World Class Mail Guidelines

[Geezer]

Dear Colleague


Please find attached the World Class Mail Guidelines for Mail Centre’s which you should use when dealing with the WCM initiative, the content of which is self explanatory.

Regards

**** ******

Acting assistant Secretary


---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------


CWU Guidelines – World Class Mail

Local Engagement Process – Mail Centres

Introduction

The endorsement of the Business Transformation Agreement 2010 and Beyond committed the Union to engage in an initiative being developed by Royal Mail to deliver world class performance called World Class Mail (WCM).

The business in turn were committed to agreeing with the Union a Framework to support across all levels of the business which was to provide a culture of mutual interest which WCM aspires to deliver. Subsequently LTB 570/10 was circulated in June 2010 which included the following statement to support the deployment of WCM at local level and reaffirmed the position in respect of existing National Agreements and Terms and Conditions.


Local Level

As part of their regular meeting schedule, local Managers and local CWU Representatives will review progress of World Class Mail in each Unit in which it has been implemented. The local CWU Representative will also have access to World Class Mail Leads and will support local employees in identifying and developing examples of good practice, consistent with National Agreements and business policies. The intention is for World Class Mail to develop in an open and constructive environment and CWU Area Representatives will also be encouraged to monitor and support progress on a regular basis.


Any issues affecting National Agreements and employee Terms and Conditions will be the subject of normal negotiation procedures in accordance with the Business Transformation Agreement 2010 and Beyond.

Dialogue with Area Representatives both pre and post Business Transformation at Mail Centres where RM had pursued WCM in advance of an Agreement indicated that some guidance on how the Union should respond and engage at local level was paramount if the CWU was to remain effective within the workplace and play an effect and enabling role in the development/deployment of WCM in the workplace.

As a result of this dialogue I have produced below a set of Guidelines to assist all Area and Local Representatives in Mail Centres to both achieve and maintain these goals/objectives.

It should be noted that there is no “one fits all model” the success of Union engagement is reliant on a number relevant factors i.e. number of workplace Reps and their capability to challenge management and lead the Union’s agenda in the workplace, attitude/support of the members, attitude of local management and most important of all adherence to National and Local Agreements.

You are able to amend/adjust these Guidelines to fit into your location and structure but the key message is that the Union is and remains active in the workplace and is there not only to support WCM but also to challenge where it is cutting across our members’ Terms and Conditions.

I would emphasise that these Guidelines have been developed and produced by the CWU and have not been agreed with the business, they do however contain the basis of the engagement approach adopted at Cardiff who have achieved one of the highest WCM assessment marks to date.

In conclusion I would like to thank my colleagues at Cardiff, Norwich, Wolverhampton, Preston and Gatwick Mail Centres for the assistance/support they have and continue to give in producing this document and helping to develop the Union’s engagement agenda going forward.

World Class Mail – Local Engagement Process Mail Centres


Local Level

Regular WCM/SI Meetings must be scheduled to cover all active WCM Pillars which should include the Local Managers and Local CWU Representatives. Meetings should be scheduled to take place at least once a week, normally on a Wednesday to discuss WCM and associated issues as part of the Strategic process. To ensure the CWU has full involvement in WCM these meetings are given a priority status by the Union.

This meeting should review the progress of current World Class Mail initiatives within their Unit and monitor any changes that have been implemented and to ensure that all initiatives are fully discussed and any concerns/issues are resolved prior to any deployment/introduction.

Any issues affecting National Agreements and employee Terms and Conditions will be the subject of normal negotiation procedures in accordance with the Business Transformation Agreement 2010 and Beyond and are removed from the process until resolved.

The attendees should include as a minimum the Mail Centre Manager, his respective WCM Team/Pillar Leads, CWU Area Processing, Distribution, Engineering and Safety Representatives as well as any other Representative involved in WCM initiatives.


Meeting

The aim of the meeting is to provide:

• Strategic involvement to all Representatives on the World Class Mail initiative across each shift/work area and to discuss up and coming WCM initiatives.
• Audit success of WCM activity already being undertaken as measured against an agreed success criteria e.g. management objectives/CWU objectives i.e. earnings packages, duty arrangements, better leave arrangements etc.
• Examine issues brought forward for consideration under the WCM banner and identify if any can be accommodated into the current WCM activity and log those initiatives which may be considered as future projects.
• Agree and schedule Joint WTLL Sessions to ensure maximum participation in order to keep staff/CWU members fully involved in their work/shift and updated on WCM activity in their area/function (ensure a robust Communication is in place for night shift/weekend shift).
• Raise and challenge any issues whereby local managers are seeking to undermine the culture of mutual interest principle i.e. grace and favour/blue eyed approach.
• Ensure that communication highlights the proactive role the CWU and its members participate in all WCM initiatives/activities.

To assist colleagues I have listed below relevant sections that have been lifted from the Business Transformation Agreement 2010 and beyond that can be used to support local discussions to ensure the Union is proactively engaged in this initiative.

In the event that local management resist your approach to develop a proactive relationship, then you should seek the assistance of the operational Divisional Lead which was published in LTB 638/10 circulated on the 22nd July 2010 (which I have reproduced below).

Modernisation – A Shared Vision

The following is our shared vision of modernisation and defines the overriding objectives of this Agreement.

• For our customers –

Royal Mail will develop a greater and more dynamic range of products and services focusing on the opportunities that exist through fulfilment, tailored services, track and trace, hybrid mail and our unrivalled position in local communities.

We will work together to ensure that modernisation brings about:

 The delivery of a Universal Service that is sustainable, efficient and reliable
 An improved and greater range of services for small and large businesses.
 The highest possible service standards offering great value for money.

• For our employees –

Employees hold the key to the success of the business. We want them to be recognised as the best in the industry for customer service and efficiency.

Modernisation means there will be a reduction in the overall number of employees but we will work together to ensure that modernisation brings about:

 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.

 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.

 A successful company that supports ongoing improvements to employee terms and conditions, greater long term job security and which sets the benchmark for our competitors to follow.

• For the company –

Royal Mail is modernising and we want to see that modernisation go further. Royal Mail will be ambitious in its desire to compete and seize the opportunities that the new digital age presents supported by world class performance and a competitive cost base.

Our shared goal is for Royal Mail to secure a prosperous future and be widely acknowledged as a leading world class company in the communications industry.

We will work together to ensure that modernisation brings about:

 A highly efficient and automated company which provides an end to end range of postal and distribution services and solutions to customers at competitive prices.

 An organisation placed on a sound financial footing with commercial success that has the ability to invest in service improvements and employee benefits.

 A Royal Mail brand that is strong and successful commercially and is proud of its social responsibilities, retaining its public service ethos in a modern and dynamic setting.

 A culture of mutual interest that involves managers, the Union and employees working together to achieve and share in success whilst delivering change and continuity of service.

It is also essential that everyone sets aside any negative experiences of the past and looks forward to building effective relationships based on positive expectations of the future. Central to this is a joint commitment to create a culture where we identify common objectives, align interests and always seek mutually acceptable solutions to the challenges we face.

World Class Performance

Royal Mail and the CWU are proud of the role employees have played in the achievements of the company and the productivity improvements over recent years. Given the challenges the business now faces including volume decline, both parties have a mutual interest in building upon these achievements by embracing world class performance.

Any issues affecting National Agreements and employee Terms and Conditions will be the subject of normal negotiation procedures.

[bobbyden]

Dear Colleague


Please find attached the World Class Mail Guidelines for Mail Centre’s which you should use when dealing with the WCM initiative, the content of which is self explanatory.

Regards

**** ******

Acting assistant Secretary


---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------


CWU Guidelines – World Class Mail

Local Engagement Process – Mail Centres

Introduction

The endorsement of the Business Transformation Agreement 2010 and Beyond committed the Union to engage in an initiative being developed by Royal Mail to deliver world class performance called World Class Mail (WCM).

The business in turn were committed to agreeing with the Union a Framework to support across all levels of the business which was to provide a culture of mutual interest which WCM aspires to deliver. Subsequently LTB 570/10 was circulated in June 2010 which included the following statement to support the deployment of WCM at local level and reaffirmed the position in respect of existing National Agreements and Terms and Conditions.


Local Level

As part of their regular meeting schedule, local Managers and local CWU Representatives will review progress of World Class Mail in each Unit in which it has been implemented. The local CWU Representative will also have access to World Class Mail Leads and will support local employees in identifying and developing examples of good practice, consistent with National Agreements and business policies. The intention is for World Class Mail to develop in an open and constructive environment and CWU Area Representatives will also be encouraged to monitor and support progress on a regular basis.


Any issues affecting National Agreements and employee Terms and Conditions will be the subject of normal negotiation procedures in accordance with the Business Transformation Agreement 2010 and Beyond.

Dialogue with Area Representatives both pre and post Business Transformation at Mail Centres where RM had pursued WCM in advance of an Agreement indicated that some guidance on how the Union should respond and engage at local level was paramount if the CWU was to remain effective within the workplace and play an effect and enabling role in the development/deployment of WCM in the workplace.

As a result of this dialogue I have produced below a set of Guidelines to assist all Area and Local Representatives in Mail Centres to both achieve and maintain these goals/objectives.

It should be noted that there is no “one fits all model” the success of Union engagement is reliant on a number relevant factors i.e. number of workplace Reps and their capability to challenge management and lead the Union’s agenda in the workplace, attitude/support of the members, attitude of local management and most important of all adherence to National and Local Agreements.

You are able to amend/adjust these Guidelines to fit into your location and structure but the key message is that the Union is and remains active in the workplace and is there not only to support WCM but also to challenge where it is cutting across our members’ Terms and Conditions.

I would emphasise that these Guidelines have been developed and produced by the CWU and have not been agreed with the business, they do however contain the basis of the engagement approach adopted at Cardiff who have achieved one of the highest WCM assessment marks to date.

In conclusion I would like to thank my colleagues at Cardiff, Norwich, Wolverhampton, Preston and Gatwick Mail Centres for the assistance/support they have and continue to give in producing this document and helping to develop the Union’s engagement agenda going forward.

World Class Mail – Local Engagement Process Mail Centres


Local Level

Regular WCM/SI Meetings must be scheduled to cover all active WCM Pillars which should include the Local Managers and Local CWU Representatives. Meetings should be scheduled to take place at least once a week, normally on a Wednesday to discuss WCM and associated issues as part of the Strategic process. To ensure the CWU has full involvement in WCM these meetings are given a priority status by the Union.

This meeting should review the progress of current World Class Mail initiatives within their Unit and monitor any changes that have been implemented and to ensure that all initiatives are fully discussed and any concerns/issues are resolved prior to any deployment/introduction.

Any issues affecting National Agreements and employee Terms and Conditions will be the subject of normal negotiation procedures in accordance with the Business Transformation Agreement 2010 and Beyond and are removed from the process until resolved.

The attendees should include as a minimum the Mail Centre Manager, his respective WCM Team/Pillar Leads, CWU Area Processing, Distribution, Engineering and Safety Representatives as well as any other Representative involved in WCM initiatives.


Meeting

The aim of the meeting is to provide:

• Strategic involvement to all Representatives on the World Class Mail initiative across each shift/work area and to discuss up and coming WCM initiatives.
• Audit success of WCM activity already being undertaken as measured against an agreed success criteria e.g. management objectives/CWU objectives i.e. earnings packages, duty arrangements, better leave arrangements etc.
• Examine issues brought forward for consideration under the WCM banner and identify if any can be accommodated into the current WCM activity and log those initiatives which may be considered as future projects.
• Agree and schedule Joint WTLL Sessions to ensure maximum participation in order to keep staff/CWU members fully involved in their work/shift and updated on WCM activity in their area/function (ensure a robust Communication is in place for night shift/weekend shift).
• Raise and challenge any issues whereby local managers are seeking to undermine the culture of mutual interest principle i.e. grace and favour/blue eyed approach.
• Ensure that communication highlights the proactive role the CWU and its members participate in all WCM initiatives/activities.

To assist colleagues I have listed below relevant sections that have been lifted from the Business Transformation Agreement 2010 and beyond that can be used to support local discussions to ensure the Union is proactively engaged in this initiative.

In the event that local management resist your approach to develop a proactive relationship, then you should seek the assistance of the operational Divisional Lead which was published in LTB 638/10 circulated on the 22nd July 2010 (which I have reproduced below).

Modernisation – A Shared Vision

The following is our shared vision of modernisation and defines the overriding objectives of this Agreement.

• For our customers –

Royal Mail will develop a greater and more dynamic range of products and services focusing on the opportunities that exist through fulfilment, tailored services, track and trace, hybrid mail and our unrivalled position in local communities.

We will work together to ensure that modernisation brings about:

 The delivery of a Universal Service that is sustainable, efficient and reliable
 An improved and greater range of services for small and large businesses.
 The highest possible service standards offering great value for money.

• For our employees –

Employees hold the key to the success of the business. We want them to be recognised as the best in the industry for customer service and efficiency.

Modernisation means there will be a reduction in the overall number of employees but we will work together to ensure that modernisation brings about:

 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.

 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.

 A successful company that supports ongoing improvements to employee terms and conditions, greater long term job security and which sets the benchmark for our competitors to follow.

• For the company –

Royal Mail is modernising and we want to see that modernisation go further. Royal Mail will be ambitious in its desire to compete and seize the opportunities that the new digital age presents supported by world class performance and a competitive cost base.

Our shared goal is for Royal Mail to secure a prosperous future and be widely acknowledged as a leading world class company in the communications industry.

We will work together to ensure that modernisation brings about:

 A highly efficient and automated company which provides an end to end range of postal and distribution services and solutions to customers at competitive prices.

 An organisation placed on a sound financial footing with commercial success that has the ability to invest in service improvements and employee benefits.

 A Royal Mail brand that is strong and successful commercially and is proud of its social responsibilities, retaining its public service ethos in a modern and dynamic setting.

 A culture of mutual interest that involves managers, the Union and employees working together to achieve and share in success whilst delivering change and continuity of service.

It is also essential that everyone sets aside any negative experiences of the past and looks forward to building effective relationships based on positive expectations of the future. Central to this is a joint commitment to create a culture where we identify common objectives, align interests and always seek mutually acceptable solutions to the challenges we face.

World Class Performance

Royal Mail and the CWU are proud of the role employees have played in the achievements of the company and the productivity improvements over recent years. Given the challenges the business now faces including volume decline, both parties have a mutual interest in building upon these achievements by embracing world class performance.

Any issues affecting National Agreements and employee Terms and Conditions will be the subject of normal negotiation procedures.

You ommitted from your wish list for the employees, managers flogging the workforce into the ground ,so they can line their pockets with bonus payments, wholly unjustified and totally unacceptable. The patronising, sanctimonious nonsense, which is this agreement, disgraces the Royal Mail, not enhance it.

[puff]

wcm is dictated to the staff were i work we are not consulted or listened to, senior management need to grt their head out the clouds and start communicating directly with frontline staff if they want change thru staff involvement, asking line managers to roll out this programme is failing as it is blatantly obvious to fontline staff they are not interested