RM Specialist Services / Relay New Contracts

[TrueBlueTerrier]

Letter to Branches




No: 448/11
Ref: 218
Date: 10th May 2011

All Postal Branches with RMSS Members
All Regional Organisers
All Divisional Representatives
All RMSS Representatives




Dear Colleague

RM Specialist Services / Relay New Contracts

At a meeting on the 6th May 2011 the business informed the department that they had secured the contracts to provide a distribution platform for the following businesses:

The Nationwide Building Society
The Derbyshire Building Society
The Cheshire Building Society
The Dunfermline Building Society
The Cambridge Building Society
The Coventry Building Society
The Yorkshire Building Society
The Stroud and Swindon Building Society

The contracts had become available as a consequence of DHL pulling out of the market. RMSS were in a position to react to this news and were successful in obtaining the contracts on the basis that they were able to provide an immediate response.

These contracts are all due to go live over the next 6 weeks and as such require considerable planning and implementation resource. Given the timescales involved and the necessity for local discussions to commence with immediate effect a negotiated Joint Statement (Annex A) has been agreed with the business. In addition it has also been agreed with the business that the agreement as used in 2010 will be employed (attached as Annex B).

Clearly this is a new business unit which is seeking to establish itself in a very competitive market so the new revenue and new job opportunities are most welcome in the current climate and worth the extra effort required to agree local operational arrangements at exceptional pace.

It should also be noted that the need to move this issue forward at pace also enabled the department the opportunity of securing the 2011 benefits of the Shorter Working Week and the £400 lump sum in line with the next phase of Transformation Agreement.

Branches and local representatives are requested to ensure that local discussions now commence in regard to planning and implementation processes in line with the attached documents.

Any enquiries in relation to this LTB should be addressed to Terry Pullinger, Assistant Secretary, email dwyatt@cwu.org, quoting reference 218.

Yours sincerely




Terry Pullinger
Assistant Secretary







Joint Statement between Royal Mail Specialist Services and the CWU in Regard to 2011 New Contract Growth and Business Transformation Revisions.

Introduction.

The Business Transformation Agreement established Specialist Services/Relay (formally Branch Direct) as a stand alone business unit. In March 2010 an agreement was reached (copy attached) which set out the engagement, development and planning relationship principles between management and the CWU.

As this business continues to attract new contracts in the totally competitive world in which it operates we are realising that because tendering processes demand matters be carried out in commercial confidence and, as in this instance, sometimes demand an almost instant response. However both parties agree that whist it is essential that we move at exceptional pace it is also important that the spirit and intent of our agreements are up held.

Background.

As a consequence of another provider vacating the market, Royal Mail Relay/Specialist Services has secured new contracts with a number of large and small Building Societies. It is anticipated that this work will transfer to us very quickly and in stages between the 23rd May and the 30th June

We will need to move at exceptional pace with regards to revision activity in respect of both the operational and technological changes required in order to meet the initial commitment of these contracts but we both believe that the effort will be worthwhile when one considers the prize of new revenue and new employment opportunities in the current climate.

This Joint Statement has been produced to confirm the contract gains and the need for Local Managers and CWU Representatives to prepare for immediate discussions. The phased nature of the contracts coming on board means local discussions will start on different days but once those discussions commence the Business has agreed that release for CWU Representatives will be provided inline with our previous revision agreements.

As with the revision activity successfully deployed last year Local Managers and CWU Representatives will be supported in this activity by Regional and National RM and CWU Support Structure. The National leads for the Support Structure will be Ian Simpson, Head of Operations RMSS and Davie Robertson, CWU PEC Member and they will organise contact to be made with the Regional and local leads, and also monitor progress.

It has equally been confirmed that a successful revision (operational and technological) deployment will result in the achievement of the Business Transformation 2011 triggers in respect of the shorter working week and the £400 lump sum. Equally both parties have agreed that new employment opportunities should also be advertised by HR within Royal Mail to ascertain any interest from those involved in transformation activity.

We fully appreciate the pressure that the pace of this activity will place on all involved and that final duty structures will require to be reviewed once all the new work is introduced to ensure our mutual interest culture has been maintained. We are confident that our relationship model will allow us to respond to this challenge and thank you in advance for your efforts.





Sam Mellon Terry Pullinger



Agreement Between Royal Mail Specialist Services (Relay) and the CWU Regarding Business Transformation 2010 and Beyond.

In 2008 the Royal Mail Group Board stated that despite the best efforts of both the business and the CWU in Branch Direct, the full recovery from the loss of the Barclays contract in 2007 had not been achieved and formally confirmed that the Branch Direct operation was considered high risk in regard to the cost of the operation against revenue generated.

In May 2009 it was determined that new ideas and impetus was required and Royal Mail Branch Direct was re-branded Royal Mail Specialist Services.

Royal Mail Specialist Services (RMSS) and the Communications Workers Union (CWU) subsequently agreed a framework with the objective of maximising the potential for the success of the new direction and strengthening the relationship between both parties going forward. In respect of direction RMSS was tasked with seeking new opportunities in the financial services market as well as focusing on accessing new markets such as servicing field engineers in express parts distribution.

RMSS has received the excellent news that it has secured the Santander contract which will require the recruitment of a further 30 full-time posts into RMSS. This news and the confidence it affords in the brand and the ability to attract new contracts has encouraged the board to take the next progressive step for RMSS and its unique product offerings.

RMSS exists, primarily, within the very competitive financial services sector and is responsible for providing the logistics behind the cash flow of a number of major financial institutions on a nightly basis. It is a unique service within Royal Mail and requires unique arrangements to continue to secure its future.

Accordingly RMSS will henceforth be a separate business unit. The separate business unit status will provide the focus to effectively respond to the highly secure, highly flexible and diverse nature of the financial sector and continue to innovate new product solutions.

The new RMSS business unit will also be responsible for the ‘Sameday’ operation as current and it is agreed that future discussion will include renewed focus to grow that particular product offering.

The framework agreement between RMSS and the CWU negotiated at the time of initial re-branding will still be considered fit for purpose as will all other agreements and procedures currently in place.

Pay and reward discussions and any new operational arrangement agreements will from now on be RMSS specific and will focus on tailored working arrangements and remuneration designed to maximise business success, profitability and employee reward, consistent with the mutual interest culture. However it was agreed that the same value of the main Royal Mail talks on pay and reward would apply to RMSS though tailored to its specific transformation.

Reward
Year 1

April 5th 2010 – 2% increase to basic pensionable pay flowing through to all allowances, London pay ranges, overtime and SA rates.

£400 lump sum (previously final Colleague Shares dividend) paid upon ratification of agreement.

£200 one off lump sum payment (pro rata for less than full time employees) paid when the Specialised Services site have successfully completed the deployment of the 2010/11 revision.

Deployment of unit efficiency improvement review by end of summer 2010

Year 2

April 2011 – 1.4% increase to basic pensionable pay flowing through to all allowances, London pay ranges, overtime and SA rates.

Colleague Shares buy back 1 currently valued at £536 per employee.

£400 one off lump sum payment (pro rata for less than full time employees) paid when the Specialised Services site has successfully completed the deployment of the 2011/12 revision and delivered the benefits.

Shorter Working Week, The one hour reduction is implemented when the duty structures are deployed as a result of the 2011/12 Specialised Services site revision.

Deployment of unit efficiency improvement review by end of summer 2011

Year 3

April 2012 – 3.5% increase to basic pensionable pay flowing through to all allowances, London pay ranges, overtime and SA rates. (Re-opener clause consistent with the main Royal Mail agreement)

Colleague Share buy back 2 currently valued at £536 per employee.

£400 one off lump sum payment (pro rata for less than full time employees) paid when the Specialised Services site has successfully completed the deployment of the 2012/13 revision.

Deployment of unit efficiency improvement revision by end of summer 2012

Progressive Agenda

Both parties agree that there is a requirement for ongoing discussions in RMSS in relation to transformation as some elements are still at the design stage. Discussions in this respect and on any major initiatives/programmes not covered by this agreement will take place and will cover all aspects of the change including terms and conditions and reward. This approach forms an integral part of any ongoing dialogue on the 'Progressive Agenda'.

These issues will be progressed in line with the "Engagement Development & Planning" section of this agreement and the ACAS Joint Guide to problem solving.
Engagement, Development and Planning

This agreement builds upon the foundations of a joint commitment to forge positive and constructive working relationships between Royal Mail Specialist Services (Relay) and the CWU which promotes strategic involvement at all levels. This foundation allows for genuine CWU input into the formulation of RMSS policy prior to decisions being finalised, in order to take account of both business and employee needs. This process should take into consideration the speed at which the business may have to operate in a changing environment and the need for all parties to respond speedily to each other’s legitimate interests.

Both parties have successfully deployed the use of strand and working group activity in the past as a prelude to formal negotiation.

Future research and development initiatives shall be driven by a National Specialist Services Steering Group (NSSSG). This strategic group will comprise of the RMSS Director and the CWU National Officer and their respective support teams. It shall meet as a minimum four times a year and as required depending on the need to meet.

The role of the group will be to:

ensure the ongoing strategic involvement in RMSS
provide the opportunity for the union to influence plans from an informed position
ensure shared understanding of the overall RMSS strategy as it develops
discuss the forecast timetable for any proposed future RMSS hub/unit review/changes
guide these reviews/changes in line with agreed processes
clear any appropriate communications that need to be circulated from national level on the programme
sponsor the work of Specialised Services Working Groups (SSWGs) that can investigate and review specific issues or areas of concern as identified by RMSS or CWU as appropriate

Specialist Services Working Groups (SSWGs) will be used for the development of ideas and initiatives. The groups will be project driven from the National Specialist Services Steering Group (NSSSG) which will determine the number and size of each working group required.

The Specialist Services Working Groups are a key expression of joint business and CWU strategic involvement activity. They facilitate the notion of moving at pace with understanding and enable a more detailed analysis of project development. They work under the guidance of and report back to the National Specialist Services Steering Group, and are designed to engage many more people in reviewing and developing together business plans and projects along with employee aspirations.

The SSWGs are not negotiation forums and do not replace collective bargaining or the existing IR Framework, but they will serve to focus the key personnel in both organisations on the key challenges that the Specialist Services business faces. When any issues being discussed have reached the stage where they require formal negotiation they will then be forwarded to the respective leads for resolution.

Royal Mail Specialist Services commits to share with the groups all information which is influencing its thinking on potential projects and will involve the groups in all analysis, information gathering and project evolution activity. This will allow for a better understanding of the direction of the project which, in turn, will allow for a more informed exchange of views, consultation and, at the appropriate time, negotiation. The full value of CWU operational experience should be taken into account and Royal Mail Specialist Services will allow the CWU every opportunity to input and influence project development prior to the business finalising any decision and the start of negotiations. Commercially sensitive information given to the CWU representatives will not be shared with employees or third parties.

Cross Business Issues

Where any issue being discussed would impact on any other function outside Royal Mail Specialist Services then the process will ensure consultation must take place with both management and the CWU in those other functions.

Deployment

This generic framework is intended to be the standard point of reference for dealing with all change activity affecting RMSS CWU represented grades.

It is recognised this fresh approach to developing a new culture will only be successful by both parties genuinely working together in line with all agreements.

The requirements for positive deployment are:

effective consultation/negotiation between RMSS, CWU representatives and employees/members on the changes to be deployed
RMSS and CWU understanding the need to recognise both parties’ strategic goals and work together to ensure the right solution is quickly and effectively implemented
the spirit and intent of this agreement is deployment at pace to ensure the business continues to be in a strong commercial position in the marketplace
employees affected by any changes feel any views and concerns they have expressed have been considered and taken into account and that issues of security of jobs and earnings have been addressed
all new working arrangements/equipment have been risked assessed and agreed safe systems of work are in place
appropriate training is provided
any requirement for transitional arrangements are identified
The deployment programme scheduled is achievable and has no unreasonable adverse effect on quality of service and/or health and safety and/or security standards
Processes detailed in this agreement hold both parties to high standards with regard to involvement, relationships and trust. Meeting these standards will develop mutual confidence that the resulting decisions will address all the issues. Against that backdrop, once consultation on changes is satisfactorily completed both parties will work together to implement the changes at pace

To ensure effective project implementation, detailed discussions will take place at national level on the deployment objectives of any agreed change. Information will be provided on all of the key benefits.

Following this, local deployment will be discussed at unit level prior to implementation to take account of any possible concerns, risks or difficulties. The introduction of any revised duty/attendance arrangements will be negotiated in line with the IR Framework.

It is agreed that such initiatives require a high degree of commitment and participation, if the changes are to be delivered smoothly, on time and morale is to be maintained. Therefore regular communication, both joint and separate, to employees and CWU members is considered another crucial factor in such an initiative. Joint communications should be agreed and carried out jointly where appropriate. In respect of separate communication, it is accepted that for the CWU to operate effectively and democratically it needs the active participation of its members. Reasonable time during working hours will be provided for CWU members to be adequately updated, discuss progress and ratify proposals. Such meetings should only be held with the express agreement from management in regard to the appropriate time for such meetings to take place, with both parties ensuring the safeguard of customer service and a mutually convenient time which minimises any effect on the operation.

To ensure any unforeseen employee concerns are also resolved as quickly as possible local parties will meet regularly to monitor and review deployment arrangements.

Where there are points of clarification or interpretation required regarding deployment these should also be dealt with speedily at national level.


Sam Mellon Terry Pullinger
Managing Director National Officer
RMSS CWU

[hans solo]

if the colleague shares are currently valued at £536 where the f is the delivery postmans share somebodys telling fibbies somewhere

[NumptyBumpty]

if the colleague shares are currently valued at £536 where the f is the delivery postmans share somebodys telling fibbies somewhere

That is interesting. Is that £536 each year, so £1072 total? Surely we should all be getting that.

[fishtank]

if the colleague shares are currently valued at £536 where the f is the delivery postmans share somebodys telling fibbies somewhere

That is interesting. Is that £536 each year, so £1072 total? Surely we should all be getting that.

The figures quoted are a direct lift/copout&paste from the Business Transformation 2010 agreement.
It states "currently valued at £536" which at the time of the agreement they were.
They are now "currently valued at the square root of feck all" and it is this "current value" that will be honoured.

[The FraudSquad]

if the colleague shares are currently valued at £536 where the f is the delivery postmans share somebodys telling fibbies somewhere

I have emailed twice over the last two weeks, once to the colleague share team, and once to your friend and mine Moya..have they bothered to reply,............?? have they f*ck!

[kiloz]

Yes Royal Mail got Nationwide Building Society contract.
As a present DHL- YODEL Bank Courier for the next 4 weeks until 24th June 2011; I been informed I am transfering over to Royal Mail via TUPE (Transfer of Undertakings Protection of Employment)

I ask, anybody any knowledge about these TUPE transfers of ex DHL-YODEL employees to the Royal Mail ?

My biggest concern is that I know all their bank operations runs from Bristol, where at present I operate in Wales.

An insight to pay, weekly hours, etc of a Royal Mail Bank Courier, or any additional info about the job, would be appreciated.

[Lovemoney]

Hi I been told collegue shares were worthless???!!!!

[TrueBlueTerrier]

Hi I been told collegue shares were worthless???!!!!

Moya Greene told us all the same in the Courier

[Lovemoney]

Hi fishtank , can you confirm for me are the colleague share worthless???

[fishtank]

Hi fishtank , can you confirm for me are the colleague share worthless???

shares.jpg

http://www.royalmailchat.co.uk/communit ... 22#p368227" onclick="window.open(this.href);return false;

[Lovemoney]

fishtank, thanks...., wow! better sell my and cash in quick cause RM always change their mind, in the end could end up nothing