CEO statement:RMG is changing:Corporate responsibility

[POSTMAN]

Royal Mail Group is changing. Corporate responsibility is integral to this change:Moya
http://www.royalmailgroup.com/our-corpo ... -statement" onclick="window.open(this.href);return false;





Our Transformation

Royal Mail Group is changing. Corporate responsibility is integral to this change. For us, corporate responsibility is now as much about how we generate our revenues as how we spend the cash that we earn. Our foremost responsibility - to all of our stakeholders - is to return Royal Mail Group to financial viability on a sustained basis. This will ensure that:

We continue to deliver the six-days-a-week, one-price-goes anywhere Universal Service – one of the highest quality service specifications in the European postal market.
We continue to be an integral part of the UK economic and social landscape, connecting customers, companies and communities across the country.
We continue to offer secure employment to as many of our people as possible.
We are no longer reliant upon the UK taxpayer.
In October 2011, outside of the relevant financial year, we launched our new corporate scorecard for all managers.(1)

Our new scorecard is focused on delivering sustainable business performance and it emphasises the integration between our corporate responsibilities and our business strategy.

Four key areas are measured by our new scorecard. *

1 What our customers think of us and how we deliver for them.
2 What our people think of our company.
3 How well we are modernising our operations.
4 The financial health of the business.

The Past Year

The 2010/11 financial year was challenging. The mails market is in significant decline. We anticipate that total mail volumes will continue to decline by around 5% a year for the foreseeable future. We have to adapt to this changing market. Whilst we have made some good progress, as demonstrated by our interim results which were published in November 2011, much remains to be done to improve our financial position. We must continue to modernise our operations. This involves significant investment in new equipment and processes and in improving the working conditions of our people. We must continue to innovate to meet the needs of our customers and generate additional revenues to offset the decline in earnings. We need to attract private capital in order to invest in our future.

Good Foundations

As this report sets out, despite the financial challenges that we face, our commitment to corporate responsibility continues. We can do better but we have good foundations on which to improve our record. Our people are committed and highly valued. Every day, they help connect customers, companies and communities across the UK. Our economy and society both rely upon these connections. Both would be weaker without them. This report promotes and celebrates the great efforts of our people. Royal Mail Group has a good corporate responsibility track record. We achieved Gold status for the first time in the 2011 Business in the Community (BITC) Corporate Responsibility Index. We are a signatory to the United Nations Global Compact and are working to meet its principles. We use the principles of the Global Reporting Initiative (GRI) to guide our reporting.(2). Many of the measures that we are taking to address the challenges we face also enhance our corporate responsibility. For example:

Our continued focus on resource efficiency is positively benefitting our bottom line, as well as reducing our negative environmental impact.
Our continued investment in health and safety for our people helps save costs, in addition to ensuring that our people feel well looked after and valued.
Our enhanced focus on learning and development is helping address the company’s skills gaps, whilst also improving staff retention rates.

Our Governance

We have strengthened our corporate responsibility governance arrangements. Whilst these changes occurred within the relevant financial year the benefits will be fully realised over the next 12 months.

I chair the Chief Executive’s Committee (CEC), Royal Mail’s executive committee. Amongst a range of other key business activities, the CEC is responsible for reviewing our corporate responsibilities strategies and how we implement them.

Shane O’Riordain, Director of Communications, is responsible for shaping and implementing our corporate responsibility strategy and reports directly to me. The Audit and Risk Committee (ARC), one of the main Board committees, has reviewed this report in detail.

Our Changing Agenda

We know that there remains a great deal of work to do to improve our corporate responsibility record. Royal Mail occupies a unique position in the UK society and economy. We need to leverage this for the benefit of Royal Mail Group and all of its stakeholders. This is why we have recently completed a major review of our corporate responsibility and community investment strategies. These strategies now reflect the fact that our corporate responsibility activity must be focused on improving our financial performance, as well as our social and environmental impact. These strategies are also much more aligned to and integrated within our overall business strategy. They will inform all corporate responsibility activity in the financial year 2011/12.

Our new strategies were approved by the CEC in October and November 2011, outside this reporting period. However, the review process informed the content and focus of this report. We will continue to use the Business in the Community (BITC) impact area framework – workplace, marketplace, communities and environment – to guide our corporate responsibility strategy and reporting. This will ensure that there is continuity between this and our former corporate responsibility strategies.

Our New Strategy

Our five new corporate responsibility objectives are:

1 Deliver a market-leading corporate responsibility programme.
2 Drive up colleague advocacy for our corporate responsibility programme, including community investment.
3 Be seen by our external stakeholders to be one of the best corporate citizens in the UK.
4 Ensure our corporate responsibility strategy is integral to our business strategy and corporate narrative.
5 Ensure that our reporting and data collection is of the same standard as a major LC.
A feature of future corporate responsibility reporting, including this year’s report, will be that we will be more explicit about the areas in which we need to improve and what we are doing to address these. A full list of our current and future corporate responsibility activities is provided in the ‘Our corporate responsibility’ section of this report.

Summary

I am committed to ensuring that Royal Mail Group is a corporate responsibility leader. This report sets out how we are beginning to improve but it is just the start.

Stakeholder engagement will be an important focus. In the near future, I plan to host an event which brings together all Royal Mail Group stakeholders with an interest in corporate responsibility. In particular, I wish to continue to engage with Royal Mail Group colleagues and unions.

If you have any further thoughts on Royal Mail Group’s Corporate Responsibility Strategy, please do get in touch. I would be delighted to hear from you.

In summary, Royal Mail Group plays a role in the lives of almost every UK resident. Our people live and work in almost every UK community. We occupy a privileged position in UK society. We are conscious of our responsibilities to our colleagues, customers and communities.

Moya Greene

Group Chief Executive

January 2012

Email: corporateresponsibility@royalmail.com

* (1)Bonuses for Royal Mail managers will be linked to the achievement of these scorecard metrics.

(2)Two Tomorrows use the GRI Quality of Information Principles as criteria for evaluating Royal Mail Group’s Corporate Responsibility Report.

[POSTMAN]

https://www.myroyalmail.com/mrm/appnews ... aspx?i=463" onclick="window.open(this.href);return false;

Report published:

Today we’ve published a report highlighting our responsibilities to colleagues, customers, communities and the environment

We recognise that how we make money is as important as how we spend the money that we earn.

The report covers how we are:

Investing in our people
Meeting the needs of our customers
Connecting customers, companies and communities
Minimising our environmental impact.
What makes us different?
We occupy a unique position in UK society and the economy.

We are one of the most local and national companies in the UK.

Every day we help connect customers, companies and communities across the UK.

We are one of the UK’s largest employers. We paid more than £4 billion in wages and salaries last year.

Our annual procurement spend is approximately £2.3bn, the majority of which is spent in the UK.

We’re one of only a handful of companies that makes such a big contribution to the UK economy.

It is, therefore, especially important we act in a responsible way on behalf of our colleagues, customers and communities.

Tell us what you think
We’ll be publishing highlights from the report over the next few days.

If you have any comments or questions on the report or these stories, email us: corporateresponsibility@royalmail.com

[Lounge Lizard]

"We paid more than £4 billion in wages and salaries last year." - sounds good when you don't say how many tens of thousands of staff you employ.

[fishtank]

* (1)Bonuses for Royal Mail managers will be linked to the achievement of these scorecard metrics.

1 What our customers think of us and how we deliver for them.
2 What our people think of our company.
3 How well we are modernising our operations.
4 The financial health of the business.

Let's be honest Royal Mail have previous form for manipulating all of those "scorecard metrics" .
If you were to be completely honest none of the four could possibly be in a poorer state at this time but still management picked up a bonus this year.
How does that work?

[KDHULL]

Two Tomorrows use the GRI Quality of Information Principles as criteria for evaluating Royal Mail Group’s Corporate Responsibility Report.

I wonder how much RM paid this company for sitting around their tables over lavish luncheons?

[Dee Plish]

Hidden at P35 of this 82 page report is:

We wish to eliminate all instances of bullying and
harassment. Our target for 2010/11 was to limit
the proportion of our workforce stating that they had
experienced some form of bullying and harassment
to 10%. Unfortunately, largely due to dissatisfaction
with the Transformation Change Programme, we
missed our target by 2% this year We will seek
to improve on this over the next 12 months.

They wish to "eliminate" bullying and harassment but still, even on their figures, 12% still experience it. That just shows how they treat bullying with contempt, and, as we know, it is used as a management tool. The difference between "10%" and "eliminate" is staggering, and quite frankly a disgrace. Accepting 10% bullying proves the management of this company, many who perpretrate it, are unfit for purpose.
Funny how they refused to recognise a culture of management bullying during the business transformation talks, yet they recognise the existence of bullying now. Absolutely criminal.

[TrueBlueTerrier]

Hidden at P35 of this 82 page report is:

We wish to eliminate all instances of bullying and
harassment. Our target for 2010/11 was to limit
the proportion of our workforce stating that they had
experienced some form of bullying and harassment
to 10%. Unfortunately, largely due to dissatisfaction
with the Transformation Change Programme, we
missed our target by 2% this year We will seek
to improve on this over the next 12 months.

They wish to "eliminate" bullying and harassment but still, even on their figures, 12% still experience it. That just shows how they treat bullying with contempt, and, as we know, it is used as a management tool. The difference between "10%" and "eliminate" is staggering, and quite frankly a disgrace. Accepting 10% bullying proves the management of this company, many who perpretrate it, are unfit for purpose.
Funny how they refused to recognise a culture of management bullying during the business transformation talks, yet they recognise the existence of bullying now. Absolutely criminal.

Actually to my mind its more worrying than them missing the target, I think that was always a given. But that they used the BT2010 dissatisfaction in Deliveries, as as smokescreen for the reasons it has not dropped. We are all adults and I agree that some within deliveries may see the introduction of P&L as bullying in itself, however, I honestly believe that the vast majority can see the difference between being asked to do something they don't like or want to do, and managerial bullying to make sure it works. Bullying to make P&L work is press ganging posties into working over, refusing to pay overtime, making it a performance issue when posties cut off, only testing people that are "difficult", not making changes when there is evidence its needed, and a lot more besides.

[music4essex]

Actually to my mind its more worrying than them missing the target, I think that was always a given. But that they used the BT2010 dissatisfaction in Deliveries, as as smokescreen for the reasons it has not dropped. We are all adults and I agree that some within deliveries may see the introduction of P&L as bullying in itself, however, I honestly believe that the vast majority can see the difference between being asked to do something they don't like or want to do, and managerial bullying to make sure it works. Bullying to make P&L work is press ganging posties into working over, refusing to pay overtime, making it a performance issue when posties cut off, only testing people that are "difficult", not making changes when there is evidence its needed, and a lot more besides.

Totally agree being I am one of those being bullied and harrrassed, phoned the CWU helpline 2 days ago waiting for them to get back to me

Essex mum

[postiesteve1]

I see that our 'friend' Moya is still able to babble out the corporate lies that sound good to those who do not work, and I mean physically work. If you sit in an office and make decisions about how things are to be done like eliminating the process of delivering and stating that this will be better without consulting those who will actually be required to do it is just folly. It was once said that 'If you tell a lie long enough and loud enough then everyone will come to believe it as the truth' , it seems that Moya and those of her ilk have done this to the workers. After all they have the platform to spread it to the powers that be and the workers are just seen as a bunch of ungrateful rabble that really do not want to work. This is false and should be corrected. (Always read very carefully, and between the lines and the things that are not said or printed, It will tell you a lot more then what is being supposedly made clear) Interesting read if you can get a hold of a copy... 'PostMortem, Why Canada's mail won't move' published 20 plus years ago and it goes into an in depth history of postal strife in Canada but the last two chapters are of particular interest as the majority of the recent and present day changes can been seen in those two chapters. In particular is the part about how Mail Carriers could band together to provide the service of delivery, code for privatizing the delivery end just like the did to milk delivery in Canada a number of years ago.... to day not many door to door milk drivers left and those that are left are not doing very well at all.

[Budfrog]

Hidden at P35 of this 82 page report is:

We wish to eliminate all instances of bullying and
harassment. Our target for 2010/11 was to limit
the proportion of our workforce stating that they had
experienced some form of bullying and harassment
to 10%. Unfortunately, largely due to dissatisfaction
with the Transformation Change Programme, we
missed our target by 2% this year We will seek
to improve on this over the next 12 months.

They wish to "eliminate" bullying and harassment but still, even on their figures, 12% still experience it. That just shows how they treat bullying with contempt, and, as we know, it is used as a management tool. The difference between "10%" and "eliminate" is staggering, and quite frankly a disgrace. Accepting 10% bullying proves the management of this company, many who perpetrate it, are unfit for purpose.
Funny how they refused to recognise a culture of management bullying during the business transformation talks, yet they recognise the existence of bullying now. Absolutely criminal.

Good post ... whilst all targets should be achievable what amazes me is that they have set a target which would shame most 21st century organisations if it were a true reflection of the situation. There should be zero tolerance 0% not 10%!!! even taking into account false claims and staff who are not honest when providing feedback the target should be no more that 4 or 5%. How long does it take to issue a stern reminder to all staff of the importance of treating everyone with dignity and respect? How long does it take to make an example of those who are culpable? ... it makes you ask yourself whether or not RM as a business are taking the issue seriously.

[martin the green]

have your say survey will be interesting reading this year cannot wait to see the results in our office.know for a fact senior management will not be happy.
but will they act on it

[walden33]

I am with Canada Post, the fine people who gave you Moya, she does not care about anything or anyone except her bonus.

[NWpostie]

I am with Canada Post, the fine people who gave you Moya, she does not care about anything or anyone except her bonus.

Do you have a Canadian post chat forum ? it would be interesting to have a look at your site.