Do you have faith in the Royal Mail board?

[Lounge Lizard]

Easy to criticise the board and very popular to do so, but the board are not there to be popular. They are charged with putting the company on a sound commercial footing and taking the company forward. Their extensive private sector knowledge is welcome even if it will be sneered at by the union barons and their members.

Tough times lie ahead and it will require a ruthless, hard-headed approach to get Royal Mail into the best possible commercial shape to take on the challenges our industry faces.

Industrial action may be voted for. It may even happen. It will not, however, reap any benefits for those so eager to throw the company and their jobs over the cliff.

So you agree and have faith in the board. What are your reason for this - where have you seen new money, products and growth and future growth to increase revenues?

You'll be waiting a long time for this troll idiot to give you a satisfactory answer to that question.

If you have something worthwhile to contribute to the discussion, then please let's hear it.

The amount of products and services we offer customers has increased. Our tracked products are hugely important. The investment in PDAS that capture enormous amounts of tracking data, delivery methods equipment such as lightweight trolleys and HCTs are just a few areas where investment has been made.

Too many on here just want to be negative all the time instead of appreciating the positive improvements that have and continue to be made.

SOB,
On what basis do you comment "When you have something valid and worthwhile to contribute to the discussion then please feel free to do so" and "If you have something worthwhile to contribute to the discussion, then please let's hear it" ?
Do you claim to have great intelligence, more experience or wisdom denied to the rest of us ?

Try discussing the ISSUES raised on these boards rather than commenting on those posting with whom you may not agree. A recent post of yours was nothing more than personal abuse. If that is all you have to offer the discussion then I will leave others to judge the credibility of your posts.

I reiterate my support for the Royal Mail board. We really need to not look at everything as a "them and us" struggle. There are a lot of good, hardworking people in Royal Mail but they are too often overlooked or downtrodden by those who are bone idle and incompetent and happen to have union backing. Big changes are on the way for all of us and industrial action is not going to prevent those changes. All industrial action will do is pave the way for massive job losses.

SOB,
It's no surprise that you've not answered my two questions and that will help others to judge the lack of credibility of your posts.
I have no need to resort to "personal abuse".
The board of directors are in charge of the management of Royal Mail’s business; they should make the strategic and operational decisions of the company and are responsible for ensuring that the company meets its statutory obligations.
So for "discussing the ISSUES" can you explain your "support for the Royal Mail board" by telling us of any recent "strategic and operational decisions" they have made beyond replacing seriously outdated PDAs, continuing the 'Tracked' brand and reintroducing trolleys ?
Or maybe provoking a strike is a strategic decision.

It is the union barons and their militant backers who are obsessed with provoking industrial action. I suspect most level-headed Royal Mail employees would rather not go down this road to ruin. Industrial action, if it does occur, will result in enormous job losses and it will be the union that will be left defeated and their members without jobs after such action. It really would be a case of turkeys voting for Christmas.

SOB,
In this and previous jobs I've known union members and union representatives all going about their duties in a perfectly sensible way.
How can it all be so different where you are or are the "union barons and their militant backers" just a figment of your imagination ?
It's no surprise that yet again you've not answered my questions, or similar questions from others, so if you can't identify any new money and report any innovations or plans for growth over the past three years then we can all assume that there aren't any and that the RM Directors are not doing very much.

[Brandy]

clueless about the job , probably never done a manual days work in there lives.

Exactly you couldnt have worded it better!!!!!!

It's 2017 and these daft comments belong in the past.
Does the top-knob in ICI (say) know how to mix paint in industrial quantities? Do the board of Boeing know how to rivet a wing or rebuild a jet engine?
The RM board are traditionally clueless but don't think that the "workforce" have some sort of advantage or moral high ground (or for dear old Jet, "own the company") because they don't.
Any future strike will be fought with the usual blend of managers, part timers and agency staff, and it will be a defining action in one way or the other.

its the clowns above that come up with these new and great ideas , p&l ? world class mail ? and the rest of the crap which is just a waste of money and all this company will do is go round in circles , but they don't have a clue of the physical work that goes into job , anybody can go into a job and sit on there arse and cut f/t staff , cut deliverys , merge offices and sell property , increase workload , push workers into ihr , etc to line there own pockets , with your comment you tell me what this board has done to either improve the customer service or improve the job for the posties ? cut , cut , cut.

I worked for RM for 19 years and have never known a company chop and change work practices without really thinking them through and what the ramifications would be.Can you remember the fiasco and the cost of Consignia? I wonder what has happened to the person or persons who thought up that idea,knowing RM they were probably promoted!!!

[Lounge Lizard]

For information ;

Royal Mail plc Board
Details of Board members
The Royal Mail plc Board sets the strategic vision of the company and consists of the following members:
Peter Long Chairman
Moya Greene Chief Executive Officer
Rita Griffin Non-Executive Director
Orna Ni-Chionna Senior Independent Non-Executive Director
Cath Keers Non-Executive Director
Paul Murray Non-Executive Director
Les Owen Non-Executive Director
Stuart Simpson Chief Finance Officer

Royal Mail plc (the Company) Matters reserved for the Board, May 2017
The below are matters reserved for the decision of the Board:

1. Strategy and management
1.1 The development and approval of the Company’s strategy. 1.2 The development and approval of the Company’s strategic plan, annual plans and budgets.

2. Structure and capital
2.1 Changes to capital structure including reduction of capital, share buy backs and, except under employee share schemes, share issues and the use of treasury shares.
2.2 Approval of Dividend policy.
2.3 Declaration of an interim dividend and recommendation of a final dividend and any other distribution or return of value to shareholders.
2.4 Changes to the Group’s management and control structure.
2.5 Major changes to corporate structure.
2.6 Changes to the Group’s basic control structure, including major internal restructurings.
2.7 Formation of a new subsidiary company or partnership.
2.8 Changes to the Company’s listing or its status as a plc.

3. Finance
3.1 Approval of Half year financial report, Annual Report and Financial Statements, trading updates and any preliminary announcement of final results.
3.2 Any significant change in accounting policies or practices following recommendation by the Audit and Risk Committee (ARC).
3.3 Approval of Treasury policy (ARC).
3.4 Approval of Tax strategy and any associated governance papers (ARC).
3.5 Approval of material unbudgeted capital or operational expenditure, in excess of £25 million.

4. Internal control
4.1 Ensuring maintenance of a sound system of internal control and risk management, kept under review by the Audit & Risk Committee (ARC).

5. Contracts and commitments
5.1 Where not included in a strategic plan, annual plans or budgets at the time the budget is approved by the Board:
5.1.1 Contracts or commitments of the Group, including the acquisition and disposal of assets, which involves a value in excess of £25 million.
5.1.2 Major investments, including the acquisition or disposal of interests of more than 5% in the voting shares of any company or the making of any takeover bid, (except where the value of such a disposal or acquisition is worth less than £20 million and it has been included in the Mergers and Acquisitions pipeline report).
5.1.3 Capital projects with costs in excess of £40 million.
5.2 If a project/area is identified, as part of the budget process, as not requiring further Board approval, this would be delegated to the Chief Executive or Chief Finance Officer for approval of any expenditure.

6. Communication
6.1 Approval of all notices of meeting, circulars, prospectuses or other documents circulated to shareholders including resolutions and corresponding documentation to be put forward to shareholders at a general meeting.
6.2 Regulatory announcements and press releases concerning matters decided by the Board.

7. Board membership and appointments
7.1 Changes to structure, size and composition of the Board, including approval of the Board Diversity Policy (following recommendation from the Nomination Committee).
7.2 Ensuring adequate succession planning and development for the Board and senior management (following recommendation from the Nomination Committee).
7.3 Appointments to the Board following recommendation by the Nomination Committee.
7.4 Selection of the Chairman of the Board, Chief Executive Officer and appointment of the Senior Independent Director.
7.5 Membership and Chairmanship of the Board committees.
7.6 Continuation in office of any Director at any time, including the suspension or termination of service of an Executive Director as an employee of the Company, subject to the law and their service contract (following recommendation from the Nomination Committee).
7.7 Continuation in office of directors at the end of their term of office, when they are due to be re-elected by shareholders at the Annual General Meeting (AGM), following recommendation from the Nomination Committee.
7.8 Appointment or removal of the Company Secretary.
7.9 Appointment or removal of the auditor following recommendation from the ARC.

8. Remuneration
8.1 Determine and approve the remuneration policy for the Directors, Company Secretary and other senior management, following recommendation by the Remuneration Committee, as set out in the Annual Report and Accounts from time to time.
8.2 Determine and approve overall pay and reward policy (including employee benefits) for staff and negotiating remit for negotiations with any recognised trade union.
8.3 Introduction of new share incentive plans or major changes to existing plans, to be put to shareholders for approval, following recommendation from the Remuneration Committee.
8.4 Non-Executive Directors fees are determined by the Chairman and Executive Directors and reported to the Board. Fees for the Chairman are determined by the Remuneration Committee.

9. Corporate Governance
9.1 Undertake a formal and rigorous annual review of its own performance, that of its committees, individual Directors and the division of responsibilities.
9.2 Determine the independence of Non-executive Directors following recommendation by the Nomination Committee.
9.3 Consider the balance of interests between shareholders, employees, customers and the community.
9.4 Review all of the Group’s corporate governance arrangements.
9.5 Receive reports on the views of the Company’s shareholders to ensure that they are communicated to the Board as a whole.
9.6 Authorise conflicts of interest where permitted by the Company’s Articles of Association.
9.7 The following matters relate to the delegation of authority:
• Division of responsibilities between the Chairman and the Chief Executive which should be clearly established and set out in writing and agreed by the Board.
• Approval of delegated levels of authority including the Chief Executive’s authority limits which must be in writing.
• Establishment of Board Committees, approval of their terms of reference and approving material changes thereto.
• Receive reports from Board Committees on their activities.
9.8 Approval of the following policies, excluding minor changes which will be approved by the Company Secretary:
• Health and safety policy;
• Environment policy;
• Equality and fairness policy;
• Royal Mail Group conduct policy;
• Anti-bribery and corruption policy (including Gifts and Hospitality);
• Communications policy for the management of internal and external communications; and
• Corporate responsibility policy.
• Royal Mail Group Share dealing policy and code; and
• Royal Mail Group Inside information and control of inside information policy.
9.9 Approval of Royal Mail Group Annual Statement in compliance with the Modern Slavery Act 2015.

10. Other
10.1 Making of political donations.
10.2 Appointment of Group’s principal professional advisers.
10.3 Approval of overall levels of insurance for the group including Director and Officers’ insurance and indemnification of Directors.
10.4 Annual Security Report.
10.5 Corporate Responsibility Report.
10.6 Any decision that the Board considers is likely to have a material impact on the Company or Group, including, but not limited to operational, strategic or reputational impact.
10.7 Prosecution, commencement, defence or settlement of litigation, or an alternative dispute resolution mechanism involving more than £10 million or being otherwise material to the interests of the group, excluding personal injury claims.
10.8 Matters that may have a financial impact on the Royal Mail pension schemes where over £100 million. Strategic changes to employee benefits that require rule changes or changes to the pension scheme trust deeds, other than those required for changes in legislation, each following recommendation from the Pensions Committee.
10.9 This schedule of matters reserved for Board decisions.

[Martin Walsh]

Let's examine some of the things which Royal Mail's Board have done in recent years which do call into question their ability to lead this company at such a challenging time :

1: in 2009 At a time when Royal Mail were openly saying that letters were in decline and parcels were the future. What did they do ? They went out and bought CSS machines to sort letters to the cost of over a billion. The end result is that we have CSS machines mothballed , under ulitised. Additional Royal Mail senior management have consistently stated that they have never got the return that was in the business case for the introduction of CSS machines.

2. Three years ago Royal Mail announced that individuals could leave on voluntary redundancy and would not have to work their notice period. This was championed by the Royal Mail board as the opportunity to reduce costs. Instead it led to the biggest resourcing crisis in recent Royal Mail industry where quality of service dipped and hundreds of managers had to perform deliveries. Sue Whalley twice had to apologise to all managers at the Operation and Modernisation conference at the NEC. The lack of resourcing caused allegations of bullying of OPGs , people forced to work beyond their time with threats of wilful delay if did not and many other problems.

3. Royal Mail have said that Parcel automation is the future. However they have now announced a pause on introducing any further parcels machines as the throughputs is much lower than the business case and the rejects and ejects are ways higher than forecasted.

4. Royal Mail two years ago said they wanted to introduce one wave of sequencing and the trail started in Walsall. They wanted too roll it out to all offices with 6 months. Last year Royal Mail anowledged that they could not introduce one wave. Instead they have reverted to trying to maximise the first wave.

5. Royal Mail growth agenda said they would introduce deliveries on a Sunday three years ago. In London we have been delivering parcels on a Sunday for all that time and Royal Mail have never advertised the Sunday service . Instead all we currently deliver is the tracked 48 which was due delivery on the Monday. All Royal Mail are intrested in is staying in the market rather than exiting it and meaning a reduction in the share price.

6. Royal Mail's current proposals for later acceptance times is based on just one RDC having that facility. The National Distribution Centre in Daventry. This makes no sense as you have other retailers across the U.K. Who would be intrested in later acceptance times in Royal Mail but would not want to travel as far as NDC to put it into the system. Why could you not have PRDC , SWDC , Warrington , Scotland all having centre's which allow companies to have the opportunity to put into Royal Mail's system later ? Well we all know the reason why Royal Mail want just NDC as the only access point for later acceptance times is that one access point drives everyone's start times later where as multiple access points protect start times from significant movement.

7. There are many other Board blunders including rebranding one of the biggest brands to Consignia and than rebranding back to Royal Mail costing millions.

The newer posters on here will not recognise your description of union barons instructing unions members to do what they say. Cause it don't work like that. We have in the UK the toughest employment laws in the U.K. And members have industrial action Ballot papers sent to their home address and they decide of their own free will. Unlike when Royal Mail March an office up to the ex canteen and tell them to fill out the have your say surveys.

The CWU is a voluntary organisation but let's be clear without the CWU our jobs and terms and conditions would be on par with Yodel. We do not want an industrial dispute but we will not simply allowed managers who have continually failed with their strategies destroy our terms and conditions and the great Royal Mail service.

[daveyeff]

edit that last bit dingo!!....you mean WITHOUT the cwu we would be like yodel or hermes...not WITH!!.

[Jambomatt1874]

A fresh approach is needed. The existing board needs cleared out for a start, I'd like to see a couple of us mere minions voted onto the board so we have a say as to what's going on

[TrueBlueTerrier]

My view is that industrial action is never a solution to any industrial dispute and I would support government legislation to prohibit industrial action.

So if the business imposed wage reduction to Minimum Wage levels and cancelled all current pensions and came back with the absolute minimum allowed in law. You'd accept that because the solution is never industrial action.

Do I WANT to go on strike - No.
Am I miltant - some say I am, I don't think so.
Will I go on strike - Yes if that is the democratic decision of the members.

Actually, in a strange way, I agree that Industrial Action is never the solution, and anyone who thinks that strikes are the answer to everything is in self-denial. However, whilst strikes are not the solution (can they ever be ?), they are one of the few weapons workers have in their arsenal, and history has shown in most cases they mitigate the damage.

In a democratic society, there has to be balance, if you remove the right to strike (which you advocate) you give the power to the businesses to make whatever changes they want.

[daveyeff]

its obvious the two main antagonists on these posts that are against strike action are anti union. that's their choice. but to think that jobs will be saved WITHOUT industrial action is deluded. without it there will be 25000 jobs gone. FACT. and they will probably be IN that count.

[DirtyHarry]

Do I have faith in the Royal Mail board?

No, I f***ing don't.

[wacko74]

I really wouldn't worry too much about this current board, if the share price stays anywhere near it's current level (or drops even further) the big institutional investors will see to it that the board will be forced out.

[Lounge Lizard]

edit that last bit dingo!!....you mean WITHOUT the cwu we would be like yodel or hermes...not WITH!!.

and "We have in the UK the toughest employment laws in the U.K." should I think be "We have in the UK the toughest employment laws in the E.U."
We actually know what Dingo meant and understand that he's a busy man.

[buntin]

no , they couldn,t run a bath.

[bexhil palace]

I'm guessing Sob thinks that the Tolpuddle Martyrs were a bunch of feckless layabouts

[UnhappyGremlin]

I have complete faith in the board.

To drive the company into the ground in the fastest possible time.

[GRS]

Absolutely no faith in the RM board. Wonder if we could get an MP interested enough to raise it in the HOC. I said when Moya became CEO that it was a disastrous appointment and sadly it has proven to be so. The left hand doesn't know what the right is doing. They say one thing at senior level and yet we see the opposite happen on the ground. They say we are inefficient and yet it is their operational ideas that have been implemented that are making us inefficient such as P&L. About 5 years ago they said they were managing the decline of letters as parcels was the future and where they could make money to sustain the future of the company and yet now they say that it's very difficult to make money on parcels. They are out of their depth and haven't a clue how to run the business and are taking their failings out on the staff. Should be bloody tried for treason for what they are doing to a British Institution.