CWU FOUNDATIONS FOR A NEW DELIVERY MODEL

[k979aaa]

On the CWU site is a new LTB 231/09 if you click the link at the top of the page and have a word document their is a file for download on the ideas and plans of royalmail and the CWU for a new delivery model.

[POSTMAN]

There's 6 bits to it.

CWU Delivery Blueprint- Foundations For A New Delivery Model

Please find attached to this LTB the revised Delivery Blueprint document and associated documentation. The document has received some minor amendments to provide a clearer understanding of the CWU position following the previous circulation. This was done after discussion in all Divisions and feedback from the CWU Delivery Reference Group. The revised document and policy line indicated below was endorsed by the Postal Executive last Wednesday 4th March 2009.

The associated documentation includes a CWU PowerPoint presentation, a delivery members' newsletter in word and pdf format and a Delivery Reps brief also in word and pdf format.

It would be appreciated if the documentation could be given the widest possible circulation as soon as possible. Branches/Divisions/Regions are at liberty to use the newsletter however they wish and in whatever format they wish such as postcards, handouts etc to get the message out into the workplaces and amongst the membership.

It is important to take the revised Blueprint into all delivery units and Branch meetings etc to initiate discussion and debate and to hopefully gain a broad base of support at grass root level for the CWU position. I would ask all parties concerned to coordinate their approach and activities in order to gain maximum support. I am aware that some Branches and Areas have already discussed the document with some Branch Royal Mail sections having adopted it as policy. Branches/Divisions/Regions should encourage all Representatives and members to make it known to management that they are supporting the CWU position.

At the same time the document which forms the basis of our negotiating position is being converted into a draft proposal to send to Royal Mail. It is intended to place the draft before the Postal Executive on Thursday 12th March and to subsequently send the proposal to Royal Mail the following day. A meeting has been arranged with Royal Mail for the following Friday 20th March at Rathbone Place in London where it is hoped we will be able to make some progress.

[POSTMAN]

CWU FOUNDATIONS FOR A NEW MODERN DELIVERY MODEL

Background

1.Delivery work is changing. Automation in delivery offices will alter the balance of indoor to outdoor work1. Evidence suggests that letter volumes are declining2, packets are on the increase and door-to-door work is likely to become a more important part of deliveries. All this means changes in working practices; changes which must be agreed in line with a clear vision for a future delivery model.

2.Royal Mail is working through a five-stage transformation process in deliveries. Phase two, transforming methods, has now been reached in many offices and involves accelerating savings and work on delivery spans. Phase three involves automation. It is essential that the CWU has in place a comprehensive ‘blueprint’ for deliveries ahead of this phase in order to satisfactorily influence change.

3.The CWU can embrace automation, improve efficiency and raise morale through a process of active involvement. Royal Mail’s current planning assumptions are driven by monetary savings. While there will be opportunities for cost reductions, Royal Mail must acknowledge that the cheapest way is not necessarily the most desirable given quality of service implications and customer perceptions. If left unchallenged, Royal Mail’s plans will result in wide regional variations in quality of service.

4.Agreement must be reached over a number of core issues in order to facilitate the introduction of an effective new delivery model3. These include the following:

Future working arrangements– including a commitment to future employment and job security;
Information sharing and engagement in meaningful discussions at all levels;
Joint understanding of the implications of new technology and improved automation;
The use of revision tools and planning methods;
Future trials, terms of reference and guiding principles;
Maintenance of current and future earnings potential;
Working safely;
Delivery methods and structures;
Delivery spans and specifications;
Incorporation of door-to-door in a new delivery agreement;
Enhanced role for Callers’ Offices.

A National Agreement

5.A national agreement covering future working arrangements and delivery methods is essential. It should enable both parties to engage in local discussions, develop effective working relationships and support a smooth transition to a new delivery model.
6.Any agreement must incorporate a clear commitment from Royal Mail to future employment and job security in delivery. Such a commitment is necessary to engage employees in the process of change, foster a sense of security about the future, motivate staff and enable a smooth transition to new working arrangements.

7.Royal Mail must commit to retaining a predominantly full-time workforce in delivery. This will again help provide a sense of security for employees who wish to remain. Part-time employees wishing to retain their current terms and conditions should be equally assured of their future. Opportunity should also be provided for those wishing to progress from part-time to full-time.

CWU Involvement4

8.Royal Mail and the CWU must issue a joint statement committing both parties to share information and fully engage in meaningful discussions at local, area, divisional and national level. Such an approach should improve the behaviour of management and CWU representatives, increasing levels of trust and fostering more positive working relationships. Positive working relationships between the CWU and management at local level result in better employee relations in the workplace.

Automation5

9.A joint understanding must be reached of the implications of new technology and improved automation, including walk sequencing in delivery units, in both the short and long term, in order to inform ongoing negotiations on a new delivery model. Such understanding will enhance the prospect of meaningful discussions throughout the business and also help inform the debate on the future delivery estate.

10.Royal Mail’s planning assumptions must be challenged if the CWU’s vision of an automated service is to be achieved. Automation can be embraced and can be a positive force, improving efficiency and morale through a process of active involvement. All operational departments must be involved in developing strategy. An understanding must be gained of the impact of automation right across the pipeline.








Revisions, Tools and Trials

11.A joint statement agreeing the use of revision tools and planning methods - Pegasus Georoute, IWT (Delivery Best Practice) - is essential. All databank / planning values should be shared with the CWU and where concerns exist they should be discussed and agreement sought. Agreement is necessary6 to increase confidence and support in processes at all levels of the business and to ensure the effectiveness and reliability of locally implemented revisions.

12.The CWU has recently agreed to various trials, including car-derived vans, delivery spans and MCAT. A national agreement is necessary to ensure any future trials are based on nationally agreed terms of reference and guiding principles. Input must come from all concerned parties to enable a final agreement or code of practice to be established.

Earnings and Reward7

13.Any national statement from the CWU and Royal Mail must commit to maintaining current and future earnings potential. The joint aims of any local revisions must be agreed locally and must ensure that quality of service targets are met whilst also maintaining and looking to improve local earning opportunities. Insecurity with regard to future earnings is otherwise likely to hinder agreement over change.

14.Any revised way of working in delivery must involve a reduction in the working week. It may be necessary for this to be implemented in conjunction with other parts of the industry. The time is right for a shorter working week; its implementation will help raise morale in delivery offices across the UK.

15.A campaign among the membership is necessary to highlight the issue and to draw attention to the range of benefits.

16.A review is necessary into the way in which profits and share methods are currently paid. Opportunities to improve reward – such as Colleague Share and reductions in the estate – must be considered.

Working Safely8

17.Working safely is an essential foundation on which to build a sustainable future delivery model. All employees have the right to work in a properly managed, safe and secure environment.

18.Royal Mail should fully support its employees and the CWU by issuing a comprehensive joint statement clearly setting out the health and safety standards that will be adhered to at all times and why. The statement must make it mandatory that all OPGs take their breaks, use the right equipment in the right way for the job and cease the use of private cars on delivery. It must also make a commitment to fair and manageable workloads and to ensuring all working environments are as safe and secure as possible.

19.An agreement on working safely will reinforce Royal Mail’s stated aspiration for safety in the workplace. CWU Safety Reps should play a key role in implementing relevant working practices.

20.A campaign is necessary to engage CWU activists in the principles of ‘working safely’. This should involve Area Delivery Reps and Area Safety Reps. The Voice, mail shots to members’ homes and further campaign materials should be used to raise the issue’s profile.

21.A new delivery model and a reduction in the quantity of indoor work may result in delivery workers being employed for outdoor work only. Such a model may mean members having no physical workplace. The CWU must reach a position on this issue and decide whether it is essential that members have a physical workplace and what the implications might be for the future role of the union.

Delivery Methods and Duty Structures9

22.All new delivery methods should be discussed and agreed nationally. These negotiations are critical to ensuring a smooth transition to future delivery methods and working arrangements.

23.Duty structures should be developed locally; however, the CWU nationally must have an input into how those structures are developed and they must remain consistent with the guiding principles.

Delivery Spans and Specifications

24.The CWU continues to reserve judgement as to the urban and rural residential delivery time specification. However, we do believe that there should be a first and last letter time for delivery to urban and rural residential addresses. Deliveries should also occur at a consistent time each day. The delivery time specification should be clearly advertised to the public. Information regarding expected delivery times to individual addresses should be available from local Callers’ Offices.

25. We would like to see a nationally agreed delivery time specification for firms / business mail of between 7am and 10am. This would improve the service to customers, enable Royal Mail to compete more effectively and provide a foundation for the development of other new products and services. Moreover, we want to see a requirement to support SME’s enshrined in the Postal Services Act that guarantees them a consistent and reliable service.

26.The length of delivery spans can be determined locally according to workload and delivery method used, and in line with the principles set out in annex F. There is scope for securing full-time working through the effective use of technology and different methods of delivery as well as through cross functional working. In addition, the use of more innovative attendance patterns - including three-day weeks, four-day weeks and nine-day fortnights - should be encouraged.

Door-to-door10

27.Door-to-door must be incorporated in any new delivery agreement; it is not beneficial to separate the issue. Any change will stand a better chance of being accepted as part of an all-encompassing agreement on deliveries.

28.A number of questions remain, including whether door-to-door should form part of measured workload, how to tackle payment issues and the possible automation of the product. Communication with members will be vital. It must be made clear that we can no longer afford to refuse work, but that a balance will be sought that protects pay and jobs and limits the opportunity for the competition.

Callers’ Offices

29.An additional project aimed at redeveloping Callers’ Offices should be established. The current situation is unsatisfactory for both customers and staff. Reduced opening hours and increased volumes of undelivered items have meant greater pressure on Callers’ Office staff and a poorer service to customers. The number of undelivered items is causing storage difficulties in offices, while customers are faced with impractical, often morning-only opening hours, along with long queues.

30. Extending The Callers office hours could also allow the public to contact the delivery office via telephone (number included on P739) to inform them what time / day it would be suitable to deliver (at a small cost) any undelivered items. This would generate extra finance for the business and potential new jobs for our members. It would also assist in developing a delivery register.

31.Callers’ Offices should be redeveloped as a more effective access point to postal services. Offices should act as both a collection and posting point for customers. They should be open seven days11 a week with opening hours extending beyond normal office hours.
32.Callers’ Offices could also act as a source of information about Royal Mail services and sell stamps and other products. Residential and small business customers could use the Callers’ Office to access information regarding delivery times in their local area. A delivery register could also be maintained containing information as to when customers are able to sign for deliveries and where safe drops are available. Customers could be encouraged to provide their Callers’ Office with this information as a means of reducing the volume of undelivered items and thereby improving the service.

33.Customers could also use Callers’ Offices to make out of hours collections by entering with a swipe card or code and collecting the undelivered item from a bank of lockers. Under such circumstances additional services could be added, such as ATM access. ‘Customer Care’, Royal Mail’s customer service facility, could be returned to local offices thereby improving customer care through access to local knowledge.

Next Steps

34.Our key objective must be to bring about meaningful negotiations with the business over the core issues identified as necessary to facilitate the introduction of a new delivery model. It is essential that this happens quickly and to this end it is our aim to engage CWU representatives at local level as well as to take our campaign to stakeholders who share our concerns over the future delivery service.

35.Our intention is to roll out this document and accompanying presentation at divisional/regional and area/local CWU level, to provide activists with a clear blueprint of what we need to achieve in order to facilitate an acceptable and effective new delivery model.

36.In support of our industrial campaign, it is our intention to engage external stakeholders over the implications of Royal Mail’s vision of a new delivery model. There is already much dissatisfaction over delivery times, particularly among small businesses. Automation along the lines proposed by Royal Mail will make deliveries later still. Job insecurity and a more casual workforce will also undermine customer service.

37.We must take this message, along with our alternative vision for a new delivery model, to stakeholders such as the Federation of Small Businesses, Consumer Focus and the British Chamber of Commerce, who share our concerns and who can bring further pressure to bear on the business, the regulator and the Government. In addition, it is our intention to provide branches with the necessary materials to engage with such groups at local level.

Conclusion

38.The work undertaken by delivery workers is changing. New technology, automation and structural change in the postal market are all resulting in the need for a new delivery model.

39.Royal Mail is currently working through a five stage transformation process in delivery. The CWU must put in place a comprehensive ‘blueprint’ for a new delivery model in order to satisfactorily influence change.

40.A national agreement must be reached covering future working arrangements and methods in delivery. Agreement over the following areas is essential in order to successfully influence change and facilitate the introduction of an acceptable and effective new delivery model.

Future working arrangements– including a commitment to future employment and job security
Information sharing and engagement in meaningful discussions at all levels
Joint understanding of the implications of new technology and improved automation
The use of revision tools and planning methods.
Future trials, terms of reference and guiding principles
Maintenance of current and future earnings potentials
Working safely
Delivery methods and structures
Delivery spans and specifications
Incorporation of door-to-door in a new delivery agreement
Enhanced role for Callers’ Offices.

41.Our key objective must be to bring about meaningful negotiations with the business over the core issues identified as necessary to facilitate the introduction of a new delivery model. To this end, we must engage CWU activists and members in our vision and take our campaign to external stakeholders in order to bring the necessary pressure to bear on the business.
ANNEX A

GUIDING PRINCIPLES FOR JOINTLY DELIVERING CHANGE IN DELIVERY UNITS


The following principles will form the basis of the new national delivery agreement.


1.Statement regarding future employment / job security

2.Statement on jobs being predominantly full time

3.Statement on CWU involvement at all levels

4.Statement on Georoute & revisions

5.Statement on earnings

6.Statement on D2D

7.Statement on national agreement

8.Statement on fair and manageable workload

9.Statement on PCOD

10.Statement on equipment

11.Statement on New technology/automation

12.Statement on estate/ working environment

13.Statement on duty structures

14.Statement on spans / specification including firms

15.Statement on trials

16.Statement on reward


The intention is to have this agreed as soon as possible and the new agreement concluded no later than end of April 2009.

This document should be jointly signed off by Bob Gibson and Michael Stockdale, jointly distributed using both CWU and Royal Mail logos, and jointly delivered on a shared platform to CWU reps and managers as soon as possible in 2009.

The process for bringing this about will be to set up a joint working group with a number of strands all working simultaneously towards the deadline. Members of the Outdoor committee, supported by the CWU Outdoor department working groups, will deal with the strands.

ANNEX B

CWU INVOLVEMENT


Royal Mail must engage with the CWU at all levels and commit to negotiation on all issues affecting our members.

Royal Mail must commit to honour agreements at all levels. There must be no undermining of agreements at Territory, AGM or DSM level.

An agreed process should be established for the communication and roll-out of all agreements.

There should be joint training on all agreements.

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

Effective communication with members is vital to keep them apprised and on board. Straightforward communication to members must be provided by branches.

CWU reps need to be supported Nationally, Divisionally and Locally.

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

Health and safety needs to be embedded in all agreements.

ASRs must be involved where health and safety is involved, and all health and safety issues must have proper sign-off process.




ANNEX C

AUTOMATION

Automation is coming, we need to embrace it and make it work for us. Whilst it will improve efficiency, it can also improve morale and raise productivity through a process of active involvement and improved working conditions.

All operational departments need to gain an understanding of the impacts of all new automation projects right across the pipeline: flat sorting, ILSM’s, legacy equipment and walk sequencing. The requirements for delivery will have to be understood in respect of the processing operation and then similarly the network and especially with regard to the delivery specification.

Experts from all departments will need map out the pipeline

Royal Mail’s current planning assumptions are driven by monetary savings. There will be opportunities for cost reductions, but Royal Mail needs to acknowledge the cheapest way may not be the most effective way and it is likely to have a huge impact on quality of service and customer perceptions.

Royal Mail’s existing assumptions will lead to a predominately part-time delivery workforce and a lack of customer confidence, potentially generating more competition or the demand for it.

We have to challenge RM’s planning assumptions if we are to stand any chance of achieving the CWU’s vision of a modern automated service.

Royal Mail, if not challenged are also about to create a postcode lottery. Geographical location will determine the level of service received and the timing of delivery.

The CWU need to have an agreed code of practise covering the siting of walk sequencing machines and the mail flows to and from them.

The CWU and Royal Mail need to create the conditions via agreement for a well motivated, well rewarded work force that can rise to the challenge, knowing they have a stake in a viable industry. Resulting in improved efficiency, productivity and better terms and conditions.



Note: A further and more comprehensive document is being prepared on this subject
ANNEX D

EARNINGS AND REWARD


Shorter Working Week

We need a campaign to educate the membership and highlight the benefits.

Change in mindset essential (possibility of clocking in and out?).

Potential for a gradual process of reduction linked to automation programme.

Aim to reach 35 hours (Net) over a set period.

Consider what the union is prepared to offer. Door-to-door and monthly pay are potential bargaining chips.

Monetary bonus schemes are an obstacle to a SWW.


Reward

Need to create a mindset that more work enables better reward.

A quality rather than cost-based scheme using Frontline Fix revenue to help fund.

50/50 has no future in the industry when linked to savings above the office budget. If we have a 50/50 scheme then it must be based on hours saved. (our members would have earned a fortune in bonus payments over the last 18 months if that had been the case).

ColleagueShare money should be diverted into improved terms and conditions.

Reduction of the estate should be linked to employee reward.

Any reward scheme must be responsive to any restructuring that impacts upon the industry.

Need to look at SA and OT payments.

Could it mean different pay for different functions?








ANNEX E

WORKING SAFELY

A national agreement must embed the following objectives.

Working safely - reinforces the employers supposed aspirations to safety.
A strong statement insisting on legal and business standard conformance as a minimum.
CWU Safety Rep involvement must be integrated into the agreement.
Employer must be held to its responsibilities to inform, instruct and train employees with regard to new equipment and safe working.
Ensure that members are held to their responsibilities, with adequate safeguards.
Mandatory that meal relief is taken during not at the beginning or end of duty time.
Health and safety considerations must be embedded in the agreement.

Winning hearts and minds - consider how to sell the message to activists.

Working together: ADR / ASR at Divisional meetings with an Outdoor department presence.
Use the Voice to deliver the message month after month.
Home mail-shots.
Campaign materials (badges etc.).

The workplace.

Need to consider our position as to whether members must have a physical workplace and if so we must consider how to argue for this.
Need also to consider what the future workplace will look like.
The span and model should influence whether or not a physical workplace is necessary.
The nature or existence of a workplace could be fundamental to our [CWU] future influence or even our existence. This could necessitate staff moving to other workplaces (consolidation).




2009 savings targets are an opportunity to persuade the membership to work safely.

ANNEX F

DELIVERY METHODS AND DUTY STRUCTURES

“Part of a fully integrated end-to-end service, a seven day delivery service that is consistent and reliable, providing the best quality of service for all of our customers.”

This will be achieved and underpinned by the following:

Quality terms and conditions (pay, pension, hours)
Valued and motivated employees
Security of employment
Agreed standards and performance levels (Georoute, call rates, walking speeds, sorting and prep)
Improved attendance patterns (4-day, 9-day, 3-day) utilising cross functional working e.g. combining delivery and collection duties, packets and delivery etc
Fewer Saturdays
Better work-life balance
Better use of part-time (Fridays and Saturdays, cross-functional)
Improved working environment (all delivery units to have minimum standards)
Best possible delivery equipment (HCT, EHCT. LWT, CDV)
Revised spans / delivery time (no set span)
Resolution of door-to-door (increase in items, revenue and workload)
New products and services (track and trace, data capture, fulfilment)
Introduction best use of new technology (PDA, Telemetry)
Best training and support (regular ongoing training, classroom, on the job)
Enhanced role for firms delivery OPGs (frontline offering of products and services)
Best use of Callers’ Offices
Upstream reliability (end-to-end, designed to meet the delivery specification)

A 2pm last letter may not be an option in the future, but we need to take into account health and safety issues such as darkness. It may be necessary to protect full-time jobs. However, bringing members on board may be difficult, as will the public, especially small businesses.

Pouch over shoulder spans should not extend beyond 3.5 hours. Need to consider length of walking time on a CDV route. HCT 3.5 hour span goes to 4 hours, possibly 4.5 hours in future. Could have combined delivering but should not be longer than 5 hours.

Determinants of span length and issues for inclusion in national agreement:
Risk assessment
Fatigue considerations
Terrain
Delivery point density
Delivery method used
Attendance patterns
Urban or rural environment
Appendix (a) of SDD to be integral
Further research
ANNEX G

DOOR-TO-DOOR


Consensus among reps and members regarding a new door-to-door agreement will be difficult.

Door-to-door belongs in a new delivery model because it can affect span.

It is questionable whether it should be in measured workload, which would affect amount of prep and delivery time.

Must consider how we tackle the payment issue and the possible automation of the product. (Unit Bonus Scheme?)

Consider reasons why (not simply the ceiling) and how many contracts are currently turned down.

Consider different pricing and posting options, e.g. Monday to Tuesday one price, Wednesday to Friday another price and Saturday to Sunday priced as a premium service.

Communicate the following to members to create a mindset and move things forward:

There will be a new agreement that will go out to ballot;

The number of contracts will increase;

The aim will be to protect an element of pay;

A route into workload will be found;

A balance will be sought that protects pay, jobs and limits the opportunity of the competition; and that

We can no longer afford to refuse work.

[k979aaa]

No but it is on a similar theme thier is more about it and meetings have been arranged for the 20th of march in the word doc their is leaflets for reps and a home leaflet for distribution to home with the voice paper.

[POSTMAN]

No but it is on a similar theme thier is more about it and meetings have been arranged for the 20th of march in the word doc their is leaflets for reps and a home leaflet for distribution to home with the voice paper.

Sorry,i've put the bits up as you was posting.

[k979aaa]

thanks POSTMAN

[k979aaa]

As i said thanks POSTMAN for providing the links too the documents we can now see what the CWU have been doing and we must all input too our reps and their branches upon these documents we need more reps on here and need more input from all. We all have our part too play lets discuss and form our opinions and bring insight too all the problems highlighted or not by the documents that the CWU have provided we need too shape the future of this industry and without us all it will not work. STRENGTH THOUGH UNITY

[pop it in pete]

A very interesting bit of work that we must see as a negotiating tool to ensure we get a reduction in our working week. Whilst at the same time showing the company and public at large that we are up for change. We cant aford to be seen to be sitting still or living in the past. However this message has come from the unions head office and not up from the grass roots of its membership where was the discusion papers prior to this publication. How is this a fair representation of the membership views if the members were not consulted about it. Members must now read this very carefuly and voice their opinions to their reps local/area and if need be direct to head office. At the end of the day the big question everyone wants is WHATS IN IT FOR ME!!! If that just boils down to job security and a full time job in a very uncertain world then we must not be afraid to say that to the membership as a whole. Be open a honest dont promise champaigne when only lemonade is in the fridge. A difficult document to digest in difficult times.

[Big Daz]

We would do well to remember that 40 hours a week on the minium wage pays less than 30 hours a week on RM wage, we mustnt make pay a issue.

[wranglered]

all right for you Big Daz now you have bought down your hours....tell me, with all your inside knowledge, when are we getting our pay rise?

the CWU have only had 2 full years to get it negotiated....why should we not make pay an issue??????

[BELIAL]

We would do well to remember that 40 hours a week on the minium wage pays less than 30 hours a week on RM wage, we mustnt make pay a issue.

Tongue in cheek? Got to be , with workmates coming out with stuff like that who needs a Crozier

[wranglered]

We would do well to remember that 40 hours a week on the minium wage pays less than 30 hours a week on RM wage, we mustnt make pay a issue.

Tongue in cheek? Got to be , with workmates coming out with stuff like that who needs a Crozier

you don't know him like I do.......tongue in cheek? I doubt it................

[Big Daz]

all right for you Big Daz now you have bought down your hours....tell me, with all your inside knowledge, when are we getting our pay rise?

the CWU have only had 2 full years to get it negotiated....why should we not make pay an issue??????

Allright?

Buy down means paycut. That was 19 months ago nearly when I altered my hours! RM are now making a profit on that so more money for other stuff!!! If I left RM went and did a minium wage job on 40 hours a week I would be taking a pay cut despite working an extra 10 hours weekly.Puts pay in perspective for me. I want to see new recruits get the same money as established posties, lets make that the pay issue equality of hourly rate and bonuses.All this same job, different money crap has got to stop!

Inside knowledge, no more or less than many other union reps/officers at local level anywhere in the country.

Many other issues than pay to deal with, they for me are the big issues not our current payrate for established posties.

[Big Daz]

Oh did I mention my portfollio as you call it drops down to one union role next week?

Not only that I go out in style having moved to stage 2 dissagrement today over RM savings plans.

Dont forget your supposed to be using unorthdox methods to get the mbrs turned into reps at my office, that I look forward to.

So I you good bye

[wranglered]

see u at the NDC!