[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"page:en-gb\u002Fwork-in-uk\u002Fcollective-bargaining-agreement\u002F18-12-20-incorporating-cwu-amends-from-18-12-20-rmg-cwu-key-principles-framework-agreement":3},{"id":4,"slug":5,"title":6,"short_title":7,"intro_text":8,"meta_description":8,"seo_title":8,"path":9,"content_type":10,"locale":11,"go_live_at":7,"first_published_at":12,"page_created_at":13,"published_at":12,"edit_url":14,"breadcrumbs":15,"seo":23,"data":31,"children":82,"content_type_view":83,"extra_breadcrumbs":84,"body":86,"body_blocks":97,"related_pages":101},1014,"collective-bargaining-agreement","Collective Bargaining Agreement",null,"","\u002Fen-gb\u002Fwork-in-uk\u002Fcollective-bargaining-agreement","collective_agreements.collectiveagreementoverview","en_GB","2025-07-28T15:01:08.112418+00:00","2026-04-02T12:40:05.864715+00:00","\u002Fcms\u002Fpages\u002F1014\u002Fedit\u002F",[16,19,22],{"title":17,"slug":18},"United Kingdom","en-gb",{"title":20,"slug":21},"Work in UK","work-in-uk",{"title":6,"slug":5},{"title":6,"description":8,"image":24,"canonical":25,"robots":26,"og_type":27,"twitter_card":28,"locale":18,"created_at":29,"last_modified_at":30},"https:\u002F\u002Fwageindicator.org\u002Fmedia\u002Fimages\u002FSocial_media_preview_image_-_2025.2e16d0ba.fill-1200x630.png","https:\u002F\u002Fwageindicator.org\u002Fen-gb\u002Fwork-in-uk\u002Fcollective-bargaining-agreement\u002F","index, follow","website","summary_large_image","2025-07-28T17:01:08.112418+02:00","2026-04-02T14:40:06.046145+02:00",{"cba":32,"clauses":43,"details":80,"translations":81},{"id":33,"uid":34,"url":35,"name":36,"locale":11,"override_title":8,"title":37,"browser_title":38,"browser_description":39,"text":40},"18-12-20-incorporating-cwu-amends-from-18-12-20-rmg-cwu-key-principles-framework-agreement","19dec886-65c2-11ee-8f01-f23c91080f70","https:\u002F\u002Fcobra.wageindicator.org\u002Fcountries\u002Funited-kingdom\u002F18-12-20-incorporating-cwu-amends-from-18-12-20-rmg-cwu-key-principles-framework-agreement\u002F18-12-20-incorporating-cwu-amends-from-18-12-20-rmg-cwu-key-principles-framework-agreement\u002F","18.12.20 – incorporating CWU amends from 18.12.20 RMG & CWU KEY PRINCIPLES FRAMEWORK AGREEMENT","GBR Royal Mail group ltd - 2020","United Kingdom - GBR Royal Mail group ltd - 2020","GBR Royal Mail group ltd - 2020 - Transport, logistics, communication",{"name":41,"data":42},"20210415_key principles framework agreement RMG_CWU Dec2020.html","\n\n\n  \u003Cmeta http-equiv=\"content-type\" content=\"text\u002Fhtml; charset=UTF-8\">\n  \u003Ctitle>New8\u003C\u002Ftitle>\n  \u003Cmeta name=\"generator\" content=\"Amaya, see http:\u002F\u002Fwww.w3.org\u002FAmaya\u002F\">\n\n\n\n\u003Ch1>DRAFT – 18.12.20 – incorporating CWU amends from 18.12.20\u003C\u002Fh1>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Ch1>RMG & CWU\u003C\u002Fh1>\n\n\u003Ch1>KEY PRINCIPLES FRAMEWORK AGREEMENT\u003C\u002Fh1>\n\n\u003Ch1>(THE PATHWAY TO CHANGE)\u003C\u002Fh1>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Ch3>1.Introduction\u003C\u002Fh3>\n\n\u003Cp>The purpose of this Key Principles Framework agreement is to take forward\nthe Joint Statement agreed in July, by setting out a clear pathway to change\nthat will bring major benefits to customers, employees and the company.\u003C\u002Fp>\n\n\u003Cp>We all know that our industry is in a time of unprecedented change and this\nbrings with it enormous opportunities to achieve the ambitions of our previous\nagreements and deliver growth in customer services, jobs and revenue.\u003C\u002Fp>\n\n\u003Cp>To make this happen we must now rebalance the focus and resources within the\nRMG operation from declining letters to a rapidly growing parcels market,\ncreating a more efficient business that is better aligned to the changing needs\nof customers.\u003C\u002Fp>\n\n\u003Cp>We recognise this will require new ways of working, a more flexible\nbusiness, the greater use of technology and above all, the insight of the\nworkforce to build on our biggest advantage - the fact that we own trust on the\ndoorstep.\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-covid\">\u003Cp>Since the Joint Statement in July, although the business and financial\nenvironment remains very challenging, the half yearly results show the company\nis in a better place than originally projected. This has been achieved through\nthe fantastic efforts of the workforce in meeting customer and societal needs\nthroughout the Covid-19 pandemic.\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Cp>This means we now have a strong foundation, in a rapidly changing market, to\nmeet ever increasing customer expectations and bring forward our own\ninnovations to match and surpass the competitors.\u003C\u002Fp>\n\n\u003Ch3>2.The Pathway to Change - Key Principles\u003C\u002Fh3>\n\n\u003Cp>The key principles set out below will enable change to take place in a\nmutually beneficial way. These principles will shape our future and act as an\nongoing reference point for the more detailed programme of work RMG and CWU\nwill now jointly undertake.\u003C\u002Fp>\n\n\u003Ch4>2.1. The Strategy and Future Direction of the Royal Mail Group\u003C\u002Fh4>\n\n\u003Cp>The Joint Statement in July confirmed that the RMG would not be pursuing UK\nparcel growth through a separate parcels company. This Key Principles Framework\nagreement reinforces that position and goes further by making it clear that our\nexisting Delivery, Mail Centre and Distribution Networks will remain at the\nheart of all future plans to sustain and grow the business. Furthermore, the\nRMG also wish to make clear that its future plans are not about abandoning\nletters or limiting our ambitions on growth just to parcels. \u003C\u002Fp>\n\n\u003Cp>Therefore, we can confirm that the strategy and future direction of the\nRoyal Mail Group\u003C\u002Fp>\n\n\u003Cp>will be based on the following aims and objectives:-\u003C\u002Fp>\n\n\u003Cp>• To secure and grow Royal Mail Group’s position as the UK’s number\none parcels company by increasing capacity and delivery times in our existing\nnetworks, developing a 24\u002F7 operation, introducing dedicated parcel duties and\nenhancing our network with new automated parcel hubs.\u003C\u002Fp>\n\n\u003Cp>• To diversify and grow the business beyond letters and parcels by\nexploring new commercial markets and expanding the role of postal workers in\nsupporting communities, environmental change, local and regional business\ngrowth, government services and developing new local to local services. This\nwill be achieved by encouraging the workforce to be directly involved in\nshaping these new diversification initiatives, tapping into the local knowledge\nof postal workers and building on their trusted relationship with customers.\u003C\u002Fp>\n\n\u003Cp>• The RMG is committed to the delivery, collection and processing of\nletters continuing to be an important part of our future and the company\nrecognises that the letters market has a wider social and economic value to UK\nsociety. Although letter volumes are predicted to decline further, RM and CWU\nwill explore new ways of minimising this.\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-cbamemtrad\">\u003Cp>• In July 2020, RMG and CWU agreed the following statement and commitment\non the future of the USO.\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Cp>“Developing a joint strategy to maintain the USO as part of the social\nfabric of the UK, including exploring the potential for new USO products to\nsupport its long-term economic sustainability.\"\u003C\u002Fp>\n\n\u003Cp>Since then on the 26th of November Ofcom published its review of user needs\nsetting out options for changing the Universal Service. Whilst it made no firm\nrecommendations there will now be a wider debate about the future of the USO\nand any final decision rests ultimately with the government. RMG and CWU will\ncontinue to explore a joint strategy on how best to sustain the USO as part of\nthe social fabric of the UK. These discussions will also cover the need for a\nfairer regulatory framework.\u003C\u002Fp>\n\n\u003Ch4>2.2Culture\u003C\u002Fh4>\n\n\u003Cp>RMG and CWU recognise that to be successful in the future RMG must become an\norganisation where the overarching culture is one of engagement and local\nmanagers, CWU reps and employees being encouraged and empowered to agree local\nsolutions on day to day operational issues. To this end, we are committed to\nworking together on workplace culture which deals with the issues identified in\nour joint culture visits, reflects the agreed commitment to our people, and\nraises the profile of emotional intelligence, mental health, morale and\nincentive in line with our existing agreements.\u003C\u002Fp>\n\n\u003Ch4>2.3The approach to capturing growth in the parcels market\u003C\u002Fh4>\n\n\u003Cp>RMG has a major opportunity to grow the business and capitalise on the\nrecent material changes to consumer behaviour in respect of the parcels\nmarket.\u003C\u002Fp>\n\n\u003Cp>This opportunity to capture growth in parcels is here now and will be at a\npremium over the next two years. This means the business must introduce change\nat a greater pace, with new operational solutions and an integrated approach to\nthe three key strands of work set out below.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Rebalancing the Operation from Letters to Parcels\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The immediate priority is for our existing delivery, mail centre,\ncollections, RDC and distribution networks to undertake local revision activity\nto rebalance and realign resources to workload, reflecting the change in\nvolumes between letters and parcels. The key objectives being to capture parcel\ngrowth, maintain the USO and improve overall efficiency across the business.\u003C\u002Fp>\n\n\u003Cp>This rebalancing activity will vary in approach between the respective\nfunctions and will build on existing agreements and the interim solutions\nagreed as part of the July Joint Statement. They will also take into account\nlearning experiences from the Christmas peak operation and any ongoing\nimplications from the Covid-19 pandemic.\u003C\u002Fp>\n\n\u003Cp>The national parties will agree further guidelines on how this rebalancing\nactivity will be undertaken, including the following:\u003C\u002Fp>\n\n\u003Cp>• The approach to capturing parcel growth through maximising what is\ndelivered with the core and the introduction of efficient dedicated parcel\ndeliveries and Sunday deliveries (on a voluntary basis), where this is\njustified by customer needs and workload.\u003C\u002Fp>\n\n\u003Cp>• Capture all new products and services within the activity. e.g. consumer\ncollections, inflight1&2.\u003C\u002Fp>\n\n\u003Cp>• Take account of PBS2\u002FEMP.\u003C\u002Fp>\n\n\u003Cp>• The approach to maintaining the USO and improving overall efficiency\nacross the business.\u003C\u002Fp>\n\n\u003Cp>• The approach to support local solutions on duty patterns, attendance\ntimes and maintaining reasonable earnings levels.\u003C\u002Fp>\n\n\u003Cp>• The approach to table top or structural revisions in each local office\nthat will allow the efficient implementation of the second hour of the shorter\nworking week; all revisions to be signed off by the local manager and local rep\nand implemented by no later than the end of October 2021.\u003C\u002Fp>\n\n\u003Cp>The national guidelines will be published before the end of January 2021 and\nplanning for revisions will commence immediately thereafter, with deployment\nfrom March 2021 onwards.\u003C\u002Fp>\n\n\u003Cp>All local discussions will be in accordance with the Industrial Relations\nFramework Agreement and will also fully take account of the operational impacts\nof Covid-19 in consideration of deployment timescales and scope.\u003C\u002Fp>\n\n\u003Cp>The respective functional approaches to rebalancing activity will be as\nfollows:- \u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Delivery\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Revision activity will be spilt into two categories with one approach\nadopted for each unit for deployment during 2021. This revision activity will\nbe either a table top revision as outlined above or for circa 400 units this\nwill entail a full structural revision, the process for this is detailed below.\nIt is confirmed that both of these activities include the second hours’\nreduction to the working week. The national guidelines will encourage local\nsolutions, along with a positive approach and options for innovative duty\narrangements, without imposing a standard one in six approach.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Processing (Mail Centres, RDC, WBC and Air Hubs)\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The interim arrangements agreed for Processing in summer 2020, outlined a\nmore structural approach to dealing with the immediate demand and both parties\nbelieve that this approach remains fit for purpose.\u003C\u002Fp>\n\n\u003Cp>All processing units will therefore undertake a realignment review in line\nwith the terms of the July statement. Planning and activity will commence in\nJanuary 2021 with an aspiration for a deployment by April 2021.\u003C\u002Fp>\n\n\u003Cp>It is recognised though that the immediate activity will need to factor in\nevolving Covid-19 impacts and operational mitigation measures into agreed\narrangements.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Distribution (National & Area)\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>In line with the principles established in the July 2020 Interim statement,\nplanning will commence in January for a National Network Review and PAD\nRevisions. These reviews will be based on the latest planning and will be\nprogressed in line with the respective established processes, with a target\ndeployment in April 2021, though this will be subject to joint review.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Delivering Structural Change within Delivery\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Both parties fully commit to Annual revisions within the delivery function.\nThe Criteria for determining the scale and scope of the activity necessary for\neach unit will be jointly established Nationally. It is not envisaged that\nsignificant change will be necessary on an annual basis in most units.\u003C\u002Fp>\n\n\u003Cp>National discussions will continue in line with section 19.3.1 of the\nGuiding Principles Agreement supported by Joint Working Group Activity in order\nto finalise the process, guidelines and programme for structural deployment of\nrevisions within the Delivery function by no later than the end of January\n2021. This activity will also include progressing the delivery specific,\nappropriate recommendations and ongoing commitments from the productivity joint\nworking group.\u003C\u002Fp>\n\n\u003Cp>It is jointly recognised that a swifter and faster revision process is\nnecessary in order to enable efficient, fair and achievable workloads for all\ndelivery staff, whilst also ensuring that the Delivery specification and USO\nare achieved, along with all new products and services, with the changing\ndynamic of workload and the shift between parcels and letters fully taken into\naccount and factored into all revision activity.\u003C\u002Fp>\n\n\u003Cp>These new revision proposals will be planned using the updated Route\nManager, Geo Route and Duty Builder systems, and an enhanced Unit Readiness\nChecklist, incorporating the outdoor study values\u002Findoor study values for the\nIWT (Indoor Workload Tool) and will also be planned with forecasted traffic\nvolume \u002F workload assumptions, revised Model Week data and applications to give\na more all year round understanding, current arrival times, efficient, fair and\nmanageable outdoor spans and duty patterns in each office, utilising the menu\nof duty options, and direct local involvement, whilst ensuring that work hours\nare productively utilised. The full detail of the elements as above will be\njointly developed and agreed.\u003C\u002Fp>\n\n\u003Cp>It is agreed that we will jointly commence planning activity immediately\nafter publication of national guidelines for circa one hundred structural unit\nrevisions. It is confirmed that within these units all planning, base data and\nany other associated activity will be subject to full joint CWU local\u002FArea\ninvolvement, necessary release and carried out in line with the new revised\nprocess and guidelines as outlined above, with all information being shared and\njointly validated. Royal Mail confirm that these are new revisions and will\nfollow the new agreed process, while reflecting pre work base data undertaken\nby planning teams. Both Parties agree that we will jointly identify 30 of these\nunits, which will be selected as part of an upfront pilot approach in order to\ntest and resolve any issues or improvements that are necessary with the new\nrevision process (including the updated revision tools and systems and the\nlocal parties training arrangements) and any issues raised are jointly resolved\nbefore further deployment of unit Delivery revisions takes place.\u003C\u002Fp>\n\n\u003Cp>It is jointly accepted by both parties that the ongoing impact of COVID-19\nboth within the UK and the operation will mean that deployment of the 30-unit\npilot and the further revisions following the new process within Q4, and\nonwards throughout 2021 will be subject to ongoing and continued national joint\nreview and agreement.\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-trainingprogrammes_newtech\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-trainingprogrammes\">\u003Cp>The further programme for revision activity in the next c300 units\nidentified for deployment during 2021\u002F2022 and beyond will be jointly\nestablished and communicated along with the rollout plan. All revision activity\nwill have full involvement of CWU within the localities, including all the\nnecessary training, release and support provided and in place which will be\njointly developed.\u003C\u002Fp>\u003C\u002Fdiv>\u003C\u002Fdiv>\n\n\u003Cp>In addition to the above there will be a Joint programme of National\nactivity in order to put in place new solutions to the current indoor operation\nthrough addressing the increased volumetric of parcels in sortation, prep and\nstorage and the operational challenge this is creating within DO’s. This\nactivity will also inform delivery design including the use and size of\nvehicles within the operation and provide solutions to these factors.\u003C\u002Fp>\n\n\u003Ch4>Future Revision\u002F Resourcing Activity in Processing\u002F Distribution\u003C\u002Fh4>\n\n\u003Cp>\u003Cstrong>Processing\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Across all Processing facilities (MC’s, RDC’s, WBC’s), both parties\nreaffirm the commitment to joint resourcing & realignment activities.\nAnnual realignment will continue to be progressed in line with the terms of the\n2018 national Joint Statement on Resource Realignment and associated\nprocesses\u003C\u002Fp>\n\n\u003Cp>Both parties also recognise the importance of being able to accommodate\nvolume fluctuations between realignments. In Processing this will be progressed\nthrough the structured weekly and Quarterly Resourcing engagement processes.\ndefined in the 2018 Joint Statement on Resource Realignment.\u003C\u002Fp>\n\n\u003Cp>In addition, both parties will reengage on national discussions to progress\nthe joint commitments contained in section 19.1 of the Guiding Principles\nagreement. These discussions will now incorporate the application of the\noutputs of the Productivity Working Group on Processing Revision and\nRealignment activity and discussions on refining current model week processes\nto incorporate forward looking workload assumptions and activities to improve\nperformance.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Distribution\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Both parties reaffirm the commitments in sections 16.3.2 and 16.3.5 of the\nGuiding Principles agreement both to annual revision activity in the\nDistribution Functions and the progression of Business as Usual (BAU) Change in\nline with the terms of national agreements.\u003C\u002Fp>\n\n\u003Cp>With regard to annual revision activity, the immediate Q4 Revisions will be\nconsidered the 2020\u002F21 activity and planning on the 2021\u002F22 revision will take\nplace to allow a target deployment in Q4 21\u002F22. The joint aspiration will be to\nalign future annual revisions to a Q4 deployment.\u003C\u002Fp>\n\n\u003Cp>Royal Mail and the CWU recognise the significant levels of flexibility our\nProfessional Drivers provide however, with the significant growth in parcel\ntraffic and volumetric within the Distribution Network, a requirement to\nprogress change between revisions has increased. As such both parties commit in\nline with the principles of section 19.1 of the Guiding Principles agreement to\nreinvigorate arrangements within current national Logistics\u002FDistribution\nagreements to better accommodate volume fluctuations, while maintaining\nstability and continuity for Drivers. This may include the development and\ndeployment of joint training on national agreements.\u003C\u002Fp>\n\n\u003Cp>BAU activity between revisions will seek to optimise resourcing to track\ntraffic and volumetric fluctuations, customer or commercial contract changes,\nimprove vehicle utilisation, reduce empty running and regulate the efficient\nuse of “as directed” time within driving duties.\u003C\u002Fp>\n\n\u003Cp>It is jointly recognised that the significant parcel volume growth has also\ndriven an increased reliance on external driving resource. To align with the\ninitial revision activity in National and Area Distribution a recruitment\nexercise will be conducted to ensure that agreed resourcing arrangements with\nregard to the use of external resource are restored.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Ch4>Activities in Collections, Fleet and Engineering\u003C\u002Fh4>\n\n\u003Cp>\u003Cstrong>Collections\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>As part of the ongoing National Joint collections working group activity,\nboth parties will jointly develop and agree the approach to the ongoing\nchanging dynamics of declining letters and growth in parcels within the\ncollection function. This approach will consider the collection approach for\nlow volume letter postboxes, the increased use of priority postboxes, the\nexpansion of the parcel postbox network and the growth in consumer collection\nservices.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Fleet and engineering\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Guidelines for Fleet and Engineering will be jointly developed and agreed by\nthe end of January 2021. The agreed guidelines will form part of this\nagreement.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Ch4>Enhancing the Parcels Network, Opportunities for Growth and Developing a\n24\u002F7 Operation\u003C\u002Fh4>\n\n\u003Cp>The next phase of capturing parcel growth will be the introduction of a\nsignificantly enhanced parcels network that will maximise automation in new\nparcel hubs and our existing estate, alongside the development of a 24\u002F7\nparcels operation.\u003C\u002Fp>\n\n\u003Cp>To support the introduction of an enhanced parcels network, a fundamental\nreview of all current operations will commence in early 2021 and conclude with\njoint recommendations in April 2021.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>The scope of this review, which has no predetermined outcome, is as\nfollows:\u003C\u002Fp>\n\n\u003Cp>•Parcel automation in our Mail Centres\u003C\u002Fp>\n\n\u003Cp>•Design and Build of Automated Parcel Hubs (coming on stream in\n2022\u002F23)\u003C\u002Fp>\n\n\u003Cp>•Design and roll-out of Dedicated Parcel Routes to allow more frequent\ndelivery across the whole day from all units\u003C\u002Fp>\n\n\u003Cp>•Enabling new customer propositions beyond parcels and letters\u003C\u002Fp>\n\n\u003Cp>•Maximising and promote the value of letters\u003C\u002Fp>\n\n\u003Cp>•24\u002F7 operation and 7-day delivery of parcels\u003C\u002Fp>\n\n\u003Cp>•Underpin the sustainability of the USO\u003C\u002Fp>\n\n\u003Cp>•Ensure a minimum of 85% of parcels delivered through the core network in\norder to utilise the high efficiency of processing and delivering letters and\nparcels together\u003C\u002Fp>\n\n\u003Cp>•To ensure the reinvigoration and expansion of the door to door product\u003C\u002Fp>\n\n\u003Cp>•Scope for dedicated parcel deliveries across the whole day from all\ndelivery units\u003C\u002Fp>\n\n\u003Cp>•No reduction in the Mail Centre and RDC estate (although some RDC’s may\noperate out of a new parcel hub)\u003C\u002Fp>\n\n\u003Cp>•Create the capacity for greater entry points for the greater parcel mix\nthroughout our operational network and not just via the hubs\u003C\u002Fp>\n\n\u003Cp>•Target growth to ensure that any unit deemed unable to reasonably deliver\nthe larger parcels will see the equivalent growth in smaller parcels &\npackets to replace any lost larger parcels\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>When the enhanced parcel hub network is in operation, we do not envisage any\nsignificant changes to the footprint of our existing delivery, mail centre and\ndistribution networks, nor to the current dispatch, arrivals and out on\ndelivery times for the joint delivery of letters and packets\u002Fparcels. Indeed,\nwe see the existing networks as delivering more parcels over time and we view\nthese as a distinct advantage over our competitors because it takes us closer\nto the customer.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Ch4>Parcelforce\u003C\u002Fh4>\n\n\u003Cp>As we develop our parcels growth strategy we are committed to maintaining\nand investing in both the Parcelforce Worldwide brand and operational structure\nwhile developing the synergies and product development and alignment\nopportunities that exist with the rest of the Royal Mail Group in a mutually\nbeneficial way.\u003C\u002Fp>\n\n\u003Cp>We will continue to honour the existing agreements relating to the use of\nthird party contractors (which will remain exclusive to the Parcelforce\noperation).\u003C\u002Fp>\n\n\u003Cp>We also recognise the market and economic challenges which Parcelforce faces\nand there will be integrated discussions to improve productivity building on\nthe agreed measures and onward change agenda in the PFW interim arrangements\ndocument concluded as part of the July 2020 National Joint statement. These\ndiscussions will produce an outline plan that will commence execution no later\nthan 1st May 2021.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-healthandsafetypolicy\">\u003Cp>\u003Cstrong>2.4 Job Security - Commitments and Assurances to\nEmployees\u003C\u002Fstrong>\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Cp>In these uncertain economic times we recognise that security of employment\nis a crucial issue for the workforce.\u003C\u002Fp>\n\n\u003Cp>As a result of the parcel growth we have already experienced and our plans\nfor further growth, as set out in this agreement, RMG is now able to give the\nfollowing commitments and assurances to employees on their job security:\u003C\u002Fp>\n\n\u003Cp>• By implementing the agreed change agenda and working together to capture\nmarket growth, we will be in the best position to protect jobs and achieve our\nultimate aim of job creation.\u003C\u002Fp>\n\n\u003Cp>• In line with our existing agreements and by utilising the flexible\nprocesses within these, as change is deployed, RMG will avoid compulsory\nredundancies. This commitment will be jointly reviewed in May 2023.\u003C\u002Fp>\n\n\u003Cp>• In line with our existing agreements, as change is deployed, the MTSF\nvoluntary redundancy terms will continue to apply. This commitment will be\njointly reviewed in May 2023.\u003C\u002Fp>\n\n\u003Cp>• In line with our existing agreements, as change is deployed, the legal\nprotections will continue to apply. This commitment will be jointly reviewed in\nMay 2023.\u003C\u002Fp>\n\n\u003Cp>• As part of local revision activity, where justified, through workload\nand better alignment of resources, there will continue to be opportunities for\npart time staff, who wish to do so, to increase their hours to full time\nemployment.\u003C\u002Fp>\n\n\u003Cp>• All future revision activity will reduce reliance on agency\u002Fcasual staff\nand restore the Agenda for Growth\u002FFour Pillars commitments on staffing and\ncriteria for the use of external resource.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>2.5 Technology\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The greater use of technology will be crucial to the future success of the\nRMG and to support its plans for growth, innovation, fairer and more manageable\nworkloads, improved efficiency and providing customers with the level of\nservices they require today and in the future.\u003C\u002Fp>\n\n\u003Cp>It is agreed that all individuals have a right to privacy at work and it is\naccepted that there is a mutual obligation of confidence and trust applied to\nevery contract of employment and that all parties should act in a way so as not\nto break that relationship.\u003C\u002Fp>\n\n\u003Cp>In rolling out all new technology RMG recognise the need for this to be\nintroduced in a way that gains the support of employees.\u003C\u002Fp>\n\n\u003Cp>RMG also confirm that technology will not replace the need for consultation\nand negotiation as outlined in the Industrial Relations Framework. Therefore,\nthe use of technology is designed to support more informed discussions between\nRMG and CWU and not replace them in any shape or form.\u003C\u002Fp>\n\n\u003Cp>As such, both parties reaffirm that the key relationship in all operational\ndecision making on a daily, weekly or longer term basis will remain that\nbetween the Local Manager and Local Rep.\u003C\u002Fp>\n\n\u003Cp>In this regard Scan In\u002FScan Out will be the underlying technology tool used\nas the automated solution for employees to log in and out when an individual\nstarts\u002Ffinishes work and capture collective hours of attendance; this will be\nrolled out across all Royal Mail Group offices from January 2021.\u003C\u002Fp>\n\n\u003Cp>The development of Resource Scheduler is continuing and a three month trial\non this will restart in February 2021 under the previously agreed terms of\nreference. The national parties will agree the plan for the rollout of this\ntechnology in parallel with the joint review of the success of the trial versus\nthe criteria.\u003C\u002Fp>\n\n\u003Cp>RMG give the following commitments and assurances that will cover its use\nand any impact on employees.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-newtech_trigger\">\u003Ch4>Technology deployment - key principles\u003C\u002Fh4>\u003C\u002Fdiv>\n\n\u003Cdiv class=\"cbaClause highlight focus\" id=\"clause-newtech_topics\">\u003Cp>•Technology will not be used to de-humanise the workplace or operational\ndecision making.\u003C\u002Fp>\n\n\u003Cp>•Where technology replaces a manual system, such as signing on sheets, any\nprocess supported by the manual system will in future be supported by the new\ntechnology.\u003C\u002Fp>\n\n\u003Cp>•Scan In\u002FOut data will not be used for the automatic reduction of\ncontractual pay or allowances based on data captured, or to reduce overtime pay\nwhere a (verbal) contract has been agreed with the manager prior to\ncommencement.\u003C\u002Fp>\n\n\u003Cp>•Technology will be used to complement, inform and enhance along with all\nother factors, the existing resourcing processes, including manager, CWU rep\nand employee conversations.\u003C\u002Fp>\n\n\u003Cp>•Technology will replace outdated and inconsistent manual methods of\ninformation gathering and provide the underlying insight to improve our current\nprocesses including resourcing.\u003C\u002Fp>\n\n\u003Cp>•All data will be used in compliance with Royal Mail policies and GDPR\nobligations and the contents spirit and intent of Section 17 of the 2018\nGuiding Principles.\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>2.6 Improving Efficiency \u002F Productivity\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>RMG and CWU will work together to implement new efficient and productive\nways of working and to raise overall standards across the operation. This will\ninclude understanding the range of different performance levels across units\nand take action to narrow this broad range.\u003C\u002Fp>\n\n\u003Cp>As we work towards improving efficiency, we are also committed to ensuring\ngreater fairness for all our employees and providing a manageable workload.\u003C\u002Fp>\n\n\u003Cp>Against this backdrop and in line with 10.2 of the 2018 Four Pillars\nAgreement, a Joint Working Group (JWG) has been established involving\noperational and work study expertise from both management and the CWU. The JWG\nhas now produced a report and joint recommendations on the best way to move\nforward productivity and efficiency within Royal Mail.\u003C\u002Fp>\n\n\u003Cp>The national parties accept the JWG report and its recommendations and will\nnow utilise this as follows:\u003C\u002Fp>\n\n\u003Cp>•For internal measurement of productivity down to individual unit level in\nprocessing and delivery, the metric of Weighted Items per Work Hour (WIPWH) is\nagreed and will be used as the most appropriate form of internal productivity\nmeasurement.\u003C\u002Fp>\n\n\u003Cp>•Both parties recognise that WIPWH is not a precise measurement but is the\nbest available measure at this stage to support local discussions and enable\nunits to both maintain and improve upon their current productivity.\u003C\u002Fp>\n\n\u003Cp>•As a first step, as we move forward the relevant revision activity\noutlined in this agreement, we will use WIPWH to calculate an individual\nUnit’s productivity against a previous reference period in the same unit.\nThis will establish a baseline for the unit’s productivity and will enable\nlocal discussions to scope opportunities for improving performance.\u003C\u002Fp>\n\n\u003Cp>•The national parties have now authorised the JWG to continue its work and\nmake further recommendations on all the issues outlined in the report,\nincluding the following:\u003C\u002Fp>\n\n\u003Cp>- To agree BSI standards of performance (utilising WIPWH) in all relevant\nparts of the operation reflecting the ambition to work at standard performance\nwhilst taking full account of local circumstances.\u003C\u002Fp>\n\n\u003Cp>- To look at the range of performance and agree a three year flightpath\nprogramme to achieve the relevant agreed BSI standards (utilising WIPWH).\u003C\u002Fp>\n\n\u003Cp>- To consider new ways of ensuring greater fairness and manageable\nworkloads.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>This next phase of work undertaken by the JWG will be overseen by the\nnational parties and will conclude by March 2021.\u003C\u002Fp>\n\n\u003Cp>Separate discussions utilising our respective subject matter experts will\nreview current productivity measures in Parcelforce in line with the principles\ncontained within the JWG Report.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-STRUCINCR_trigger\">\u003Cp>\u003Cstrong>2.7Pay\u003C\u002Fstrong>\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-cbadate_start\">\u003Cp>In recognition of the efforts of employees and in support of the change\nagenda as set out in this agreement, RMG and CWU have agreed a two year pay\ndeal up to and including March 2022, as follows:\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-wageincreaseperc1\">1.\u003Cstrong>A 2.7% pay increase payable effective from April 2020.\u003C\u002Fstrong>\nThis will be applied to base pay rates or salary and flow through to overtime,\nscheduled attendance, basic pay supplements, functional supplements and\nallowances (except RRIS, legacy and reserved right payments), skills and\nunsocial hours’ allowances, London weighting and Scottish Distant Islands\nallowance. The backdated pay will be paid as soon as possible following full\nratification by CWU of this deal;\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>2.\u003Cstrong>A further pay increase of 1 % with effect from April\n2021.\u003C\u002Fstrong> This will be applied to base pay rates or salary and flow\nthrough to overtime, scheduled attendance, basic pay supplements, functional\nsupplements and allowances (except RRIS, legacy and reserved right payments),\nskills and unsocial hours’ allowances, London weighting and Scottish Distant\nIslands allowance;\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>3.\u003Cstrong>The second hour of the shorter working week or equivalent\nbenefit\u003C\u002Fstrong> to be implemented at the point that a 2021 revision activity\nis deployed in a function\u002Funit.\u003C\u002Fp>\n\n\u003Cp>Less than full time employees and those on the new 35hrs full-time duties\nintroduced in the 2018 Agreement will see their hourly rate increased in lieu\nof the shorter working week.\u003C\u002Fp>\n\n\u003Cp>The full value of this offer will also be offered and applied to all other\nbusiness units and functions in RMG including Fleet. This will include the\noption to increase pay in lieu of the shorter working week, and where possible\nwill also involve revision activity. Where we agree that it is more appropriate\nto agree a pay rise in lieu of the shorter working week, this rise will be\nimplemented either at the point the revision activity is deployed or, where\nthere is no appropriate revision activity, the parties will agree the date that\nthe pay rise takes effect, which will be no later than the end of October\n2021.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>4.\u003Cstrong>Additionally\u003C\u002Fstrong>, the parties will work together to develop\nincentive schemes that can be implemented during 2021\u002F22 that will reward\ntangible revenue growth e.g. doorstep parcel collection.\u003C\u002Fp>\n\n\u003Cp>In Parcelforce it is agreed that the two year pay deal up to and including\nMarch 2022, will mirror the agreed arrangements in Royal Mail with regard to\nvalue and structure.\u003C\u002Fp>\n\n\u003Cp>Discussions will align the deployment of operational change to match the\nagreed to timescales for revision activity described in this agreement.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>Property & Facilities Services Limited is outside of this agreement.\u003C\u002Fp>\n\n\u003Cp>Achieving the third and fourth hours of the shorter working week will be the\nsubject of continuing planning in line with the 2018 Guiding Principles\nAgreement.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>2.8CWU \u002F Royal Mail Relationship - Working Together\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The Joint Statement in July and this Key Principles Framework agreement have\nrestored trust between the national parties and we are committed to working\ntogether to ensure that relationships are now rebuilt at all levels of the\norganisation.\u003C\u002Fp>\n\n\u003Cp>RMG and CWU will continue to operate in accordance with the Industrial\nRelations Framework agreement and are committed to maintaining meaningful\nconsultation and negotiation on all aspects of change, particularly at local\nlevel where we want to empower more local solutions.\u003C\u002Fp>\n\n\u003Cp>We recognise that our future success will require change to be introduced at\ngreater pace and to achieve this we commit to the following:\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Ch4>\u003Cstrong>Trial and Deployment of New Methods, Technology and\nAutomation\u003C\u002Fstrong>\u003C\u002Fh4>\n\n\u003Cp>Royal Mail and CWU will consult fully on the aims and objectives of proposed\nnew methods, technology or automation at the concept design stage. A trial will\nbe designed to seek to validate the proposed change. A terms of reference will\ndescribe the content, location and success criteria. Timescales for the trial\nshould be expedient and will not exceed 90 days. When success criteria are\ndemonstrated as met, this will trigger deployment, subject to business case\napproval.\u003C\u002Fp>\n\n\u003Cp>The trial agreement will be updated to cover the aforementioned\nprinciples.\u003C\u002Fp>\n\n\u003Cp>Consultation in line with the terms, spirit and intent of the BT 2010,\nNational Generic Trial and Deployment Frameworks will take place at national\nlevel to discuss and consider the aims\u002Fobjectives of carrying out a trial. This\nconsultation will take place early enough to allow meaningful input\u002Finvolvement\nin shaping the most appropriate trial that will meet the stated objectives,\nprior to any business case being concluded.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Ch4>\u003Cstrong>Dispute Resolution Procedures (DRPs)\u003C\u002Fstrong>\u003C\u002Fh4>\n\n\u003Cp>It is our shared aim that effective dispute resolution processes should\nenable the resolution of matters in a positive and timely manner. The focus\nshould be on finding solutions and avoiding conflict. Whilst we remain\ncommitted to the principles of the IR Framework (1992, 1994) and the Procedural\nAgreement in Parcelforce, we recognise the need to refresh specific elements\nregarding external mediation in the legally binding DRPs (specifically schedule\n3, section 4 of the legal contract) and the respective section of the Agenda\nfor Growth Agreement (specifically section 5.4 of the agreement) and the\nparties will work together to with our respective legal advisors to introduce\nthe following changes by no later than 28 February 2021.\u003C\u002Fp>\n\n\u003Cp>•A more effective and robust way of jointly managing the application,\nrecording and timescales of the procedures.\u003C\u002Fp>\n\n\u003Cp>•Review managerial and CWU interfaces at local, area and divisional level\n(or equivalent) to ensure that these individuals meet with full authority to\nresolve disagreements in line with the procedure\u003C\u002Fp>\n\n\u003Cp>•To introduce a clearer distinction between achieving local and national\nagreements.\u003C\u002Fp>\n\n\u003Cp>•To introduce a time-bound one-month process for resolution of national\nissues after a dispute has been raised and prior to the national parties\ninforming each other of their intentions. (External mediation can be part of\nthis process, if both parties agree to it, but cannot extend the time without\nagreement). This will replace the relevant extended procedures currently set\nout in the legal contract schedule 3, section 4 and the Agenda for Growth\nAgreement section 5.4.\u003C\u002Fp>\n\n\u003Cp>•To reinvigorate the principles of resolving issues and achieving\nagreement at local level. Once the local dispute process has been exhausted on\nan issue, if resolution hasn’t been achieved, there will be an opportunity\nfor referral to the national parties for a time-bound one week review (or\nlonger by mutual agreement) to agree a resolution, following which the local\ndispute process will be regarded as completed and there will be no recourse to\nnational intervention within the formal procedures.\u003C\u002Fp>\n\n\u003Cp>Separate discussions will commence on reviewing and updating the Procedural\nAgreement in Parcelforce to ensure that it remains fit for purpose in line with\nthe principles of the legally binding DRPs. These discussions should conclude\nby the end of April 2021.\u003C\u002Fp>\n\n\u003Cp>The revised procedure will remain contractual and will be supported by the\nrollout of a joint training programme of all relevant managers and CWU\nrepresentatives.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>2.9Attendance and other Policies\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Negotiations on Attendance and other policies will continue. Any final\nagreement from the discussions will form part of this agreement.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>[End]\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\n",{"cbadate_start":44,"cbamemtrad":48,"trainingprogrammes":52,"healthandsafetypolicy":56,"covid":60,"STRUCINCR_trigger":64,"wageincreaseperc1":67,"newtech_trigger":71,"newtech_topics":74,"trainingprogrammes_newtech":78},{"bindId":45,"name":46,"text":47},"cbadate_start","In recognition of the efforts of employe","In recognition of the efforts of employees and in support of the change\nagenda as set out in this agreement, RMG and CWU have agreed a two year pay\ndeal up to and including March 2022, as follows:\n\n1.A 2.7% pay increase payable effective from April 2020.\nThis will be applied to base pay rates or salary and flow through to overtime,\nscheduled attendance, basic pay supplements, functional supplements and\nallowances (except RRIS, legacy and reserved right payments), skills and\nunsocial hours’ allowances, London weighting and Scottish Distant Islands\nallowance. The backdated pay will be paid as soon as possible following full\nratification by CWU of this deal;\n\n\n\n2.A further pay increase of 1 % with effect from April\n2021. This will be applied to base pay rates or salary and flow\nthrough to overtime, scheduled attendance, basic pay supplements, functional\nsupplements and allowances (except RRIS, legacy and reserved right payments),\nskills and unsocial hours’ allowances, London weighting and Scottish Distant\nIslands allowance;",{"bindId":49,"name":50,"text":51},"cbamemtrad","• In July 2020, RMG and CWU agreed the f","• In July 2020, RMG and CWU agreed the following statement and commitment\non the future of the USO.",{"bindId":53,"name":54,"text":55},"trainingprogrammes","The further programme for revision activ","The further programme for revision activity in the next c300 units\nidentified for deployment during 2021\u002F2022 and beyond will be jointly\nestablished and communicated along with the rollout plan. All revision activity\nwill have full involvement of CWU within the localities, including all the\nnecessary training, release and support provided and in place which will be\njointly developed.",{"bindId":57,"name":58,"text":59},"healthandsafetypolicy","2.4 Job Security - Commitments and Assur","2.4 Job Security - Commitments and Assurances to\nEmployees",{"bindId":61,"name":62,"text":63},"covid","Since the Joint Statement in July, altho","Since the Joint Statement in July, although the business and financial\nenvironment remains very challenging, the half yearly results show the company\nis in a better place than originally projected. This has been achieved through\nthe fantastic efforts of the workforce in meeting customer and societal needs\nthroughout the Covid-19 pandemic.",{"bindId":65,"name":66,"text":66},"STRUCINCR_trigger","2.7Pay",{"bindId":68,"name":69,"text":70},"wageincreaseperc1","1.A 2.7% pay increase payable effective ","1.A 2.7% pay increase payable effective from April 2020.\nThis will be applied to base pay rates or salary and flow through to overtime,\nscheduled attendance, basic pay supplements, functional supplements and\nallowances (except RRIS, legacy and reserved right payments), skills and\nunsocial hours’ allowances, London weighting and Scottish Distant Islands\nallowance. The backdated pay will be paid as soon as possible following full\nratification by CWU of this deal;",{"bindId":72,"name":73,"text":73},"newtech_trigger","Technology deployment - key principles",{"bindId":75,"name":76,"text":77},"newtech_topics","•Technology will not be used to de-human","•Technology will not be used to de-humanise the workplace or operational\ndecision making.\n\n•Where technology replaces a manual system, such as signing on sheets, any\nprocess supported by the manual system will in future be supported by the new\ntechnology.\n\n•Scan In\u002FOut data will not be used for the automatic reduction of\ncontractual pay or allowances based on data captured, or to reduce overtime pay\nwhere a (verbal) contract has been agreed with the manager prior to\ncommencement.\n\n•Technology will be used to complement, inform and enhance along with all\nother factors, the existing resourcing processes, including manager, CWU rep\nand employee conversations.\n\n•Technology will replace outdated and inconsistent manual methods of\ninformation gathering and provide the underlying insight to improve our current\nprocesses including resourcing.\n\n•All data will be used in compliance with Royal Mail policies and GDPR\nobligations and the contents spirit and intent of Section 17 of the 2018\nGuiding Principles.",{"bindId":79,"name":54,"text":55},"trainingprogrammes_newtech","\u003Chtml>\n\n    \u003Cdiv class=\"cobra-report\">\n\n        \u003Ch2>GBR Royal Mail group ltd - 2020\u003C\u002Fh2>\n\n        \u003Cdiv class=\"section general\">\n\n            \n                \u003Cdiv id=\"display-start_date\">Start date: → 2020-12-18\u003C\u002Fdiv>\n            \n            \n\n            \n            \n                \u003Cdiv id=\"display-end_date\">End date: → Not specified\u003C\u002Fdiv>\n            \n\n            \u003C!-- TODO: previous CBA logic -->\n            \u003C!-- TODO: status logic -->\n\n            \n\n            \u003C!-- TODO: transnational_label, includingcountries_label, national_framework_label -->\n\n            \u003Cdiv id=\"display-SECTOR1\">\n                Name industry: → Transport, logistics, communication\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-NACE2004\">\n                Name industry: → Cargo handling\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-FIRMPRI\">\n                Public\u002Fprivate sector: → In the private sector\n            \u003C\u002Fdiv>\n            \n            \u003Cdiv>Concluded by:\u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-CBA_MNCOMPA_1\">\n\n                \n                    \n                    \u003Cdiv>\n                        Name company: → \n                        Royal Mail group ltd\n                    \u003C\u002Fdiv>\n                \n                \u003Cdiv id=\"display-CBA_MNCOMPA_1_txt\">\u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-CBA_MEMEMPL_1\">\n                Names associations: → \n            \u003C\u002Fdiv>\n\n            \n\n            \u003Cdiv id=\"display-CBA_MEMTRAD4_1\">\n                Names trade unions: → \n\n                \n                    \n                    \u003Cspan>\n                        CWU - Communication Workers Union\n                    \u003C\u002Fspan>\n                \n\n                \u003Cdiv id=\"display-CBA_MEMTRAD4_1_txt\">\u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n\n            \n\n            \n\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section social-security-pensions\">\n            \u003Ch3 id=\"display-SOCSEC_trigger\">SOCIAL SECURITY AND PENSIONS\u003C\u002Fh3>\n            \u003Cdiv id=\"display-pensionfund\">Employer contributes to pension fund for employees: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-disabilityfund\">Employer contributes to disability fund for employees: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-unemploymentfund\">Employer contributes to unemployment fund for employees: → No\u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section training\">\n            \u003Ch3 id=\"display-TRAINING_trigger\">TRAINING\u003C\u002Fh3>\n            \u003Cdiv id=\"display-trainingprogrammes\">Training programmes: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-apprenticeships\">Apprenticeships: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-trainingfund\">Employer contributes to training fund for employees: → No\u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section sickness-disability\">\n            \u003Ch3 id=\"display-SICDIS_trigger\">SICKNESS AND DISABILITY\u003C\u002Fh3>\n\n            \n\n            \n\n            \n\n            \n            \n            \u003Cdiv id=\"display-longtermillness\">Provisions regarding return to work after long-term illness, e.g. cancer treatment: → No\u003C\u002Fdiv>\n            \n            \u003Cdiv id=\"display-menstruationleave\">Paid menstruation leave: → No\u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-disabilitypay\">Pay in case of disability due to work accident: → No\u003C\u002Fdiv>\n\n        \u003C\u002Fdiv>\n\n\n        \u003Cdiv class=\"section health-medical-assistence\">\n            \u003Ch3 id=\"display-SICDIS_trigger\">HEALTH AND SAFETY AND MEDICAL ASSISTANCE\u003C\u002Fh3>\n            \u003Cdiv id=\"display-healthcareaccess\">Medical assistance agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthcareaccessrelatives\">Medical assistance for relatives agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthinsurance\">Contribution to health insurance agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthinsurancerelatives\">Health insurance for relatives agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthandsafetypolicy\">Health and safety policy agreed: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthandsafetytraining\">Health and safety training agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-protectiveclothing\">Protective clothing provided: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-hivpolicy\">Regular or yearly medical checkup or visits provided by the employer: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-monitoring\">Monitoring of musculoskeletal solicitation of workstations, professional risks and\u002For relationship between work and health: → Insufficient data\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-funeralpay\">Funeral assistance: → No\u003C\u002Fdiv>\n        \n            \n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section work-family-arrangements\">\n            \u003Ch3 id=\"display-WORKFAM_trigger\">WORK AND FAMILY ARRANGEMENTS\u003C\u002Fh3>\n\n            \n\n            \n\n            \u003Cdiv id=\"display-jobsecuritymothers\">Job security after maternity leave: → \u003C\u002Fdiv>\n            \u003Cdiv id=\"display-maternitydiscrimination\">Prohibition of discrimination related to maternity: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-breastfeeding_dangerouswork\">Prohibition to oblige pregnant or breastfeeding workers to perform dangerous or unhealthy work: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-riskassessment\">Workplace risk assessment on the safety and health of pregnant or nursing women: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-alternatives\">Availability of alternatives to dangerous or unhealthy work for pregnant or breastfeeding workers: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-timeoff\">Time off for prenatal medical examinations: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-screeningnonstandard\">Prohibition of screening for pregnancy before regularising non-standard workers: → \u003C\u002Fdiv>\n              \u003Cdiv id=\"display-screeningpromotion\">Prohibition of screening for pregnancy before promotion: → \u003C\u002Fdiv> \n            \u003Cdiv id=\"display-nursingmothers\">Facilities for nursing mothers: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-childcareprovision\">Employer-provided childcare facilities: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-childcaresubsidy\">Employer-subsidized childcare facilities: → No\u003C\u002Fdiv>\n   \u003Cdiv id=\"display-educationtuition\">Monetary tuition\u002Fsubsidy for children's education: → No\u003C\u002Fdiv>\n   \n            \n\n            \n                        \n\n        \u003C\u002Fdiv>\n        \n        \u003Cdiv class=\"section gender-equality-issues\">\n            \u003Ch3 id=\"display-GENEQ_trigger\">GENDER EQUALITY ISSUES\u003C\u002Fh3>\n         \u003Cdiv id=\"display-eqpay\">Equal pay for work of equal value: → No\u003C\u002Fdiv>\n         \n         \u003Cdiv id=\"display-discrimination\">Discrimination at work clauses: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-eqpromotion\">Equal opportunities for promotion for women: → No\u003C\u002Fdiv> \n        \u003Cdiv id=\"display-eqtraining\">Equal opportunities for training and retraining for women: → No\u003C\u002Fdiv>     \n        \u003Cdiv id=\"display-eqofficer\">Gender equality trade union officer at the workplace: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-sexualhar\">Clauses on sexual harassment at work: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-violence\">Clauses on violence at work: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-violenceleave\">Special leave for workers subjected to domestic or intimate partner violence: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-support_disabilities\">Support for women workers with disabilities: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-equalitymonitoring\">Gender equality monitoring: → No\u003C\u002Fdiv>\n             \n         \u003C\u002Fdiv>\n         \n\n        \u003Cdiv class=\"section employment-contracts\">\n            \u003Ch3 id=\"display-EMPCONTR_trigger\">EMPLOYMENT CONTRACTS\u003C\u002Fh3>\n\n            \n            \n            \n\n            \n            \u003Cdiv id=\"display-part_time_excluded\">Part-time workers excluded from any provision: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-tempagency\">Provisions about temporary workers: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-apprentices_excluded\">Apprentices excluded from any provision: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-minijobs_excluded\">Minijobs\u002Fstudent jobs excluded from any provision: → No\u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n        \n\n        \u003Cdiv class=\"section working-hours\">\n            \u003Ch3 id=\"display-WORKHOURS_trigger\">WORKING HOURS, SCHEDULES AND HOLIDAYS\u003C\u002Fh3>\n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \n            \n             \n            \n            \n            \n            \n            \n            \u003Cdiv id=\"display-FLEXWORK_trigger\"> Provisions on flexible work arrangements: → No\n            \u003C\u002Fdiv>\n            \n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section wages\">\n            \u003Ch3 id=\"display-WAGES_trigger\">WAGES\u003C\u002Fh3>\n\n            \u003Cdiv id=\"display-PAYSCALES_trigger\">\n                Wages determined by means of pay scales: → No\n            \u003C\u002Fdiv>\n\n            \n\n\n            \n            \n\n            \n\n            \n\n            \u003Cdiv id=\"display-COSTLIV_trigger\">Adjustment for rising costs of living: → \u003C\u002Fdiv>\n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-STRUCINCR_trigger\">Wage increase\u003C\u002Fh4>\n                \u003Cdiv id=\"display-wageincreaseperc1\">\n                    Wage increase: → 2.7 %\n                \u003C\u002Fdiv>\n                \n                \n            \u003C\u002Fdiv>\n\n            \n\n            \n\n            \n\n            \n\n\n            \n\n            \n\n            \n\n            \n\n            \n\n            \u003Ch4>Meal vouchers\u003C\u002Fh4>\n\n            \n\n            \u003Cdiv id=\"display-MEALALL_trigger\">Meal allowances provided: → No\u003C\u002Fdiv>\n            \n            \u003Cdiv id=\"display-legalassistance_trigger\">\n                Free legal assistance: → No\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n    \u003C\u002Fdiv>\n\n\u003C\u002Fhtml>\n",[],[],"collective_agreement",[85],{"title":37,"slug":33},[87],{"type":88,"data":89},"call_to_action_body_block",{"title":90,"description":91,"variant":92,"link":93},"Compare Collective Agreements","Compare the articles of the Collective Agreements from the UK across sectors, topics and countries","dark",{"title":90,"url":94,"description":90,"rel":95,"type":96},"\u002Fen-gb\u002Fwork-in-uk\u002Fcollective-bargaining-agreement\u002Fcompare-collective-agreements","follow","internal",[98],{"type":88,"data":99},{"title":90,"description":91,"variant":92,"link":100},{"title":90,"url":94,"description":90,"rel":95,"type":96},[]]