lack of it. Illegal use of cars as bond should be withdrawn, also Insurance is not valid. National agreement is clear and failure to implement these changes is a direct contravention. Counteracts Pegasus as routes should have been planned on the basis of the equipment identified and being used. Managers responsibility as employer to make sure agreement is adhered to, instructing employees if necessary.

National Agreement States


Page 13
Generic Operational Transformation
Improved delivery methods, equipment and ways of working.

Page 17
Introduction and Key Objectives
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.
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.
Creating an environment where all employees are well trained and supported, feel valued and motivated and are better equipped to carry out their role.

Page 22

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

Page 23

Delivery Methods
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

CWU Response
Register disagreement, abrogation of national agreement – Delivery Framework Agreement – Delivery Methods. This can be done unilaterally on a point of principle.

Target Savings

Royal Mail Position
Royal Mail document sets savings at 5%. Still not withdrawn. Also team set up to ensure savings are made, revisions sent back if they don’t deliver target savings.

CWU Position
No target savings in the agreement.
Dale Haddon letter to Dave Ward April 2010
“When building revisions managers will work with their unit representative in line with
our agreed process. Local duty sets and numbers of jobs will emerge from the
application of our agreement and not predetermined by office budgets. As discussed,
the standards, revision tools and best methods we have agreed will improve efficiency
and help managers meet targets, but the budget will not dictate the duty structure.”
“I will copy this correspondence to Delivery Office Managers to support them in
getting the new approach embedded in practice”

CWU Response
Do not proceed with revision process on the basis of pre determined savings. If necessary register disagreement quoting Dale Haddon’s statement above. The national agreement is about Business Transformation not savings.

H&S Standards

Royal Mail Position
Welfare break ignored. Meal Relief’s not being taken or enforced by managers. Bullying continues and use of conduct code creating stress.

CWU Position
Abrogation of Working Time Directive. Unsafe use of pouches over the shoulder. Risk assessments not in place where equipment not being used.

National Agreement States

Page 18
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.
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.

• 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)
• Fatigue – Understanding, Identifying and tackling the causes of fatigue
• Appropriately scheduled meal breaks (consistent with relevant working time legislation)

CWU Response
Do The Job Safely needs re launching in unit and nationally. Register Disagreement if welfare is not included in span. Challenge bullying and use grievance procedure.

Lump Sums

Royal Mail Position
People still not receiving lump sums on time. Revisions being vetoed by management team ARC (30 managers) Royal Mail introducing WxS revisions and not paying out. Changes to start and finish times, and re alignment to workload are not being classed as WxS revision. Blatant attempt to alter national agreement by offering different lump sums, offer made in Scotland £400 for SWW revision. Royal Mail attempting to avoid SWW being deployed. Royal Mail deliberately undermining the national agreement.

CWU Position
Lump sums are linked to Transformation not savings.

National Agreement States

Page 71
Transformation Lump Sum Payments and Shorter Working Week
£600 will be paid to everyone in the delivery unit on deployment of the walk sequencing revision.

CWU Response
Do not introduce the revision until there is an agreed document that includes the date for the payment and the amount being paid or delayed. This should form part of the local agreement.

Delivery Supplement

Royal Mail Position
Payments not being made to MGV drivers in delivery offices.

CWU Position
National Agreement is for everyone in the Delivery Office to get the payment.


National Agreement States
Page 60
Pay Simplification
This is payable to all delivery office employees directly tagged to and working in the delivery function.

Page 21
Door to Door
“a delivery supplement paid 52 weeks a year for all delivery employees”

CWU Response
Agree up front who the revision covers and document this or include in the revision agreement.

Innovative Attendance Patterns & Duty Structures

Royal Mail Position
Workplan being used as excuse. Delivery Offices being moved to 0700 or later starts. Royal Mail strategy from day one has been to undermine this aspect. Royal Mail state that 1 in 6 protects and provides for more full time duties that 1 in 4.

CWU Position
Members being deterred by misinformation produced by Royal Mail managers, resulting in not enough Saturdays off. Royal Mail need to supply statistics to CWU. Any member who wants more Saturdays off should be provided with them.

National Agreement States
Page 17
Introduction And Key Objectives
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.

Page 24
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.
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.

Page 25
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.

Page 25
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

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.

CWU Response
No agreement should be given locally if the revision does not provide at least 1 in 4 Saturdays off and that is the wishes of the membership. Do not change Saturday attendances unless members get more Saturdays off. Register disagreement, where necessary unilaterally or on a Point Of Principle.

Workplan

Royal Mail Position
Royal Mail is misleading people on this. Misinformation is being used to defer start times in delivery.

CWU Position
Workplan is a failure. Workplan is supposed to support innovative attendance patterns not the other way round.


National Agreement States
Page 14
Workplan
To provide ongoing confidence, the roll-out of the new workplan and associated changes will be the subject of joint national reviews to establish that the operational assumptions within the workplan support the criteria detailed below. As part of these reviews both parties commit to make such improvements/adjustments as are necessary.
That mail arrivals are consistent with the transformation workplan and support and enable the attendance patterns and duty structures contained in the functional sections of this agreement to be delivered at local level.

CWU Response
Register disagreement over later starts. Hold them to the statement above and do not progress revisions unless this requirement is met at phase 1.

BSI + Upper Decile

Royal Mail Position
100 BSI being imposed. Upper Decile being used as excuse/reason to remove hours. Managers doing CWU work.

CWU Position
100 BSI never agreed with CWU. Members being misled and misinformed. The step change in revisions is too large. Upper decile not demonstrated. List of top 10 offices not produced. Unrealistic targets are the main cause of revisions failing. Too many hours being removed indoor.

National Agreement States
Page 4
Modernisation – A Shared Vision
A business where employee safety is the number one priority. Employees will be provided with modern, appropriate equipment and support and a realistic workload based on fair and transparent standards

Page 16
Productivity
In addition it is essential that measurement systems are fair, objective, equitable, fully understood and benchmarked on a like-for-like basis.
In line with the above-mentioned approach, we want to bring everybody’s actual performance up to the level of the top 10 per cent performance consistent with good employment policy, appropriate equipment, safe working practices and consistent with national agreements. This will be achieved over the course of this agreement in line with any relevant functional sections in this agreement.

Page 17
Introduction And Key Objectives
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

Page 18
Health & Safety – working safely
Fatigue – Understanding, Identifying and tackling the causes of fatigue.
Sharing and reviewing performance information to improve safety

Page 19
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.

CWU Response
Don’t agree to these standards. Register disagreement on the basis of unrealistic targets and insufficient indoor hours to clear traffic to workplan. Set standards at 75 in line with ACAS code of practice. No agreement to move to something not agreed or identified (upper decile)

Tools

Royal Mail Position
Section being ignored. BSI and Upper Decile being used to undermine revision and planning tools. Tools still being designed and introduced without CWU involvement.


CWU Position
Training package being developed to support local reps just left on backburner, no support from Royal Mail to move this forward. CWU are attempting to fully engage with Royal Mail all the time but progress has been deliberately slow.

National Agreement States
Page 19 -
Work Measurement/Standards and Revision Tools
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.

Page 26 –
Delivery Revisions Process
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.

CWU Response
Where reps are unsure about any tools request the assistance of Area/Divisional reps and do not move forward until this has been provided. Alternatively request training support from CWU Outdoor dept via the Branch. Do not engage in dialogue over any unagreed tools and report this to the Divisional reps and Outdoor dept immediately.

D.O. Closures

Royal Mail Position
Royal Mail pursuing closures purely for financial reasons. Executive action taken. H&S ignored. Public ignored. Members ignored.

CWU Position
Royal Mail has had CWU document for months. No formal response from Royal Mail. CWU being ignored. NDG agreed separate agreement needed. Service deteriorates. Reduced customer service and confidence in Royal Mail. CWU need full plan of closures. Also need national talks to be concluded and nationally agreed process.

Delivery Office closures is not contained in the National Agreement as it was never discussed.

Weekly Resourcing

Royal Mail Position
Meetings not taking place. Not providing CWU reps with adequate release if any at all. New flexing tool being ignored. Managers dictating resourcing for unit and absorption and lapsing. Hours can come out but not go in.

CWU Position
Managers cannot provide evidence to support their decisions. Model week not agreed with CWU.
Absorption and lapsing taking place despite the nationally agreed flexing tool. Poor and unrealistic resourcing affects QofS and customer confidence.

National Agreement States
Resourcing Meetings are mandatory meetings and should take place every week between the DOM and CWU. Also see Weekly Resourcing Meeting Guidelines v2.0 August 2011

CWU Response
Move Model Week higher to increase staffing base. Set Model Week at a position where it is higher than the lowest week 75% of the time. Register disagreement over misuse of flexing tool and potential service failures, also abrogation of Pay & Modernisation Annex B - Guiding Principles/Key Criteria

Forecasting Tool

Royal Mail Position
Directive given to DOM’s not to put hours in, only allowed to take them out i.e. lapse. Ignores the tools outputs. Only budgeted for lapsing

CWU Position
Nationally agreed tool that identifies resourcing requirements. The information used by the flexing tool is that going into the IWT. Duties are based on the data/information provided by Royal Mail in first place. National joint presentations have taken place all round the Country.

CWU Response
Register disagreement over unagreed use of flexing tool.

Absorption & Lapsing

Royal Mail Position
Not dealing with this in line with Pay & Modernisation Agreement. Bullying members to achieve unrealistic absorption levels. Not providing additional leave in summer. Taking place throughout year even when traffic levels are above the model week. Managers Doing CWU Work.

CWU Position
Covering for each other being ignored. There is a facility to extend numbers on leave in the summer. 30 mins flexibility clause not being honoured, payback by the end of the week is ignored.

National Agreement States

Pay & Modernisation – Section 2
It is all about managers, reps and employees working together sensibly with a bit of give and take, applying equally to all. This is not about employees not knowing what job they are on, or when they start and finish from one day to the next. Nor is it about anyone refusing reasonable requests. Account should of course always be taken of individual circumstances.
• Variation of hours – Where necessary, for example when traffic volumes are unexpectedly high or resourcing issues arise, individuals may be asked and may themselves request to vary their duty times by up to 30 minutes on a swings and roundabouts basis. Again, individual circumstances will be taken into account and total weekly contractual hours would not change.
• Efficient Summer staffing – each unit will utilise the opportunity offered by reduced traffic volumes to re-arrange responsibilities during the summer period. This will offer employees additional opportunities for leave during the same period.

Pay & Modernisation Annex B - Guiding Principles/Key Criteria
• Managers and CWU reps working together to ensure successful introduction and operation of jointly identified opportunities/arrangements on an ongoing basis.
• Provision of suitable release for CWU reps to fully participate in the Strategic Involvement/weekly resourcing process.
• Advance Identification of traffic levels, absence/leave and workload requirements.
• Provision of the best possible customer service.
• Adherence to all Health & Safety Standards/requirements including walk safe, legal requirements and national/local agreements.
• All staff treated on an equal and fair basis.
• Clearly displayed plans/comms so that all individuals are fully aware 2 weeks in advance of their duty details.
• Walk logs up to date and all appropriate equipment necessary to do the job provided, including personal protective equipment, transport arrangements, and delivery methods.
• Adherence to the Delivery Office Workplan.
• Individuals’ personal circumstances taken into account with a process to arbitrate where issues are raised regarding their ability to work flexibly.
• Staff fully trained, as required, in advance to ensure they are safe and competent to cover work.
• The continuing provision of reasonable local earnings levels.
• No changes to duty attendance times unless agreed locally.
• All leave commitments and family friendly arrangements to remain in place


CWU Response
Fully utilise all of the above registering disagreement where this is ignored. Ask for local agreement to cover summer period i.e. more people on leave, seasonal scheduled attendances. Push for more covering for each other. Where bullying is taking place take out a grievance and report the managers name and the office name to the outdoor dept.


D2D

Royal Mail Position
Managers not treating D2D seriously and undermining national Agreement and the product. Items going straight in the bin. Items not being delivered. National Agreement not being applied correctly.


CWU Position
No professional approach in place. Hours for handling not being introduced. Quarterly meetings not diarised. Hold them to the deal. Still have drivers and collections not getting supplement.

National Agreement States
Page 20
Door to Door
There will be no change to the current D2D workplan and all items will continue to be available for delivery from Monday onwards.
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.
D2D will now need to be accounted for in the agreed Delivery Revision Process.
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.

Page 22
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.


CWU Response
Report names of managers and name of delivery office to Outdoor dept where items are dumped or they arrive late. If items arrive late ask for overtime to deliver late items as they are not factored into the prep time and delivery routes for the remainder of the week. Present proposals to Royal Mail to identify a duty or duties responsible for presenting items to the delivery duties. Alternatively propose Schedules Attendances for this purpose. Use the IR framework where necessary.

Relationship

Royal Mail Position
Completely ignoring this part of the agreement. Not working with or involving CWU. Introducing initiatives without CWU involvement or even notification.

CWU Position
Complete mistrust. Relationship going backwards. National Agreement a waste of time. Meetings impossible to get arranged. Delivery Optimisation Group deliberately undermined not met for months. Change is a one way street, CWU objectives being ignored. Too many coincidences around country of change being introduced outside of national Agreement. for Royal Mail has formed a central team to look at revision failures CWU not informed or involved.

National Agreement States
Page 2 –
Purpose and Scope
Both parties agree that central to success is the need to fundamentally transform relationships and quickly build a culture of mutual interest between managers, union and employees.

Page 4 –
Modernisation A Shared Vision
More rewarding employment with better long term prospects for the workforce.
A workforce that feels valued and is genuinely involved in making Royal Mail a successful business.

Page 5 –
Transforming relationships
• Both parties also accept that unless there is a radical improvement in relationships at all levels then the business cannot succeed. Against this background Royal Mail and the CWU recognise that transforming relationships and modernising the culture is key to the sustainability and success of the business.
• Royal Mail will provide the CWU with genuine engagement at the development stage of key business policies supported by transparency and good information share.
• The need to ensure that national agreements are consistently deployed at a local level with continuity of service in a way that means industrial action and managerial executive action become unnecessary.


Page 17 –
Introduction & Key Objectives
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…


CSS Deployment

Royal Mail Position
Do not want to reward operators for taking on more responsibility. OEE being misused.

CWU Position
Tech operator needs sorting out. Substantial savings and operational benefits for Royal Mail if introduced.

National Agreement States
Page 49 –
Technical Operator
Royal Mail and the CWU will agree a full list of tasks that may be safely undertaken on a “first look” response basis, using agreed tools, with an agreed level of remuneration. This will be trialled in sample MPUs and jointly evaluated. Once it has been agreed that the success criteria have been met, the outcome of the trial will inform national consultation on the basis of rollout to all MPUs.

CWU Response
No additional tasks if reward not agreed

Minor Repairs

Royal Mail Position
Do not want to reward anyone for carrying out minor repairs. Believe it was dealt with in National Agreement.

CWU Position
Will deal with in line with National Agreement. Dispute Royal Mails claims. Needs reward and H&S sorting out

National Agreement States
Page 54 –
Minor repairs
Drivers will also be required to carry out minor vehicle repairs/maintenance tasks where necessary which are jointly agreed as suitable for a trained driver to carry out (e.g. replace bulbs, top up fluids/oil/water, replace wiper blades, change wheels). This should be carried out wherever possible within duty time, including time allocated to complete vehicle checks. However, it is recognised that some minor repairs will require additional time.
Driver training and the practical application of minor repairs will be introduced for the entire Royal Mail vehicle fleet in line with the principles contained in our agreed process: The Performance of minor repairs by network professional LGV drivers.
CWU Response
No cooperation with roll out. Members informed accordingly.

Reviewing the Agreement

The full terms of this agreement will be subject to ongoing review and the national parties will meet regularly to monitor overall progress.
Standardised reporting systems will be established with shared data to measure the effectiveness of implementation of the agreement and ensure the commitments made within it are delivered in practice.
Given our intention to change the nature of the relationship between Royal Mail and CWU and build trust across the organisation the parties will continue to be supported through the initial stages of deployment by the independent facilitator, Roger Poole and Peter Harwood, Chief Conciliator of ACAS.

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.

Don’t agree revisions unless
Voted in by members
You have at least 1 in 4 Sats off
The 100BSI issue has been satisfactorily dealt with and don’t improve by more than 5 points
You have signed document confirming the amount and date for the lump sum to be paid.
All new methods are in place
Replenishment and welfare has been adequately dealt with and included in the delivery span.
Attendance calls have been fully included and accounted for.
All delivery routes have been verified.

Don’t deploy unless
All equipment is available
There has been a resign
All training has been completed
You have fixed a date for the lump sum payment in writing
IWT has been rebased.


Also below is a CWU Revision Checklist of the things that you will need to do as part of the revision process.




CWU Revision Phases Reps Checklist

Phase 0 – Up to 2 months before start of Phase 1

1. Check ACF’s and Reported Traffic 7. Confirm Vacancies & Copy of current TM1
2. Is A-Plus being updated – MIM report 8. Sample Packet count on current routes
3. Check current IWT–Hrs balance with RCS 9. Confirm SPDO’s not part of IWT
4. Received basic 1 day Revision training 10. Have RM got Pre-determined savings targets
5. Check RCS – Mini Duty Builder 11. Agree Model Traffic Week
6. Establish Delivery Methods for Revision 12. Confirm RM will use Traffic Forecast tool post revision to resource extra indoor hours

Phase 1 Phase 2
1. Confirm all Data up to date 1. Mapping Verification check with staff
2. Establish Joint Objectives 2. Agree Outdoor Span
3. Agree Current State 3. Make sure Geo-Route has been updated
4. Agree Structure from Menu of Options 4. Get Updated copy of MIM report
5. Agree hours for Flow if being introduced 5 Agree time in routes for welfare
6. Get ASR to oversee Revision H&S issues 6. Review leave / sick reserve level
7. Agree BSI / Performance for IWT
8. Agree IWT


Phase 3 Phase 4
1. Review Optimised Routes with staff 1. Agree new routes with RM
2. Review Parking places within Loops 2. Agree duties with RM
3. Agree manual interventions-Pouch drops 3. Ballot members on Revision
4. Check Travel times 4. Agree pay date for £200 / £600 to be paid and paperwork submitted
5. Use Post Optimisation Review Document as necessary 5. Document changes in signed agreement to include model week, DP’s, BSI, new duties etc
6. Check agreed IWT & Geo-Route hours in Duty Builder are those that you agreed 6. Contact ASR to check all revision H&S issues have been dealt with and actioned
7. Make sure TM1 matches Duty Builder
8. Identify Toilet stops
9. Include CWU Facility time in revision


Phase 5 Phase 6
1.Office resign per Way Forward 1. PIR Weekly, Monthly, Final after 12 weeks
2. Agree Deployment Date 2. Make any changes as necessary
3. Identify Training Issues 3. Confirm remaining W/S lump sum £200 to be paid after 6 weeks unless revision is phased
4. Check new Office Layout 4. Confirm new IWT has been populated after 4-6 weeks of revision deployment
5. Check frame configurations are agreed before change in office layout 5. Confirm to ADR weekly resourcing meetings are taking place
6. Agree hours for learning curve 6. Confirm to ADR Traffic Forecasting tool is being utilised to identify +/- hours for resourcing

[POSTMAN]

Cheers Geeze.

Didn't we have one of these the other week.
EDIT:Found it...
http://www.royalmailchat.co.uk/communit ... 42&t=39695" onclick="window.open(this.href);return false;

[Geezer]

Sorry Checked The Title and never found it. So posted it !

Only Got This yesterday ( 15 Nov 2011 ) sent out by Bob Gibson, Here's the rest of the Email it was attached too.

============================================================================================================================================================================================

Dear Colleagues,

Please see the attached live document. It is not a definitive document and will continue to be updated as discussions with Royal Mail continue and hopefully change.

This is version 2 and future versions will be numbered accordingly.
Bob Gibson
CWU Assistant Secretary - Outdoor

Outdoor Postal Dept
CWU HQ
150 The Broadway
Wimbledon
London SW19 1RX
Tel: 0208 971 7276
Fax: 0208 254 8577
CWU Website: http://www.cwu.org/" onclick="window.open(this.href);return false;

[POSTMAN]

It's slightly different,looks like it's been updated a bit.
Not a problem,i just thought,are we gonna get weekly copy/paste's from HQ.

[dvbuk55]

It's slightly different,looks like it's been updated a bit.
Not a problem,i just thought,are we gonna get weekly copy/paste's from HQ.

The problem is of course DOs have accepted changes without versison 2 - how long must this farce go on. It really is time to actually get the membership on board with a coherent objective instead of plodding down the same old path - there are so many bandages on this agreement it looks like it came out of Tutankhamuns tomb.

[knackers0191]

it will go on, as long as we let them. dont forget the members are the union

[Viewfindergeneral]

I think in light of all the above the National Agreement should be re-named the National DISagreement! I find it hard to believe that with Royal Mail blatantly ignoring so many issues that we aren't being balloted for industrial action. How much longer are RM.. going to get away with it? Where are A.C.A.S. now? I thought they were supposed to be monitoring the situation. If all the above is true, and I don't doubt it, R.M. are taking the p*** out of the Union and the members. Come on C.W.U. HQ wake up and sort this out. All talk and no action is getting us nowhere.

[steven100]

I know for a fact the some issues rm are doing illegally are happening in my office. I've said this before our union should be doing more.

[ronpetetrevchris]

Couldv of done with this BEFORE the revision, but nice one, better late than never.

[smileski]

Couldv of done with this BEFORE the revision, but nice one, better late than never.

Totally agree with this mate, could of done with this before having a Div rep agree to deploy over my head!!!

[dvbuk55]

Couldv of done with this BEFORE the revision, but nice one, better late than never.

Totally agree with this mate, could of done with this before having a Div rep agree to deploy over my head!!!

I suppose there is a compelling truth in having a revision pushed through as opposed to being refused full time release

[woofwoof]

Couldv of done with this BEFORE the revision, but nice one, better late than never.

Totally agree with this mate, could of done with this before having a Div rep agree to deploy over my head!!!

I suppose there is a compelling truth in having a revision pushed through as opposed to being refused full time release

best answer yet

[Union Man]

This puts a whole new complexion to the farce that is the modernisation programme,so called experts applying a wholly different set of criterias to our future,duplicitous binch of reprobates.Well done Another Limey hope this will help youmove forward with confidence to tackle the tricksters that purport to be carrying out the future planning of RM with CWU agreement!Well done.