ANNOUNCEMENT : ALL OF ROYAL MAIL'S EMPLOYMENT POLICIES (AGREEMENTS) AT A GLANCE (Updated 2021)... HERE
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AHDC
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clashcityrocker
- Posts: 16700
- Joined: 22 Sep 2009, 13:50
- Gender: Male
- Location: strummerville
AHDC
Automated Hours Data Capture.
The PDA recording actual hours worked.
The PDA recording actual hours worked.
The societies of consumption and squandering of material resources are incompatible with the idea of economic growth and a clean planet.
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citypostie
- Posts: 895
- Joined: 08 Apr 2009, 19:42
- Gender: Male
AHDC
I saw a report from a cwm meeting the other week up north somewhere, that this was discussed. It turns out it doesn't work(surprise surprise) and the savings are minimal at best and in some trial offices it made the overtime claims go up so cost money instead of saving it. But royal mail have spent a fortune on it and still are so are determined to use it in someway maybe in mail centres but not delivery because it doesn't seem to be compatible with the way they run. If I can find it I'll post it on hereworktotime wrote:any idea when this will be coming in to offices or is it still being tweeked before being rolled out nationally ? as I thought that if royal mal was going to benefit with this it would have been in by now .
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SpacePhoenix
- MAIL CENTRES/PROCESSING
- Posts: 12194
- Joined: 12 Nov 2008, 17:03
- Gender: Male
AHDC
Won't work in MCs, only some sections use PDAs. For it to be viable in MCs you'd probably have to have barcodes on everythingcitypostie wrote:I saw a report from a cwm meeting the other week up north somewhere, that this was discussed. It turns out it doesn't work(surprise surprise) and the savings are minimal at best and in some trial offices it made the overtime claims go up so cost money instead of saving it. But royal mail have spent a fortune on it and still are so are determined to use it in someway maybe in mail centres but not delivery because it doesn't seem to be compatible with the way they run. If I can find it I'll post it on hereworktotime wrote:any idea when this will be coming in to offices or is it still being tweeked before being rolled out nationally ? as I thought that if royal mal was going to benefit with this it would have been in by now .
Roll calls aren't don't during evacuations any more, haven't for a few years nowarnold cheshire wrote:How can it be legal has there would be no immediate access to who is on the property incase of fire or emergency?
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citypostie
- Posts: 895
- Joined: 08 Apr 2009, 19:42
- Gender: Male
AHDC
It's nothing to do with PDAs, its using your identity card to swipe in and out. Think the jist was the duty scheduler that works with the ahdc works in a factory environment but even struggles with that when the workload varies from the predicted amount, which lets be honest is all the time in royal mail
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citypostie
- Posts: 895
- Joined: 08 Apr 2009, 19:42
- Gender: Male
AHDC
REPS BRIEFING GLASGOW 6/3/19
Jane Loftus opened the briefing and said she was glad to be back in Scotland and hoped the weather would hold out unlike last year The Beast from the East. Jane then handed over to Terry Pullinger.
TERRY PULLINGER opened up by saying it was great to see so many reps attending the briefing. He went onto say lots has happened since The 4 Pillars Agreement was ratified & our previous get together. TP always enjoys meeting local reps & meeting members at Branch AGM’s. He said that briefings like these were key to the success of getting the Agreement over the line. Although lots of issues are still of concern & diaries at HQ were almost full to capacity in dealing with RM, we need to make time to come out and see the reps. We had a great result with the ballot & that was down to the work of reps in the Branches. We fully understand that morale is low in many, many workplaces & that the culture in some parts of the country, including Scotland hasn’t changed for the better. We are tackling this & the culture visits to workplace sites will drill down & the key issues will surface.
We also understand that some parts of the Agreement meant change for out members. We also acknowledge that most don’t like change. We also need to recognise that without change, we would be in a more precarious position than we are at present.
We have attempted to meet RM on many occasions to discuss issues, trials, IR & so on but again, just when we think we’re on track to get a joint up approach, RM changed the structure at the top & most who negotiated The 4 Pillars Agreement are no longer in post.
The Agreement was ratified on 31/3/18 and within a year, all those on RM side who wanted to make the partnership work are gone. It’s quite sad really.
Benefits; The pay award is a massive benefit to all members, including the part-time workers. The SWW, again a winner for our FT members who by 2022 will be on a 35-hr week. With the decline in traffic & technology on the increase this was key to the CWU to get this over the line. The legally binding agreements, an extension to their lifespan, again key to the CWU & of course the pension issue.
We needed to deal with the historical pension problem & the new proposed CDC Scheme will benefit ALL members. We must remain extremely cautious, but optimistic that the proposed scheme will get through the secondary legislation. We also need full legislation (House of Lords) & have extracted questions & concerns from there so we can hopefully get the del over the line & have the legislation announced in the Queens speech at the opening of parliament. The consultation period is over and the outputs of that consultation in due. With cross-party support we can be a leader in pensions for all workers in all industries in the UK meaning all can have a wage in retirement.
We succeeded with the Agreement and not one member lost a penny in earnings.
I do recognise and fully understand that there have been much more bouts of IA, UIA & Flsahpoints since the Agreement and to be honest, that doesn’t bother us at HQ at all. All this shows is members are fed up of constant lapsing, workplaces becoming toxic environments due to management behaviours & staff feeling bullied & harassed. The 4 Pillars has galvanised workplaces, galvanised members, galvanised branch’s & if the concerns are genuine, every member in every workplace will have the full backing from HQ.
We were confident in ourselves during the dispute so that should continue.
We recognise that there in unrest in the UK, both economically & politically. This does reflect in business decisions, not just RM but if you look outside the business, the car industry, the medical supplies industry & others which should be seen rightly so as concerning. But in the 5 years since privatisation, not one compulsory redundancy. And if RM think that this may be something they may have to look at, then there will be trouble ahead.
We also need to recognise that the letter market is in decline, since GDPR, letters, revenue & profits have dropped off. Packets are on the increase and we need to acknowledge that packets must be seen as the future or part of the future for us as members.
Some had read some letter from London regarding afternoon deliveries, collapsing duties and so on. You need to read the Agreement and read it carefully. *The points in red are taken from The 4 Pillars Agreement and were discussed at the Branch AGM.
14. Strategic Review of the Operational Pipeline In order to satisfy customer requirements and adapt to the changing market needs Royal Mail must evolve and change the operational pipeline to be in a position to attract and efficiently handle parcels growth whilst equally maximising the value of letters along with other products and services, whilst also building on and maximising Royal Mails unique reach and status within the UK as the USO provider.
Both parties are committed to expanding customer offerings and will work together to develop a future pipeline through a new Pipeline Forum, which will review how we can significantly grow Royal Mail’s capability to attract new workload, develop new products and services, increase efficiency and revenues to ensure Royal Mail can prosper and thrive to deliver commercial success while meeting its social obligations and providing security for its employees. Both parties reaffirm our commitments to include an assessment of the impact of change on employees, as new opportunities are reviewed positively and at pace to meet the requirement of customers for new growth & product opportunities, in order to minimise this impact as much as possible.
A joint fundamental review of the pipeline will be undertaken to progress proposals on growth, to propose solutions to reduce the time to connect products and assess potential efficiency improvements through the national pipeline. Scenarios will be developed and evaluated for a 3, 5 & 7 year timeframe which will recognise developments in new technology, levels of required investment and opportunities for agreed new methods and efficient ways of working. This redesign will be based upon honouring our heritage, provide a wider scope for growth, enhance our operations and protect the six day USO.
This review will not be constrained by, for example, existing operational workflow, current technology, will pose options for enhanced flexibility and will seek to reduce nodes in the operation and extend Royal Mails delivery capability both earlier and later from 7 am to 7 pm to embrace greater AM opportunities and later parcel delivery and LAT’s.
Improved collection services to support customer requirements and growth opportunities will be evaluated. These may include, but will not be limited to, parcel posting boxes, locker banks, doorstep collections, and a seven day service collecting from Customer Service Points & available post office counters and potentially future commercial customer collections.
The outputs and recommendations of the letters automation strategy, including the location and utilisation of machines across the Mail Centre and MPU estate, will be reviewed in line with proposed scenarios or solutions to accommodate parcels growth.
The jointly developed scenarios will include an evaluation of the impact of change on employees enabling both parties to jointly describe what the agreed future design of the job looks like in each function.
In order to build customer confidence in our service offering, we need to provide commercial colleagues with an outline operational plan that will support the product being offered in the immediate period which is covered in the Pipeline Changes section.
This will provide assurances to customers that Royal Mail has the pipeline infrastructure to provide both a reliable and cost effective service together with a robust platform to support product growth through a customer offering that as a minimum matches and ideally exceeds that of Royal Mail’s competitors.
Core membership for the Pipeline Forum will be separately agreed with nominated subject matter experts joining the group as required.
Terms of Reference for the Group activity will be jointly developed and agreed.
15. Pipeline Changes to Support LAT Product Growth Introduction It is recognised that current collection, arrival and dispatch times support and enable the current agreed duty structures and attendance patterns across all functions in line with the commitments contained in the BT 2010 agreement. Therefore it is agreed that we will operate within the current pipeline to manage business as usual, including reviews of current automation capabilities and plans using existing agreements until we reach an agreement around the longer term vision for the business and its employees.
To ensure we are able to connect as much as possible to the core delivery, we will introduce a new delivery specification of up to 15.30hrs last letter time for residential deliveries and up to 16:30hrs for rural in October 2018. This new specification will define the last letter times for a minimum of 3 years, though this period may be extended, subject to the outcomes of the strategic pipeline review.
Last Letter Delivery completion time will vary up to 15:30 for residential areas however the vast majority of letter deliveries will be planned to be completed by 15:00hrs with most by 14:30hrs. It is accepted that during this time period current core attendance patterns may vary, where jointly agreed, to accommodate new commercial product or growth opportunities within the core delivery period but it is agreed they will not go beyond the last letter completion time. Delivery options for traffic that does not connect to core are covered off in section 15.3.
In order to take on new customer business whilst the pipeline review is undertaken, changes in the operational pipeline are necessary to connect as many parcels to core delivery in a cost effective way. The changes will be planned immediately and the deployment will be completed by October 2018.
Royal Mail has committed to a significant investment in the Pipeline to enable this growth opportunity through new products and services and win new volume in the competitive Parcels market. This will require changes in Processing and Logistics to efficiently accommodate workplan to maximise connectivity with Core Delivery duties. This may include changes in Network arrivals, surge capacity in processing (MCs & RDCs); some potential adjustments to wave 2 arrivals into Delivery offices, within agreed limits on start time changes, recognising our joint aspiration to mitigate the impact as much as possible on Delivery Start times while maintaining current attendance/duty arrangements.
Remember where RM wanted to be, they wanted to shift the pipeline so far back, some deliveries wouldn’t have been out delivering until well after 13:30.
Read the Agreement, deliveries from 07:00 – 19:00. This doesn’t mention core duties it just means we may have to think & do things differently in the future.
Jobs are more important that start & finish times and we shouldn’t forget this.
Those at the top of RM have switched off, they are again looking at crisis management. The new CEO has called in consultants to help with his “plan” for RM. This is completely outside the realms of the Agreement and we won’t allow this to happen.
Again, we hear of budgetary targets/savings, where in the Agreement does it mention we agree with their savings targets?
If there are genuine savings fine, we can chalk them up to help pay for the next hour. But and this is important, if investment is needed, then that should happen to.
We built the QoS & Resourcing checklists into the Agreement. There must be an audit in every workplace. This is where all issues surrounding quality of service and resourcing should be flushed out. * These lists should have been completed and form part of the 14 Point Joint statement agreed locally.
So, in summing up, we have an Agreement, we know where we’re going & we know how to get there. We’re not here to save time, we’re here to save FT employment, for now and for the future.
MARK BAULCH started by saying that the state of RM managerially is unknown and is of real concern.
It looks like they’ve reverted to type and gone back to the days when CWU senior reps have no interface with RM. We need to get them in the room and get this resolved.
I need to recap on TP’s contribution, the checklists need to be done. The fact we are still talking about them leads me to believe some have not been done which is a real challenge for us at HQ. We can’t sit across a table and discuss matters when we have completed the work ourselves.
Getting this work done will restore confidence of the members that we are taking these matters seriously. After speaking to some members prior to the briefing I understand that the culture in Scotland has taken a backward step. Flashpoints, UIA and request for Rule 13 Ballots are on the increase.
I honestly think that the Flashpoint is the right thing to do when IR issues are at boiling point in units.
The SWW (35-hr working week) is important to be in place by 2022. Technology, AI, drones, driverless trucks means less manual work. We need to address work/life balance and the SWW goes a long way to do that.
Delivery trials dove the first hour off the SWW. These trials have shown very little savings or efficiency. Seq mail/presentation have shown very mixed outputs. Bench- merging, nothing there or again, very minimal. What bench-merging has shown that this continual method of work has led to mental fatigue & stress issues.
RM seem to have turned off the idea in growing D2D. Collation of the product is no longer an idea they wish to explore. The CWU has state that with GDPR driving letter decline, this is an obvious way of getting revenue back into the business. Seems to fall on def ears.
What must be seen is that all the trials, the expectations of huge savings, the pot of gold at the end of the trials rainbow haven’t materialised.
Rescource schedular, the outputs of these trials have proved inconclusive. Failed to produce a plan for any unit it was trialled in. The tool seems to work in a factory environment when the workload is known, example milk factory, knowing the number of bottles that need to be filled daily and so on. Where there are fluctuations in workload, the tool fails miserably. RM want to extend trials.
AHDC. Seems to drive more questions than answers. No real conclusive evidence other than the cost of introducing it is spiralling. *There are site surveys being done in Aberdeen (AB MC; AB24/25). Survey only, no Agreement for AHDC to go live.
Section 19 of The 4 Pillars – FMO (Final Mile Optimisation) links all the tools used. GEOROUTE/PEGASUS along with A+ will be refreshed.
RM hope to launch the tool in May but negotiations are on-going and until there is an Agreement, this won’t go live.
PDA Actuals – RM looking to enhance tool
Extend the trend data kept from 3 weeks to 13 months (use Google Cloud)
With this information can look to change duties (Seasonal variation)
Static Time. Monitoring members
Traffic Transformation (see Davie Robertson contribution)
RM looking at a raft of strategies without CWU involvement.
LAT product looks like it will be in profit Q3.
Finally, we all need to understand the need for change. We can’t turn away from that. Parcel growth is real, competition is real, home delivery is real & if we want to continue to be the leading delivery company, we need to take this work from our competitors.
However, RM is showing signs of arrogance in that they are trying to remove themselves from the content, meaning & understanding of the Agreement. We won’t allow this to happen. If they continue to travel this road, prepare the members for action.
DAVIE ROBERTSON opened by highlighting the fact that the negotiations took longer than the age of the Agreement at present. RM bought the votes of our members, so no IA was needed. What also has been seen is that the management team that negotiated the deal became collateral damage. RM now see that the basically got nothing from the deal other than no strike action.
Hours are up in units, yet QoS & traffic is down.
RM management reverting to bad old days with managerial mayhem becoming the norm. Most managers now seem to be thinking that rather than run the operation correctly, do I or will I still have a job in the morning if I don’t follow instruction from above. Lack of accountability on the ground.
RM are now looking at the undeniable truth.
The plan of once down the path, parcels to be delivered with core workload remains.
Consultants employed by RM think differently. CWU will hold RM accountable and will by any means necessary defend our Agreement.
AHDC. Found to be the most expensive sign in, sign out kit in the world. 4% variance (savings opportunity) is not worth the cost of deployment. RM have thrown so much money at the project, the NEED it to succeed. Doesn’t look likely & again, without agreement, we won’t accept its deployment.
Traffic Transformation is a joke. RM has been trialling this for 2 years and still the forecasting is shocking. Initially the variation between forecast & actual was 40%. They now think they’ve cracked forecasting because they’ve got the variation down to 25%.
The SWW has been rolled out in every MC in the UK. All APR’s were to fill in along with MCM’s the checklists. Peterbrough MC has 80 PT members made up to FT with the lists being completed and the work being done.
The 4 Pillars Agreement works to establish principals in the workplace. If after the checklists, savings can be identified, then they can be chalked up to help fund the SWW. However, if investment is needed, the same thing applies, hours in.
WIPGH (weighted items per gross hour) is not an agreed standard. RM use it to gauge productivity but until it is agreed (if ever) then it is not recognised by the CWU.
The 4 Pillars (19.1; Processing and Logistics [excluding Fleet & MDEC]) seems to have fallen by the wayside from the business perspective but not from ours. Let me be clear on this, there are no opt outs in the Agreement. We want and expect the next hour off the working week to be delivered in the timescale agreed in the Agreement.
Summing up Davie said, it’s disappointing where we are but it’s not unexpected. The new CEO needs to get himself into the room and needs to take part in dialogue. Actions speak louder than words.
But whatever RM does, we will defend this Agreement by all means necessary.
This is the reports as I heard them from the officers from CWU HQ that were in Attendance.
That's what I read, basically non of it works or makes savings but in true royal mail style they will plough on and try to make it work. Then when it goes tits up they will scrap it.
If you can't be bothered to read it all, ahdc is mentioned further down by Mark baulch and the next bloke
Jane Loftus opened the briefing and said she was glad to be back in Scotland and hoped the weather would hold out unlike last year The Beast from the East. Jane then handed over to Terry Pullinger.
TERRY PULLINGER opened up by saying it was great to see so many reps attending the briefing. He went onto say lots has happened since The 4 Pillars Agreement was ratified & our previous get together. TP always enjoys meeting local reps & meeting members at Branch AGM’s. He said that briefings like these were key to the success of getting the Agreement over the line. Although lots of issues are still of concern & diaries at HQ were almost full to capacity in dealing with RM, we need to make time to come out and see the reps. We had a great result with the ballot & that was down to the work of reps in the Branches. We fully understand that morale is low in many, many workplaces & that the culture in some parts of the country, including Scotland hasn’t changed for the better. We are tackling this & the culture visits to workplace sites will drill down & the key issues will surface.
We also understand that some parts of the Agreement meant change for out members. We also acknowledge that most don’t like change. We also need to recognise that without change, we would be in a more precarious position than we are at present.
We have attempted to meet RM on many occasions to discuss issues, trials, IR & so on but again, just when we think we’re on track to get a joint up approach, RM changed the structure at the top & most who negotiated The 4 Pillars Agreement are no longer in post.
The Agreement was ratified on 31/3/18 and within a year, all those on RM side who wanted to make the partnership work are gone. It’s quite sad really.
Benefits; The pay award is a massive benefit to all members, including the part-time workers. The SWW, again a winner for our FT members who by 2022 will be on a 35-hr week. With the decline in traffic & technology on the increase this was key to the CWU to get this over the line. The legally binding agreements, an extension to their lifespan, again key to the CWU & of course the pension issue.
We needed to deal with the historical pension problem & the new proposed CDC Scheme will benefit ALL members. We must remain extremely cautious, but optimistic that the proposed scheme will get through the secondary legislation. We also need full legislation (House of Lords) & have extracted questions & concerns from there so we can hopefully get the del over the line & have the legislation announced in the Queens speech at the opening of parliament. The consultation period is over and the outputs of that consultation in due. With cross-party support we can be a leader in pensions for all workers in all industries in the UK meaning all can have a wage in retirement.
We succeeded with the Agreement and not one member lost a penny in earnings.
I do recognise and fully understand that there have been much more bouts of IA, UIA & Flsahpoints since the Agreement and to be honest, that doesn’t bother us at HQ at all. All this shows is members are fed up of constant lapsing, workplaces becoming toxic environments due to management behaviours & staff feeling bullied & harassed. The 4 Pillars has galvanised workplaces, galvanised members, galvanised branch’s & if the concerns are genuine, every member in every workplace will have the full backing from HQ.
We were confident in ourselves during the dispute so that should continue.
We recognise that there in unrest in the UK, both economically & politically. This does reflect in business decisions, not just RM but if you look outside the business, the car industry, the medical supplies industry & others which should be seen rightly so as concerning. But in the 5 years since privatisation, not one compulsory redundancy. And if RM think that this may be something they may have to look at, then there will be trouble ahead.
We also need to recognise that the letter market is in decline, since GDPR, letters, revenue & profits have dropped off. Packets are on the increase and we need to acknowledge that packets must be seen as the future or part of the future for us as members.
Some had read some letter from London regarding afternoon deliveries, collapsing duties and so on. You need to read the Agreement and read it carefully. *The points in red are taken from The 4 Pillars Agreement and were discussed at the Branch AGM.
14. Strategic Review of the Operational Pipeline In order to satisfy customer requirements and adapt to the changing market needs Royal Mail must evolve and change the operational pipeline to be in a position to attract and efficiently handle parcels growth whilst equally maximising the value of letters along with other products and services, whilst also building on and maximising Royal Mails unique reach and status within the UK as the USO provider.
Both parties are committed to expanding customer offerings and will work together to develop a future pipeline through a new Pipeline Forum, which will review how we can significantly grow Royal Mail’s capability to attract new workload, develop new products and services, increase efficiency and revenues to ensure Royal Mail can prosper and thrive to deliver commercial success while meeting its social obligations and providing security for its employees. Both parties reaffirm our commitments to include an assessment of the impact of change on employees, as new opportunities are reviewed positively and at pace to meet the requirement of customers for new growth & product opportunities, in order to minimise this impact as much as possible.
A joint fundamental review of the pipeline will be undertaken to progress proposals on growth, to propose solutions to reduce the time to connect products and assess potential efficiency improvements through the national pipeline. Scenarios will be developed and evaluated for a 3, 5 & 7 year timeframe which will recognise developments in new technology, levels of required investment and opportunities for agreed new methods and efficient ways of working. This redesign will be based upon honouring our heritage, provide a wider scope for growth, enhance our operations and protect the six day USO.
This review will not be constrained by, for example, existing operational workflow, current technology, will pose options for enhanced flexibility and will seek to reduce nodes in the operation and extend Royal Mails delivery capability both earlier and later from 7 am to 7 pm to embrace greater AM opportunities and later parcel delivery and LAT’s.
Improved collection services to support customer requirements and growth opportunities will be evaluated. These may include, but will not be limited to, parcel posting boxes, locker banks, doorstep collections, and a seven day service collecting from Customer Service Points & available post office counters and potentially future commercial customer collections.
The outputs and recommendations of the letters automation strategy, including the location and utilisation of machines across the Mail Centre and MPU estate, will be reviewed in line with proposed scenarios or solutions to accommodate parcels growth.
The jointly developed scenarios will include an evaluation of the impact of change on employees enabling both parties to jointly describe what the agreed future design of the job looks like in each function.
In order to build customer confidence in our service offering, we need to provide commercial colleagues with an outline operational plan that will support the product being offered in the immediate period which is covered in the Pipeline Changes section.
This will provide assurances to customers that Royal Mail has the pipeline infrastructure to provide both a reliable and cost effective service together with a robust platform to support product growth through a customer offering that as a minimum matches and ideally exceeds that of Royal Mail’s competitors.
Core membership for the Pipeline Forum will be separately agreed with nominated subject matter experts joining the group as required.
Terms of Reference for the Group activity will be jointly developed and agreed.
15. Pipeline Changes to Support LAT Product Growth Introduction It is recognised that current collection, arrival and dispatch times support and enable the current agreed duty structures and attendance patterns across all functions in line with the commitments contained in the BT 2010 agreement. Therefore it is agreed that we will operate within the current pipeline to manage business as usual, including reviews of current automation capabilities and plans using existing agreements until we reach an agreement around the longer term vision for the business and its employees.
To ensure we are able to connect as much as possible to the core delivery, we will introduce a new delivery specification of up to 15.30hrs last letter time for residential deliveries and up to 16:30hrs for rural in October 2018. This new specification will define the last letter times for a minimum of 3 years, though this period may be extended, subject to the outcomes of the strategic pipeline review.
Last Letter Delivery completion time will vary up to 15:30 for residential areas however the vast majority of letter deliveries will be planned to be completed by 15:00hrs with most by 14:30hrs. It is accepted that during this time period current core attendance patterns may vary, where jointly agreed, to accommodate new commercial product or growth opportunities within the core delivery period but it is agreed they will not go beyond the last letter completion time. Delivery options for traffic that does not connect to core are covered off in section 15.3.
In order to take on new customer business whilst the pipeline review is undertaken, changes in the operational pipeline are necessary to connect as many parcels to core delivery in a cost effective way. The changes will be planned immediately and the deployment will be completed by October 2018.
Royal Mail has committed to a significant investment in the Pipeline to enable this growth opportunity through new products and services and win new volume in the competitive Parcels market. This will require changes in Processing and Logistics to efficiently accommodate workplan to maximise connectivity with Core Delivery duties. This may include changes in Network arrivals, surge capacity in processing (MCs & RDCs); some potential adjustments to wave 2 arrivals into Delivery offices, within agreed limits on start time changes, recognising our joint aspiration to mitigate the impact as much as possible on Delivery Start times while maintaining current attendance/duty arrangements.
Remember where RM wanted to be, they wanted to shift the pipeline so far back, some deliveries wouldn’t have been out delivering until well after 13:30.
Read the Agreement, deliveries from 07:00 – 19:00. This doesn’t mention core duties it just means we may have to think & do things differently in the future.
Jobs are more important that start & finish times and we shouldn’t forget this.
Those at the top of RM have switched off, they are again looking at crisis management. The new CEO has called in consultants to help with his “plan” for RM. This is completely outside the realms of the Agreement and we won’t allow this to happen.
Again, we hear of budgetary targets/savings, where in the Agreement does it mention we agree with their savings targets?
If there are genuine savings fine, we can chalk them up to help pay for the next hour. But and this is important, if investment is needed, then that should happen to.
We built the QoS & Resourcing checklists into the Agreement. There must be an audit in every workplace. This is where all issues surrounding quality of service and resourcing should be flushed out. * These lists should have been completed and form part of the 14 Point Joint statement agreed locally.
So, in summing up, we have an Agreement, we know where we’re going & we know how to get there. We’re not here to save time, we’re here to save FT employment, for now and for the future.
MARK BAULCH started by saying that the state of RM managerially is unknown and is of real concern.
It looks like they’ve reverted to type and gone back to the days when CWU senior reps have no interface with RM. We need to get them in the room and get this resolved.
I need to recap on TP’s contribution, the checklists need to be done. The fact we are still talking about them leads me to believe some have not been done which is a real challenge for us at HQ. We can’t sit across a table and discuss matters when we have completed the work ourselves.
Getting this work done will restore confidence of the members that we are taking these matters seriously. After speaking to some members prior to the briefing I understand that the culture in Scotland has taken a backward step. Flashpoints, UIA and request for Rule 13 Ballots are on the increase.
I honestly think that the Flashpoint is the right thing to do when IR issues are at boiling point in units.
The SWW (35-hr working week) is important to be in place by 2022. Technology, AI, drones, driverless trucks means less manual work. We need to address work/life balance and the SWW goes a long way to do that.
Delivery trials dove the first hour off the SWW. These trials have shown very little savings or efficiency. Seq mail/presentation have shown very mixed outputs. Bench- merging, nothing there or again, very minimal. What bench-merging has shown that this continual method of work has led to mental fatigue & stress issues.
RM seem to have turned off the idea in growing D2D. Collation of the product is no longer an idea they wish to explore. The CWU has state that with GDPR driving letter decline, this is an obvious way of getting revenue back into the business. Seems to fall on def ears.
What must be seen is that all the trials, the expectations of huge savings, the pot of gold at the end of the trials rainbow haven’t materialised.
Rescource schedular, the outputs of these trials have proved inconclusive. Failed to produce a plan for any unit it was trialled in. The tool seems to work in a factory environment when the workload is known, example milk factory, knowing the number of bottles that need to be filled daily and so on. Where there are fluctuations in workload, the tool fails miserably. RM want to extend trials.
AHDC. Seems to drive more questions than answers. No real conclusive evidence other than the cost of introducing it is spiralling. *There are site surveys being done in Aberdeen (AB MC; AB24/25). Survey only, no Agreement for AHDC to go live.
Section 19 of The 4 Pillars – FMO (Final Mile Optimisation) links all the tools used. GEOROUTE/PEGASUS along with A+ will be refreshed.
RM hope to launch the tool in May but negotiations are on-going and until there is an Agreement, this won’t go live.
PDA Actuals – RM looking to enhance tool
Extend the trend data kept from 3 weeks to 13 months (use Google Cloud)
With this information can look to change duties (Seasonal variation)
Static Time. Monitoring members
Traffic Transformation (see Davie Robertson contribution)
RM looking at a raft of strategies without CWU involvement.
LAT product looks like it will be in profit Q3.
Finally, we all need to understand the need for change. We can’t turn away from that. Parcel growth is real, competition is real, home delivery is real & if we want to continue to be the leading delivery company, we need to take this work from our competitors.
However, RM is showing signs of arrogance in that they are trying to remove themselves from the content, meaning & understanding of the Agreement. We won’t allow this to happen. If they continue to travel this road, prepare the members for action.
DAVIE ROBERTSON opened by highlighting the fact that the negotiations took longer than the age of the Agreement at present. RM bought the votes of our members, so no IA was needed. What also has been seen is that the management team that negotiated the deal became collateral damage. RM now see that the basically got nothing from the deal other than no strike action.
Hours are up in units, yet QoS & traffic is down.
RM management reverting to bad old days with managerial mayhem becoming the norm. Most managers now seem to be thinking that rather than run the operation correctly, do I or will I still have a job in the morning if I don’t follow instruction from above. Lack of accountability on the ground.
RM are now looking at the undeniable truth.
The plan of once down the path, parcels to be delivered with core workload remains.
Consultants employed by RM think differently. CWU will hold RM accountable and will by any means necessary defend our Agreement.
AHDC. Found to be the most expensive sign in, sign out kit in the world. 4% variance (savings opportunity) is not worth the cost of deployment. RM have thrown so much money at the project, the NEED it to succeed. Doesn’t look likely & again, without agreement, we won’t accept its deployment.
Traffic Transformation is a joke. RM has been trialling this for 2 years and still the forecasting is shocking. Initially the variation between forecast & actual was 40%. They now think they’ve cracked forecasting because they’ve got the variation down to 25%.
The SWW has been rolled out in every MC in the UK. All APR’s were to fill in along with MCM’s the checklists. Peterbrough MC has 80 PT members made up to FT with the lists being completed and the work being done.
The 4 Pillars Agreement works to establish principals in the workplace. If after the checklists, savings can be identified, then they can be chalked up to help fund the SWW. However, if investment is needed, the same thing applies, hours in.
WIPGH (weighted items per gross hour) is not an agreed standard. RM use it to gauge productivity but until it is agreed (if ever) then it is not recognised by the CWU.
The 4 Pillars (19.1; Processing and Logistics [excluding Fleet & MDEC]) seems to have fallen by the wayside from the business perspective but not from ours. Let me be clear on this, there are no opt outs in the Agreement. We want and expect the next hour off the working week to be delivered in the timescale agreed in the Agreement.
Summing up Davie said, it’s disappointing where we are but it’s not unexpected. The new CEO needs to get himself into the room and needs to take part in dialogue. Actions speak louder than words.
But whatever RM does, we will defend this Agreement by all means necessary.
This is the reports as I heard them from the officers from CWU HQ that were in Attendance.
That's what I read, basically non of it works or makes savings but in true royal mail style they will plough on and try to make it work. Then when it goes tits up they will scrap it.
If you can't be bothered to read it all, ahdc is mentioned further down by Mark baulch and the next bloke
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worktotime
- Posts: 2866
- Joined: 14 May 2010, 20:47
- Gender: Male
AHDC
nothing to do with your pda , it was clocking or scanning with whatever when you enter (start time ) and leaving the building (finish time) , its just any other company does really .olilew wrote:I start work at 06:40 but don't get my pda and log in until about 08:30?
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Celgar
- Posts: 2795
- Joined: 01 Nov 2017, 17:11
- Gender: Male
AHDC
The AHDC system is separate to PDA actuals and involves detectors fitted to entrances & exits including toilets doors as well as on IPS frames and possibly on walk frames as well. Last we heard the union didn't like the concept and had put a stop to it. Crazy on the part of the union as the AHDC will help defend our jobs.worktotime wrote:nothing to do with your pda , it was clocking or scanning with whatever when you enter (start time ) and leaving the building (finish time) , its just any other company does really .olilew wrote:I start work at 06:40 but don't get my pda and log in until about 08:30?
The views I express here are mine alone and do not represent the views of Royal Mail Group.
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postslippete
- Posts: 4198
- Joined: 14 Jul 2014, 16:27
- Gender: Male
AHDC
I don't believe it crazy at all. Why would anyone advocate Amazonian practices so that Royal Mail can monitor when you start and finish or how long it took for you to have crap in the toilet?? Just like they do at Amazon the company will want to use this against you and give them 'reasons' for offloading rather than defending jobs.
On the face of it, shareholder value is the dumbest idea in the world.
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dreamflyer
- Posts: 8
- Joined: 08 Mar 2019, 23:56
- Gender: Male
AHDC
Quick question regarding overtime- is overtime pay specific to the minute worked or is it rounded to a nearest number? I'm asking because I wrote down on the sheet that I did 1 hr, 29 minutes overtime- I was precise. Will that just go down as 1 hour and a half overtime worked?
Thanks.
Thanks.
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postslippete
- Posts: 4198
- Joined: 14 Jul 2014, 16:27
- Gender: Male
AHDC
dreamflyer wrote:Quick question regarding overtime- is overtime pay specific to the minute worked or is it rounded to a nearest number? I'm asking because I wrote down on the sheet that I did 1 hr, 29 minutes overtime- I was precise. Will that just go down as 1 hour and a half overtime worked?
Thanks.
Because of the longs and shorts and due to the odd times we start and finish everyday that are purely for Royal Mail's benefit rather than our own. I guess it will be 1 hr 29 minutes.
On the face of it, shareholder value is the dumbest idea in the world.