I've put this in Blue Shirts for more traffic.
RULES wrote:It is fair to say that those in the 'top jobs' come in for a lot of criticism on this forum, please post constructive criticism and nothing else. Any libellous or slanderous posts will be deleted or amended, in no way should these personalities have any abuse aimed at them, period.
This is the 'rough' text, I will tidy it up later.
Team, today is a great day. it's a really great day because we said at the start of the year that by the end of October, we would be working in a completely different way.
And thanks to you and your great work we are.
We undertook the herculean job of implementing revisions throughout the network and at the same time implementing DILO, releasing more than one million hours, or approximately two thirds of our delivery office manager's time by stopping a necessary administration, so they can focus on our customers and their teams.
This morning, I wanted to update you on where we are and talk about our next challenge, which is equalizing performance throughout Royal Mail and parcel force starting with revisions.
Getting these done throughout the network was always going to be a challenge, change at this scale is difficult, but we've delivered, and what we have delivered is really, really impressive.
An enormous thank you to everyone, you have done a brilliant job, more than one thousand seven hundred revisions and realignments delivered, and in close partnership with the CWU.
And these have been delivered everywhere processing, distribution as well as delivery, fleet and engineering, and also Parcelforce and International.
Many doubted we could do it, but look at what we have done.
Our previous best was one hundred and thirty four delivery revisions in a full year, and that was with a twelve month leading, last year we did 8, in delivery alone, we have done more than a thousand in just a few months, this is a great achievement, all that said, we've learned some important lessons along the way, which means the latest revisions implemented were probably amongst our best.
We'll have a key learning session with the CWU and unite in the next ten days and will openly share what we did well and what we all feel we can do better next time.
We will also complete a post implementation review at every location to make sure that any snugging is acknowledged and fixed as soon as possible.
So for the remaining revisions that we need to finalize, they broadly split into three types.
We still have a few more revisions to do that are ready to roll this week, and the local teams that want to get them implemented, good look and don't delay.
There are also some offices that have an agreed revision, but on a very practical basis, given we're so close to Christmas, they wanted to delay until very early January before implementing, in those cases we are working out a way to make sure that the team is not out of pocket and will let you know before the end of the month what that looks like.
For those locations. and there are a very few that do not, as yet have an agreeable vision, just keep going.
we need a fair workload everywhere.
We have a national agreement, so everybody needs to participate, and we will be taking the same approach that we have taken everywhere, fairness is very important and central to our trust agenda.
It's unusual for me to do a thank you to individuals. since I know this has been an enormous team effort, but on this occasion, there are some people and one team I specifically want to mention.
Mark Baulch, the national officer for delivery at the CWU and his team, thank you, Jeff hall like from unite.
thank you, Rob Jensen, Steve Mallory, Charles Pilgrim, thank you.
and the planners, thank you and thank you.
You have never stopped believing you have never stopped learning, you have never stop collaborating.
thank you, and everyone who's been involved has shown great tenacity and tenacity is a very important leadership quality.
Revisions are not the only area where we have made progress in recent months, i just wanted to touch on a few areas, recruitment the trust agenda dialogue, and also parcel.
When I wrote to the front line back in September, i heard some of the frustrations around recruitment.
so we acted quickly and the process is much quicker now and for friends and family, it's even faster.
We've been reminded of how important it is to welcome new members of the team to royal nail, and a good welcome means people are trained and supported when they arrive, and we know what is important to the team as a, for instance, certainty of contract length and full time work, if that is what they want and part time work, that is part time work if that is what they want.
Our trust agenda also continues to grow I was reading the results for our October trust survey just last week.
It said the same as our august and September results, great progress scores between sixty eight and seventy, a major step up.
From where we started at fifty nine and all because we tell the team the truth, we listen to their feedback and we act on it.
Dialogue is now implemented everywhere, which means the delivery office managers have two thirds of their time available to be working with their teams and on making sure we are great customers, instead of being stuck behind their desks doing administration.
As part of this, we've also reduced royal mail policies from two hundred and twelve to twenty seven.
and for policies that affect delivery offices, it's now down to sixteen.
This is an ongoing shift in our behavior as a company and something we will continue to focus on.
and let's not forget parcel force.
We now have a new managing director in parcel force and reinventing parcel force is also part of our plan.
it's great to see that under Aaron's leadership, parcel force quality is now back on track, well done.
but there's still more to do.
We need to urgently equalize performance between both operational sites and driver communities.
equalizing performance and everyone making the same contribution is very important, it's all about fairness.
Aaron will be providing an update on our next steps with Parcelforce during November.
Team,
the revisions activity is such an important step for all of us. this shows we can work together at scale and at pace to reinvent royal mail for the next generations in a harmonious way.
Now we have a fairer and more equal workload, let's refocus on quality for our customers in the run up to Christmas.
We have not fully solved the problem of a small number of delivery officers being a significant proportion of our quality gap, we need to equalize performance across the board, you might remember I referenced this in my letter to the front line in September, so we need a different approach, what we are currently doing, is not fixing this issue fast enough.
I have now asked the operational team to assemble a task force that can support those sites that are struggling and would benefit from some dedicated experts, and support.
We will start with the ten delivery officers that are in need of the greatest level of support to improve their quality, and i'll share more on this initiative early next week.
the definition of insanity is doing the same thing and expecting something different to happen. so we need to make a decision and take a different approach and have a more radical approach to achieving great quality.
But for now, a big thank you to all of you, I cannot wait to update the market on what you have all achieved together in the next few weeks, and team, this is a very impressive start, but we do still have much more to do together.
See you all very soon.
