For immediate circulation to:
All Postal Branches
All Divisional Representatives
All Area Processing Representatives
Dear Colleagues
Business Transformation and Mail Centre Rationalisation
Please find attached an agreed Joint Statement and joint covering letter in relation to discussions that have taken place regarding Motion 51 carried at last year’s Annual Conference and the wider discussions taking place in respect of moving Motion E3 forward.
The Postal Executive endorsed the Joint Statement at its meeting held on 7th February 2012 which now enables us to continue transformation discussions with confidence.
I am sure that we will all welcome the confirmation that both parties recognise that improving our agreements as we learn, finding mutual interest solutions and resolving people issues continue to be key principles in our relationship and approach to transformation.
Branches are requested to ensure that this LTB is circulated to all appropriate representatives and that our members are made aware of this communication.
Any enquiries in relation to this LTB should be addressed to Terry Pullinger, Assistant Secretary, e-mail: dwyatt@cwu.org quoting reference number: 730.01
Yours sincerely
Terry Pullinger
Assistant Secretary
We are pleased to attach a copy of the Joint Statement we have reached in regard to the review which has recently been jointly undertaken by Royal Mail and CWU on Mail Centre Rationalisation as part of the BT2010 Agreement.
The attached document builds on the feedback and lessons learnt from Royal Mail Managers and CWU Representatives, who have experienced and been involved in the process to date. We believe this improves, strengthens and builds on the good work undertaken thus far and that the clarity it offers will benefit the overall consultation process at both National and Local Level, and will further improve the people processes.
The Joint Statement is a key expression of our principled and mutual interest approach as we move forward with open joint consultation on transformation issues whilst jointly managing the people impacts. Both parties recognise that resolving people issues is fundamental to the success of transformation.
On this basis we shall now be arranging National Processing Group (NPG) meetings to commence consultations on further transformation proposals building in the lessons learnt and contents of this Joint Statement.
Steve Cameron Terry Pullinger
Operations, Process and Assistant Secretary
Programme Director CWU.
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Business Transformation and Mail Centre Rationalisation
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Business Transformation and Mail Centre Rationalisation
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fishtank
- Posts: 19732
- Joined: 28 Sep 2007, 17:22
- Gender: Male
Re: Business Transformation and Mail Centre Rationalisation
ROYAL MAIL AND CWU JOINT STATEMENT REGARDING INTERPRETAION, LEARNING AND IMPROVEMENTS TO THE MAIL CENTRE RATIONALISATION AGREEMENT
It is confirmed that until any National discussions determine differently the principles regarding MTSF (VR and ETE) terms as detailed in the BT 2010 Agreement will be applied consistent with the NDG resolution.
In regard to further consultations an NPG meeting will be arranged for the 13th February 2012, to consider the next three Mail Centre consultations consistent with Para 5.1 of the BT Agreement.
It is accepted that in all Mail Centre reviews people issues will continue to be one of the key priorities with equal status with other priorities. The overarching objective to deliver the transformation in Mail Centres, as elsewhere within the business, will be without recourse to any compulsory redundancies. The joint aim will be to develop an agreed approach to dealing with people issues in a way that meets this objective via a fully inclusive manpower/operational phasing plan for the whole of the scoped area. Such plans should include current staff profiles, vacancies, earnings expectations, legacy bonus etc, other functional activities. In each case the overriding objective should be to confirm that the changes can be completed without recourse to compulsory redundancies/change to the full-time or part-time status of permanent CWU represented employees who wish to retain their current status, as soon as is practicable in the consultation process.
Royal Mail and CWU will develop joint preference exercises and where ‘Clear Choice’ is used then a joint session will be held between Royal Mail, CWU and the ‘Clear Choice’ provider to explain the roles and responsibilities of all parties in supporting the work to manage the people impact. Good practice from completed schemes should jointly be reviewed and considered. for example, the ‘People 1st’ approach developed in the Midlands.
Both parties agree to ensure that the NPG agenda reflects all aspects of Para 5.1 of the agreement and to review major strategic issues, which will include agenda items from both parties. An early example to be included is an update on Royal Mails future packet strategy. Equally, regular NPG meetings will review progress of current and future consultations.
We have discussed the lessons learned and agreed that the most recent review concluded in the Midlands was a good example of how both Royal Mail and the CWU have worked together and built in lessons learned after each review. Workshops/training sessions will continue to be developed to improve understanding in the following areas:
Traffic profiles
Quality statistics and measurement
Key performance indicators
Manpower planning and financial investment
Modelling
Cost and benefits breakdown information, including VR costs
These sessions will also provide the facility for managers and CWU officials who have been through the process to share their experience and offer potential advice. Both parties are equally committed at National level to review each consultation and continue to build in good practice and lessons learned into future reviews.
All relevant information will be provided via data packs as early as is practicable in the process and supplementary information requests will be provided in a timely manner to allow full and detailed consultation. It is recognised that the anticipated timescales for consultation are influenced by the timing and quality of information exchange and will be adjusted accordingly. Automation information such as kit to be utilised, strategy and its proposed site location, will be part of the initial presentation. The CWU will table its responses in a timely manner and it is re-affirmed that all proposals will be meaningfully considered.
Where new builds are involved the CWU will be consulted and involved in the layout and facilities consistent with current employee and industrial relations commitments and business standards.
Information supplied by Royal Mail should be clearly classified as ‘Commercially Confidential’ or ‘Strictly Confidential’. Other information not marked confidential can be shared. It is recognised that ‘Commercially Confidential’ information may require a non-disclosure agreement to be signed by CWU Representatives.
Both sides recognise that it is important to establish the key individuals for the involvement processes. One Divisional CWU Representative(s) for each of the IR Divisions affected should be appointed by the CWU and remain fully involved throughout the process including Technical Services Representatives, whilst identifying a lead CWU Representative for the overall project. Equally, working groups should be established involving key Area CWU Representatives impacted, either by proposed concentration or de-concentration and ensure that all affected sites are represented and involved from the start. Appropriate release time will be afforded for the analysis of data, preparation, attendance at meetings, learning/training modules and joint activity.
It is recognised that the CWU may seek independent advice to assist them in understanding any proposal and assist in developing any alternative ideas.
It is agreed that such initiatives require a high degree of commitment and participation if the changes are to be delivered smoothly and on time whilst maintaining morale. Therefore regular joint communication where ever possible is considered the best approach and a crucial factor in such an initiative. Joint communications should be agreed and carried out jointly where appropriate.
Whilst joint communication should always be our preferred option of communication, exceptionally for the CWU to operate effectively and democratically it needs the active participation of its members. Therefore the CWU may wish to consult separately with their members. Where this will positively and robustly inform and support the consultation process, 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 local 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.
The learning experience and reinforcement detailed in this joint statement holds 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 the key issues detailed in this joint statement. Against that backdrop, once consultation on changes are satisfactorily completed both parties will work together to implement the changes at pace.
Both parties are committed to the BT2010 Agreement for Mail Centre Rationalisation and the continued development of the progress we have jointly made to date to build in lessons learned to future reviews. Furthermore it is jointly recognised that it is crucial to continuously improve the consultation process and the role of the NPG to support our Managers and CWU representatives in jointly developing mutual interest solutions in regard to transformation and the resolution of people’s issues.
Steve Cameron Terry Pullinger
Operations, Process & Programme Director Assistant Secretary
Royal Mail CWU
It is confirmed that until any National discussions determine differently the principles regarding MTSF (VR and ETE) terms as detailed in the BT 2010 Agreement will be applied consistent with the NDG resolution.
In regard to further consultations an NPG meeting will be arranged for the 13th February 2012, to consider the next three Mail Centre consultations consistent with Para 5.1 of the BT Agreement.
It is accepted that in all Mail Centre reviews people issues will continue to be one of the key priorities with equal status with other priorities. The overarching objective to deliver the transformation in Mail Centres, as elsewhere within the business, will be without recourse to any compulsory redundancies. The joint aim will be to develop an agreed approach to dealing with people issues in a way that meets this objective via a fully inclusive manpower/operational phasing plan for the whole of the scoped area. Such plans should include current staff profiles, vacancies, earnings expectations, legacy bonus etc, other functional activities. In each case the overriding objective should be to confirm that the changes can be completed without recourse to compulsory redundancies/change to the full-time or part-time status of permanent CWU represented employees who wish to retain their current status, as soon as is practicable in the consultation process.
Royal Mail and CWU will develop joint preference exercises and where ‘Clear Choice’ is used then a joint session will be held between Royal Mail, CWU and the ‘Clear Choice’ provider to explain the roles and responsibilities of all parties in supporting the work to manage the people impact. Good practice from completed schemes should jointly be reviewed and considered. for example, the ‘People 1st’ approach developed in the Midlands.
Both parties agree to ensure that the NPG agenda reflects all aspects of Para 5.1 of the agreement and to review major strategic issues, which will include agenda items from both parties. An early example to be included is an update on Royal Mails future packet strategy. Equally, regular NPG meetings will review progress of current and future consultations.
We have discussed the lessons learned and agreed that the most recent review concluded in the Midlands was a good example of how both Royal Mail and the CWU have worked together and built in lessons learned after each review. Workshops/training sessions will continue to be developed to improve understanding in the following areas:
Traffic profiles
Quality statistics and measurement
Key performance indicators
Manpower planning and financial investment
Modelling
Cost and benefits breakdown information, including VR costs
These sessions will also provide the facility for managers and CWU officials who have been through the process to share their experience and offer potential advice. Both parties are equally committed at National level to review each consultation and continue to build in good practice and lessons learned into future reviews.
All relevant information will be provided via data packs as early as is practicable in the process and supplementary information requests will be provided in a timely manner to allow full and detailed consultation. It is recognised that the anticipated timescales for consultation are influenced by the timing and quality of information exchange and will be adjusted accordingly. Automation information such as kit to be utilised, strategy and its proposed site location, will be part of the initial presentation. The CWU will table its responses in a timely manner and it is re-affirmed that all proposals will be meaningfully considered.
Where new builds are involved the CWU will be consulted and involved in the layout and facilities consistent with current employee and industrial relations commitments and business standards.
Information supplied by Royal Mail should be clearly classified as ‘Commercially Confidential’ or ‘Strictly Confidential’. Other information not marked confidential can be shared. It is recognised that ‘Commercially Confidential’ information may require a non-disclosure agreement to be signed by CWU Representatives.
Both sides recognise that it is important to establish the key individuals for the involvement processes. One Divisional CWU Representative(s) for each of the IR Divisions affected should be appointed by the CWU and remain fully involved throughout the process including Technical Services Representatives, whilst identifying a lead CWU Representative for the overall project. Equally, working groups should be established involving key Area CWU Representatives impacted, either by proposed concentration or de-concentration and ensure that all affected sites are represented and involved from the start. Appropriate release time will be afforded for the analysis of data, preparation, attendance at meetings, learning/training modules and joint activity.
It is recognised that the CWU may seek independent advice to assist them in understanding any proposal and assist in developing any alternative ideas.
It is agreed that such initiatives require a high degree of commitment and participation if the changes are to be delivered smoothly and on time whilst maintaining morale. Therefore regular joint communication where ever possible is considered the best approach and a crucial factor in such an initiative. Joint communications should be agreed and carried out jointly where appropriate.
Whilst joint communication should always be our preferred option of communication, exceptionally for the CWU to operate effectively and democratically it needs the active participation of its members. Therefore the CWU may wish to consult separately with their members. Where this will positively and robustly inform and support the consultation process, 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 local 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.
The learning experience and reinforcement detailed in this joint statement holds 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 the key issues detailed in this joint statement. Against that backdrop, once consultation on changes are satisfactorily completed both parties will work together to implement the changes at pace.
Both parties are committed to the BT2010 Agreement for Mail Centre Rationalisation and the continued development of the progress we have jointly made to date to build in lessons learned to future reviews. Furthermore it is jointly recognised that it is crucial to continuously improve the consultation process and the role of the NPG to support our Managers and CWU representatives in jointly developing mutual interest solutions in regard to transformation and the resolution of people’s issues.
Steve Cameron Terry Pullinger
Operations, Process & Programme Director Assistant Secretary
Royal Mail CWU
good times, bad times you know I've had my share