Pictured with Simon Thompson CEO, Keith Williams, RMG Chair and Mick Jeavons, CFO.
So, of course, we also have our CWU agreement. I have to say, I review the progress every day. Terry from the CWU and I discussed at least once a week and perhaps more frequently. We also do visits to sites together. This year we will realize £100 million worth of benefit, £60 million of that coming from revision activity across our delivery and processing the state and £40 million from technology implementations, such as resource scheduler and scan in and scan out technologies.
We will complete 1,286 revisions before peak. In terms of a very, very ambitious plan that we set ourselves, there were 71 items that we needed to be on track or completed by last week. We have 70 done or on or that are on track and we have one that we are still iterating but I have to say our progress is excellent.
We've agreed new dispute resolution processes, trial processes, productivity measures, productivity flight path, scan in and scan out rollouts, joint network reviews. I am very pleased with the progress. I'm also very pleased with the atmosphere. But I thought today, that instead of just hearing from me, I thought you might actually also like to hear from Terry. So I'm delighted to say that Terry from the CWU is here with me today. So Terry [ph], good morning.
Unidentified Company Representative
Good morning.
Simon Thompson
And Terry it's nice to see you and joy as ever is life good?
Unidentified Company Representative : Terry
Very good.
Simon Thompson
Very good. So Terry, a couple of questions for today. Terry the first one is how is this different?
Unidentified Company Representative
Well, it's different because I'm here for a start. So this is the very first time I think that the union has been given the opportunity to speak at this shareholder AGM. So thanks for the invitation. Very proud to be here to represent our outstanding postal workers. And I'm glad that yourself and Keith recognized what they have – especially what they've done during this pandemic but what they mean to society in general.
I think what's different now I mean, certainly there's a different – a totally different field. There's an energy. So what we're doing is desire to deliver a joint vision. And that's what we've got and this feels more tangible as a joint vision than we've had for many a year. So there's an ambition and a vision as I've said for – to reinvent this great iconic public service type business.
Something that complements, the passion that we've got for it to build upon it, rather than dismantle it, which has always seen to us the obvious thing to do and is certainly what we've wanted. So – and the fact that the agreement is actually evolving as we speak. As relationships are building, the pace that we're delivering you said on the 71 issues we committed to, the pace is being delivered.
The excellent work by the operational directors, the CWU national offices, the relationships that are being built. There's a save energy that's going into that. Slowly we've got to filter that down throughout the organization. But the fact that we're doing a revision in every single workplace and every single shift at this moment in time is a massive challenge but that's going well. So no it's still extremely positive.
Simon Thompson
You feeling okay, Terry?
Unidentified Company Representative
Yes. I'm feeling, this is our moment is how I feel.
Simon Thompson
It does feel like it doesn't it? Terry automation. A good thing or a bad thing?
Unidentified Company Representative
Yes. Listen, I've got to tell you the opportunity to dispel the myth. We've had automation in the postal industry since the mid-70s I think, postal mechanization first started. We've embraced technology all the way of course as a trade union, we represent the interest of our members.
And as long as that's dealt with in the right way and isn't a threat to the employment security that we hold so dear. Then we've always done agreements with automation. So it's something that's built up I think outside of our organization that somehow we're opposed to it or trying to block automation.
Over the years, we've totally automated the letter process and now we've got to do it for parcels. And we fully understand that not only to maintain our market share which we want to increase but even if you was, your ambition is just to maintain it, we need that automation to process the parcels. And the growth that we've now experienced, which we thought was three or four years off. It's on us now. So we've got to move at pace and we've got to get that in.
Simon Thompson
Yes. I agree, Terry. Now Terry, we could talk for a long time, because I know we catch up a lot. But one last question, just before we leave this piece culture. Because we've done visits together, haven't we? Importance of culture in your view?
Unidentified Company Representative
Massive. Massive, one of the most underestimated things I think in business actually. I think if you change – if we change the culture successfully in Royal Mail to what we want it to be the trust in all parts of the business, et cetera. Then I think, culture is a one thing that changes everything. Everything we want to do, if you've got a good culture is enhanced, your ability to deliver that is enhanced. So postal workers loved and trusted on the doorstep that's without question.
But to not feel like that within the organization is a weakness. It's I think it's one of our – we can talk about investment in automation I think it's one of the biggest untapped assets and resource, the vocational sense of purpose of postal workers. You get them in the right place culturally. We respect them, we listen to them, focusing on the workplace, not just having conversations up here and in a London office somewhere, but actually understanding what the challenges are in the workplace and you've just seen an example of that is key. So I think, we totally shifted the agenda. I think that was button on the agenda previously. Now it's top.
To have an organization -- we get the culture, right, a culture that all of our -- all the employees in Royal Mail, all the postal workers would be happy for someone of their own family to work in that culture. The sense of pride they will get out of that, I think makes us the business of choice. The business of choice to be employed in, the business of choice for customers and consumers et cetera and especially for businesses because we're -- being associated with us, will enhance their brand as well and the choice for investors. If people are looking for in ethical investment, this we believe applies to that.
Simon Thompson
So look Terry, can I just say thank you very much for coming along to see us today. It's an absolute pleasure to see you.
Unidentified Company Representative
Thank you, Simon.
Simon Thompson
And we will be talking soon. As you know, we catch up on a regular basis. And I think an example of the benefits of common purpose and a big thank you for Terry for coming and joining us today.
