Wednesday, April 22, 2009
Jack Jones
Unite Statement on Jack Jones
It is with the greatest sadness that I must advise you that Jack Jones, former general secretary of the Transport and General Workers Union, died late yesterday.
We have lost the greatest trade unionist of the entire post-war era, a man whose name will be forever associated with the finest achievements and highest values of our movement. Indeed, the entire history of trade unionism in Britain yields few comparable figures.
Our first condolences are of course extended to Jack’s family, above all his sons Jack and Michael. We share their sorrow and also their pride in the life of their remarkable father.
Jack Jones led the T&G to become the strongest working-class organisation our country has ever seen, more than two million men and women united to secure a better life both at work and in the wider society.
When he was our general secretary, no great question of industrial policy or economic management could be addressed without the T&G’s input. Nor did the smallest detail of union organisation or industrial negotiation in any of the industries in which our union represented working people escape his attention.
In all this work he was guided by a profound concern to improve the lot of the ordinary people of this country whose only strength, he understood, lay in collective organisation. From his earliest days as a T&G organiser in Coventry, he placed the organisation of the union in the factories at the heart of his work, developing and promoting the shop stewards movement.
Jack’s greatness as a leader rested above all on his belief in the instincts and outlook of the membership. He was always a partisan of lay democracy, of the union being run by the men and women who joined it, and with authority being devolved to the districts and the workplaces. Building on the achievements of Frank Cousins, he entrenched progressive values and democratic tolerance at the heart of the T&G.
At the same time he led from the front, animating the whole of our union with his broad conception of the role of trade unionism. While a master of industrial detail, he never lost sight of the wider socialist perspective which had motivated him from his earliest days working on the Liverpool docks. This informed his commitment to full equality for working women, his opposition to all forms of racism and injustice, and his unflinching support for workers fighting oppression in all lands.
He was loyal to the Labour Party, knowing that only a Labour government could both protect working people from the worst ravages of capitalism and also work towards that brighter future. He always fought his corner within the Party and always urged it, sometimes most vocally, to remain true to its roots.
Jack will also be forever linked with the struggle for democracy and against fascism. As a young man he put his life on the line to go to Spain to fight in support of the elected government of the Republic against the fascist insurrection, and was wounded in that struggle. The people of Spain and all internationalists across the world have lost a comrade.
Older workers in Britain also have cause to give particular thanks for Jack’s campaigning zeal, since he devoted most of his post-retirement years to championing the case for justice for pensioners and in particular to see the state pension secured at a decent level. Not for Jack a life of cosy retirement. Every breath he gave to the struggle.
Jack strongly supported the formation of Unite, the merger of the T&G and Amicus, as being the best way to carry forward in new circumstances the values of the union he had built. Disappointed, of course, at the setbacks of the last generation, he never lost his optimism and was delighted to see our union recover its organising and fighting back spirit.
For thousands of us still active in the movement, Jack was a friend and a mentor, always ready to offer wise counsel when it was sought, right down to the last months of his life. Always sharp in his understanding of our problems, modest in his lifestyle, uninterested in any honour beyond serving the movement, he embodied everything a trade unionist should be.
Dockers and car workers, bus drivers and engineering workers, white-collar employees and farmworkers, those driving a lorry or working in an aircraft cabin – we are all today bereft. For millions of working people, the comforts we enjoy, such security as we have established and the social gains we have secured, all of these stand on the shoulders of the organisation that Jack Jones developed and of the leadership he gave. As he took forward the work of Bevin and Cousins, so shall we carry forward the legacy of Jack Jones into the future, the unbroken tradition of working-class solidarity and struggle.
Today, with profound emotion, Unite dips its banner in memory of the greatest amongst us. Tomorrow, as Jack Jones would have wished, we shall put our shoulders to the wheel once more, working as he did for justice for workers, for internationalism, peace and socialism.
Tony Woodley
Joint General Secretary, Unite
General Secretary – T&G section
It is with the greatest sadness that I must advise you that Jack Jones, former general secretary of the Transport and General Workers Union, died late yesterday.
We have lost the greatest trade unionist of the entire post-war era, a man whose name will be forever associated with the finest achievements and highest values of our movement. Indeed, the entire history of trade unionism in Britain yields few comparable figures.
Our first condolences are of course extended to Jack’s family, above all his sons Jack and Michael. We share their sorrow and also their pride in the life of their remarkable father.
Jack Jones led the T&G to become the strongest working-class organisation our country has ever seen, more than two million men and women united to secure a better life both at work and in the wider society.
When he was our general secretary, no great question of industrial policy or economic management could be addressed without the T&G’s input. Nor did the smallest detail of union organisation or industrial negotiation in any of the industries in which our union represented working people escape his attention.
In all this work he was guided by a profound concern to improve the lot of the ordinary people of this country whose only strength, he understood, lay in collective organisation. From his earliest days as a T&G organiser in Coventry, he placed the organisation of the union in the factories at the heart of his work, developing and promoting the shop stewards movement.
Jack’s greatness as a leader rested above all on his belief in the instincts and outlook of the membership. He was always a partisan of lay democracy, of the union being run by the men and women who joined it, and with authority being devolved to the districts and the workplaces. Building on the achievements of Frank Cousins, he entrenched progressive values and democratic tolerance at the heart of the T&G.
At the same time he led from the front, animating the whole of our union with his broad conception of the role of trade unionism. While a master of industrial detail, he never lost sight of the wider socialist perspective which had motivated him from his earliest days working on the Liverpool docks. This informed his commitment to full equality for working women, his opposition to all forms of racism and injustice, and his unflinching support for workers fighting oppression in all lands.
He was loyal to the Labour Party, knowing that only a Labour government could both protect working people from the worst ravages of capitalism and also work towards that brighter future. He always fought his corner within the Party and always urged it, sometimes most vocally, to remain true to its roots.
Jack will also be forever linked with the struggle for democracy and against fascism. As a young man he put his life on the line to go to Spain to fight in support of the elected government of the Republic against the fascist insurrection, and was wounded in that struggle. The people of Spain and all internationalists across the world have lost a comrade.
Older workers in Britain also have cause to give particular thanks for Jack’s campaigning zeal, since he devoted most of his post-retirement years to championing the case for justice for pensioners and in particular to see the state pension secured at a decent level. Not for Jack a life of cosy retirement. Every breath he gave to the struggle.
Jack strongly supported the formation of Unite, the merger of the T&G and Amicus, as being the best way to carry forward in new circumstances the values of the union he had built. Disappointed, of course, at the setbacks of the last generation, he never lost his optimism and was delighted to see our union recover its organising and fighting back spirit.
For thousands of us still active in the movement, Jack was a friend and a mentor, always ready to offer wise counsel when it was sought, right down to the last months of his life. Always sharp in his understanding of our problems, modest in his lifestyle, uninterested in any honour beyond serving the movement, he embodied everything a trade unionist should be.
Dockers and car workers, bus drivers and engineering workers, white-collar employees and farmworkers, those driving a lorry or working in an aircraft cabin – we are all today bereft. For millions of working people, the comforts we enjoy, such security as we have established and the social gains we have secured, all of these stand on the shoulders of the organisation that Jack Jones developed and of the leadership he gave. As he took forward the work of Bevin and Cousins, so shall we carry forward the legacy of Jack Jones into the future, the unbroken tradition of working-class solidarity and struggle.
Today, with profound emotion, Unite dips its banner in memory of the greatest amongst us. Tomorrow, as Jack Jones would have wished, we shall put our shoulders to the wheel once more, working as he did for justice for workers, for internationalism, peace and socialism.
Tony Woodley
Joint General Secretary, Unite
General Secretary – T&G section
Sunday, April 05, 2009
Day light comes and I wanna get off!
Extracts from the joint statement which should have been briefed to the workforce
On 30th March, the joint trades unions and company NNC met to continue discussions.
In January 2009, HDNL announced the launch of 4 change programmes, which would focus the business on developing new markets and services, improving the customer experience and driving efficiencies in the operation to reduce costs.
These changes are vital to enable HDNL to reinvest in price, curb the loss making position and start to secure a future for the business and its employees.
Despite the financial climate the shareholders have confidence in the long term future of HDNL and have invested a significant amount of funds to ensure these changes can be achieved.
Further funding will be made available to secure the business in the longer term, provided an operating model can be put in place which will meet the requirements of a very competitive market place.
Since January, a number of working groups were set up to work through the proposed changes and there has been good progress so far. 6 depots were closed in February 2009 and more jobs than anticipated were saved through redeployment. The Company made available outplacement support to help redundant employees find new employment.
HDNL has also successfully implemented new services to enable the Company to compete for new business.
These include Depot Sales (local small volume deliveries), Drop & Collect in conjunction with PayPoint and Mid Range services, which commenced with the Falcon Cycles contract.
The business is piloting an improved carding process, SMS and Timed Services over the next few weeks.
HDNL has also commenced an International service in partnership with TNT and has started trading with Play.com.
Depot Operating Model
As part of the change programme, a new operating model has been designed and proposed to the Trade Unions.
Some elements of the DOM are already in progress including:
- Timed services – going live from 15th April
- New carding process – going live from 20th April
- SMS – going live from 20th April
- Knuckle scanners – Trial commences 1st April with proposed roll out from mid April.
- HHT integration with PAVI (automation of data transfer from Track and Trace to PAVI) – going live from 27th April.
- Drop & Collect – Roll out complete in Regions 1,2,3 & 4. Regions 5 & 6 commence from 14th April
- Late Seal – still in discussion to move working hours by up to 1hour later (up to 2hrs for Leeds nd Glenrothes). Proposed go live 8th June.
- Route Scheduling/Sat Nav – testing and development continues on the systems.
In addition, an OWG has been working on the following elements:
o Rostered 4 day working week for 1 man drivers
o 12 contracted Saturdays and voluntary Sundays
o New Drivers pay scheme for 1 man drivers to ensure correct pay for new way of working
The OWG put forward their recommendations for these elements to the NNC, which were presented at the meeting.
After going through the detail, the NNC are in a position to recommend the proposals as the best that can be achieved through negotiation, and will be putting the proposals forward to members for a ballot.
Briefings and Ballot
From 9th April 2009, all 1man drivers will be fully briefed on the proposals for the above changes.
This is the opportunity for drivers to hear about the changes and have time to understand what this means to them and for the business. The drivers will then be asked to ballot to accept the new proposals as recommended jointly by the Trade Unions as the best that can be achieved through negotiation and will have the opportunity to do so from 9th April – 20th April 2009.
The next NNC will be held on 21st April 2009 where the results of the ballot will
be communicated and discussed.
_________________________________________
The proposals affect the drivers in one man in the main, however it was pointed out that other parts of the workforce will be affected by the changes in respect of the designated Saturdays. As we know that the old Ex Reality still have Compulsories for the FLM/Sort and depot operatives whilst Ex Biz X have none.
We have asked that the OWG's for the respective workgroups meet after the ballot to discuss how this affect them.
_________________________________________
All the driver stewards meet with the OWG on the 1st April and they went through the presentation and questions were raised on how the scheme will work.
__________________________________________
The new SMS service also starts later this month and by now almost everyone has gone through the training/briefing. See http://bit.ly/jLJRl for more information.
On 30th March, the joint trades unions and company NNC met to continue discussions.
In January 2009, HDNL announced the launch of 4 change programmes, which would focus the business on developing new markets and services, improving the customer experience and driving efficiencies in the operation to reduce costs.
These changes are vital to enable HDNL to reinvest in price, curb the loss making position and start to secure a future for the business and its employees.
Despite the financial climate the shareholders have confidence in the long term future of HDNL and have invested a significant amount of funds to ensure these changes can be achieved.
Further funding will be made available to secure the business in the longer term, provided an operating model can be put in place which will meet the requirements of a very competitive market place.
Since January, a number of working groups were set up to work through the proposed changes and there has been good progress so far. 6 depots were closed in February 2009 and more jobs than anticipated were saved through redeployment. The Company made available outplacement support to help redundant employees find new employment.
HDNL has also successfully implemented new services to enable the Company to compete for new business.
These include Depot Sales (local small volume deliveries), Drop & Collect in conjunction with PayPoint and Mid Range services, which commenced with the Falcon Cycles contract.
The business is piloting an improved carding process, SMS and Timed Services over the next few weeks.
HDNL has also commenced an International service in partnership with TNT and has started trading with Play.com.
Depot Operating Model
As part of the change programme, a new operating model has been designed and proposed to the Trade Unions.
Some elements of the DOM are already in progress including:
- Timed services – going live from 15th April
- New carding process – going live from 20th April
- SMS – going live from 20th April
- Knuckle scanners – Trial commences 1st April with proposed roll out from mid April.
- HHT integration with PAVI (automation of data transfer from Track and Trace to PAVI) – going live from 27th April.
- Drop & Collect – Roll out complete in Regions 1,2,3 & 4. Regions 5 & 6 commence from 14th April
- Late Seal – still in discussion to move working hours by up to 1hour later (up to 2hrs for Leeds nd Glenrothes). Proposed go live 8th June.
- Route Scheduling/Sat Nav – testing and development continues on the systems.
In addition, an OWG has been working on the following elements:
o Rostered 4 day working week for 1 man drivers
o 12 contracted Saturdays and voluntary Sundays
o New Drivers pay scheme for 1 man drivers to ensure correct pay for new way of working
The OWG put forward their recommendations for these elements to the NNC, which were presented at the meeting.
After going through the detail, the NNC are in a position to recommend the proposals as the best that can be achieved through negotiation, and will be putting the proposals forward to members for a ballot.
Briefings and Ballot
From 9th April 2009, all 1man drivers will be fully briefed on the proposals for the above changes.
This is the opportunity for drivers to hear about the changes and have time to understand what this means to them and for the business. The drivers will then be asked to ballot to accept the new proposals as recommended jointly by the Trade Unions as the best that can be achieved through negotiation and will have the opportunity to do so from 9th April – 20th April 2009.
The next NNC will be held on 21st April 2009 where the results of the ballot will
be communicated and discussed.
_________________________________________
The proposals affect the drivers in one man in the main, however it was pointed out that other parts of the workforce will be affected by the changes in respect of the designated Saturdays. As we know that the old Ex Reality still have Compulsories for the FLM/Sort and depot operatives whilst Ex Biz X have none.
We have asked that the OWG's for the respective workgroups meet after the ballot to discuss how this affect them.
_________________________________________
All the driver stewards meet with the OWG on the 1st April and they went through the presentation and questions were raised on how the scheme will work.
__________________________________________
The new SMS service also starts later this month and by now almost everyone has gone through the training/briefing. See http://bit.ly/jLJRl for more information.
Sunday, March 01, 2009
Gone but not forgotten
There have been no updates for over a month on the blog but the forum is as busy as ever.
The Sites earmarked for closure has final happened with Daventry/Burslem
/Newcastle/Sheffield/Basildon and Eastleigh finaling closing their doors which bring an end to an era.
The most shocking part of the closure plan was the insensitivity of how they were handled and a catalogue of errors in calculating redundancy payments which was highlighted to the company from a ACTS rep which increased the final payment significantly.
The insensitivity came about when desks and chairs were being removed whilst employees were still working resulting in sitting on the odd chair and a telephone at their feet, windows were boarded up with employees still inside this is totally unacceptable.
What was most effective was the mitigation of many jobs by relocation to other sites. From the original figure of 686 possible redundancies this was reduced to 411 with 154 being redeployed, many more jobs could have been saved by the removal of Sub contractors and owner drivers but many of the 257 which left the business felt it was time to go and went voluntarily, which is hugely disappointing.
-------------------------------------------------------
News as reached us of the company using a 3rd party to undertake people management programs and employee directory amongst other things, we have asked the company if any employees information has been passed on to the 3rd party and we are awaiting their response.
We know the identity of the company involved and which programmes they are working on for HDNL.
------------------------------------------------------
The Programme of events are still continuing with the Employee handbook/ depot optimisation programme (DOM)and customer experience.
Parts of the DOM programme will be briefed from next week to get feedback to the shop steward sitting on the programme. UNITE trade union feel strongly that all it's member should have a say in the future plans to move the business forward.
To be briefed will be the affect on the late seals and possible start times and rostering over 4 days.
The company put forward timed deliveries and be able to offer better customer service by improving the capabilities of the HHT's and Call Cards (PC1).
The TU have also been approached on finding a solution to weekend working during busy periods and this is something UNITE/ACTS are consulting over.
UNITE/ACTS will be consulting with it's members all the way through this process and no implementation will be agreed on any changes without that full consultation happening first.
-------------------------------------------------
It has come to UNITE/ACTS attention that our members who move to an amalgamated site should be encouraged to join the union of that site, this is totally unacceptable, those members who have been loyal to UNITE/ACTS and have accrued the benefits of UNITE/ACTS will loose what they have accrued over the years and remain a member of Britain's Biggest Union http://www.unitetheunion.com/We advise any of our members that if they are approached to join the union of that site then to contact their Regional Steward
Wednesday, January 21, 2009
The Joint Statement
National Negotiating Committee Joint Statement
January 2009
On Monday 19th January 2009, the Trades Unions and Company National Negotiating
Committee (NNC) met to continue discussions.
The agenda was as follows:
- 2008 Outstanding Activities
• Bargaining Structures
• R&P Agreement
• Employee Handbook
- Business Update
- Proposed Business programme for 2009
2008 Outstanding Activities
Bargaining Structures, R&P Agreement & Employee Handbook
A revised Bargaining Structure is being worked up by the CWG and will be put to the Officers of the Joint Trades Unions to finalise and sign off. Until then, the Company and Joint Trades Unions will continue with the trial bargaining structures currently being used.
A new Recognition, Procedural and Facilities Agreement has been drafted. Final sign off will take place when the Bargaining Structures section has been finalised.
A revised Employee Handbook has been drafted. Final sign off will take place when a number of policies, including Local Agreements, have been ratified.
The terms and conditions section will then form our substantive agreement as referred to in the revised contracts of employment.
The CWG will meet on 2nd February to review and conclude discussions on the Employee
Handbook.
Business Update
At the half way point in its financial year HDNL was behind plan and making a bigger loss than was budgeted for. The Company was already losing business due to aggressive competition in pricing and services. The financial climate has made it even more difficult to overcome these losses.
HDNL has had to concentrate on stabilising the business and mitigating further loss by
- developing new services to try to win more volume from current and existing clients
- driving efficiencies to reduce operating costs.
While there has been some success in these areas, the amount of capacity in the logistics industry as a whole far exceeds the demand, and this is set to continue or worsen.
Volumes for Peak were flat year on year, and whilst the business managed costs
successfully, this alone was not enough to recover the financial position for the current year.
Further erosion of the market is anticipated and HDNL needs to plan for the future to avoid
further losses. The retail sector in-particular is being hit by the recession. Many well known
retailers have gone into administration. It is predicted that more retailers will go under in
2009. This has a direct affect on the home delivery business.
In spite of the significant changes which were made, and received your support and
commitment in the past year, more needs to be done to build an operating model and pricing
structure that is competitive and fit to stand the current market.
Price is now key in the home delivery market, more so than service, therefore HDNL must become more efficient and reduce the cost base in order to re-invest in price to win new customers and bigger volumes.
HDNL is currently reliant on the Shareholders to fund the losses and keep the Company in business. To retain Shareholder confidence a number of changes must quickly be delivered successfully.
The Shareholders have committed to investing over £30million to the change programme,
which together with successful implementation of new ways of working will:
• Improve services
• Improve efficiencies
• Improve benefits
• Control costs
• Develop new technology
The proposed change programme is as follows
Proposed Site closures
A detailed review of depot capacity took place with external consultants. HDNL has more capacity in the operation than needed.
HDNL is currently paying for this through:
- depot lease costs and building maintenance
- people and structure (depots, sort, transport)
- utility bills
It has been identified that operating costs would be further reduced by closing some depots.
HDNL are therefore proposing to close the following depots in the one man network:
Daventry
Newcastle (1man and 2man out base)
Sheffield
Burslem
Basildon
Eastleigh
These depots were identified based on a number of factors including; operating cost (transport, delivery, site, running costs etc), capacity to handle current and future parcel volume, geographic location and impact on service and employees.
It is proposed that the closure of these depots takes place by 22nd February 2009. All employees at the 6 proposed depots will be impacted by the closures and have been briefed on Tuesday 20th January.
A consultation group will be formulated to discuss the details of the proposed closures.
One to one sessions will be held with every impacted individual to discuss the options available.
Although all of the jobs at the affected sites are at risk of redundancy, through the
consultation process, there may be opportunities for relocation to other sites.
As part of the planning process a round restructure including postcode re-allocations will be conducted to consolidate volumes from closing sites into alternative depots.
Depot Operating model & New Markets and New Services
Introduction of Rostering & Route scheduling
It is proposed that a route scheduling system is implemented into the one man operation.
This would pre-plan a driver’s route and determine which parcels to take each day.
This would be supported by a Satellite Navigation system integrated into the Hand Held Terminals.
To support this proposed new way of working, a new working week structure and associated pay scheme will need to be agreed and implemented. Part of this negotiation will include a proposal on contractual Saturday working.
‘Received Into Depot’ (RID)
Currently the RID scan is applied to every parcel at the depot using a symbol scanner via a mainly dedicated scan position. The Symbol scanner is old technology, has no support contract and the IT network infrastructure used is no longer supported.
It is proposed that “knuckle scanners” that are “hands free” be introduced to improve efficiency.
This would involve:
• Removing inbound scan’s
• Replacing CN3’s with knuckle scanners
• Adding EDD to sort scan and load to van
Integration of HHT and PAVI
Audits have highlighted discrepancies between the payroll system and actual deliveries. This
has resulted in inaccurate payments to drivers. To eliminate discrepancies, it is proposed that the HHT’s and the PAVI system are integrated.
This will ensure drivers are paid accurately and therefore reduce administration costs.
Timed Services
It is proposed to introduce timed delivery slots to clients as follows:
• Nominated day
• AM: Mon-Sat
• PM: Mon-Fri
• Evening delivery (17:00 – 21:00)
This has the potential to generate additional revenues from both existing client volume switching to this premium service and new clients coming to HDNL.
Late Seal
The current seal time at HDNL sort centres restricts the businesses ability to attract/retain 24hr next day delivery parcel volume from key Clients.
This volume is therefore handled by HDNL competition and is a threat to the HDNL business.
The proposal is to introduce a later seal time to enable the business to win additional next day volume.
Mid Range Service
Currently HDNL lack a mid-range (weight/cube) parcel delivery solution. HDNL therefore lose the opportunity to handle significant parcel volumes at a premium price. It is planned to offer a mid-range service to customers. To enable this, it is proposed that the one man operation handle items such as bikes which will create significant additional revenue.
Drop & Collect
Drop & Collect is a unique service which allows customer to drop off return parcels to a local shop through PayPoint instead of waiting for a driver to collect from their home. The driver would then pick up all collections from the local shop.
A trial has been taking place in the West Midlands for Shop Direct Group and it is proposed to roll out this service nationwide from March – May 2009. This new service provides a unique selling point (USP) for HDNL, differentiating HDNL from competitors.
Customer Experience
Since the formation of HDNL, Shop Direct Contact Centres (SDCC)- previously Optimum Contact solutions, has been the supplier of customer contact services.
The service contract came to an end this year. Following a thorough selection process, HDNL has selected Vertex to be the new supplier. Vertex is a leading UK provider of contact centre services and technology solutions with expertise in customer management.
This means that from Spring 2009 SDCC will no longer provide customer services for HDNL.
Through the partnership with Vertex, HDNL will be able to provide enhanced client and customer services which will put HDNL ahead of the competition in a number of areas
including:
- Proactive communication to increase RFT on difficult to deliver parcels.
- Effective communication to manage customer expectation where appropriate.
- Choice of redelivery options to best suit customer needs.
- Underpinning customer and client promise through integration with Track & Trace technology.
- Introducing a full range of contact channels targeted to reduce the overall contact
cost.
- The integration of client service within the contact service partner.
- The integration of depot customer service through virtual contact centre technology.
As a result of this change the client services operation will be impacted. It is proposed that the employees at Whiston be transferred to Vertex’s Knowsley site and be employed by Vertex.
Three new customer service related roles will be created within HDNL at Whiston.
In addition, the following changes to the Customer Experience are proposed:
• SMS - To allow customers the ability to nominate day of delivery for certain parcel types (e.g. POD, Failed Parcels – only applies to parcels when a valid phone number is provided).
• Replace the current carded process with a process that allows consumer choice and reduces the number of attempts required. Includes (HHT changes, depot sort change, card change, unique card number + barcode, GPS validation)
• The addition of re-delivery choice in line with premium services.
• The integration of stop and return requests with Track & Trace and HHT
• Create additional customer communication channels (Customer Web Portal, e-mail)
• Replace OTIS with a integrated Client Portal including work flow management and automation.
• Enhanced depot technology to facilitate a ‘single view of the parcel’ approach to
customer management. To be integrated with Vertex systems.
• Establish a customer management structure.
• Development of the depot administration function to align with an integrated customer management capability.
The Customer Experience Programme creates a fully integrated customer contact solution to enable more effective management of both customer and client experience to deliver a best- in-class customer service.
This has a significant impact on reducing failure costs within HDNL.
Specialised Operations
The 2 Man operation has also been experiencing a serious fluctuation in volumes. Forecasts indicate a substantial volume reduction in the second half of this financial year and into 2009/2010.
HDNL are proposing to close the Edmonton hub by September 2009 and transfer the volume predominantly to Blackpole. This will result in all colleagues in Edmonton and associated outbases being affected.
The proposal is to implement a phased run-down of Edmonton with redundancies taking effect between 1 April and 30 September 2009.
A consultation group has been formulated to discuss the details of the proposed closure. The first meeting is scheduled for 30th January 2009.
One to one sessions will be held with every impacted individual to discuss the options available. The decision may not result in redundancy for all colleagues. There may be opportunities for relocation at another site or within the business.
In addition to the Edmonton closure further work to manage costs and improve the efficiency of the operation is proposed as follows:
- Centralisation of the customer services function. The proposal is to either centralise the function in the Blackpole area or outsource it to an external service provider.
- A review of staffing levels across all sites
- A review of working practices to support additional Saturday and evening services.
- The pay and bonus scheme will also be reviewed
Next Steps
Groups have been set up to start the consultation process in relation to the proposals listed
within the statement. The consultation process will include looking at the business case,
assessing the impacts on the business and employees and time scales .
Some of these proposals will create efficiencies within HDNL and therefore, it is proposed that
a review of staffing levels take place in areas impacted by the proposed changes.. It is
anticipated this review will result in further redundancies during 2009
HDNL believe that the proposed changes are absolutely vital in safeguarding the business for
the future. The Company and The Joint Trade Unions will review the business case as part of
the consultation process.
The Shareholders have confidence in the potential for this business and have therefore
agreed to investing the funds required to make the changes. If the business can implement
the new service propositions proposed, whilst driving down costs, there is a bright future for
HDNL in the home delivery industry.
This will be a challenging and difficult time for the business and it’s employees. The commitment of all employees in getting behind the change programme is vital.
We will keep you updated on the consultation process. If you have any questions or concerns please speak to your line manager or shop steward. Questions can be sent to
HDNLinternalcommunications@hdnl.co.uk who will answer directly back to your site or direct the question to the consultation group as appropriate.
January 2009
On Monday 19th January 2009, the Trades Unions and Company National Negotiating
Committee (NNC) met to continue discussions.
The agenda was as follows:
- 2008 Outstanding Activities
• Bargaining Structures
• R&P Agreement
• Employee Handbook
- Business Update
- Proposed Business programme for 2009
2008 Outstanding Activities
Bargaining Structures, R&P Agreement & Employee Handbook
A revised Bargaining Structure is being worked up by the CWG and will be put to the Officers of the Joint Trades Unions to finalise and sign off. Until then, the Company and Joint Trades Unions will continue with the trial bargaining structures currently being used.
A new Recognition, Procedural and Facilities Agreement has been drafted. Final sign off will take place when the Bargaining Structures section has been finalised.
A revised Employee Handbook has been drafted. Final sign off will take place when a number of policies, including Local Agreements, have been ratified.
The terms and conditions section will then form our substantive agreement as referred to in the revised contracts of employment.
The CWG will meet on 2nd February to review and conclude discussions on the Employee
Handbook.
Business Update
At the half way point in its financial year HDNL was behind plan and making a bigger loss than was budgeted for. The Company was already losing business due to aggressive competition in pricing and services. The financial climate has made it even more difficult to overcome these losses.
HDNL has had to concentrate on stabilising the business and mitigating further loss by
- developing new services to try to win more volume from current and existing clients
- driving efficiencies to reduce operating costs.
While there has been some success in these areas, the amount of capacity in the logistics industry as a whole far exceeds the demand, and this is set to continue or worsen.
Volumes for Peak were flat year on year, and whilst the business managed costs
successfully, this alone was not enough to recover the financial position for the current year.
Further erosion of the market is anticipated and HDNL needs to plan for the future to avoid
further losses. The retail sector in-particular is being hit by the recession. Many well known
retailers have gone into administration. It is predicted that more retailers will go under in
2009. This has a direct affect on the home delivery business.
In spite of the significant changes which were made, and received your support and
commitment in the past year, more needs to be done to build an operating model and pricing
structure that is competitive and fit to stand the current market.
Price is now key in the home delivery market, more so than service, therefore HDNL must become more efficient and reduce the cost base in order to re-invest in price to win new customers and bigger volumes.
HDNL is currently reliant on the Shareholders to fund the losses and keep the Company in business. To retain Shareholder confidence a number of changes must quickly be delivered successfully.
The Shareholders have committed to investing over £30million to the change programme,
which together with successful implementation of new ways of working will:
• Improve services
• Improve efficiencies
• Improve benefits
• Control costs
• Develop new technology
The proposed change programme is as follows
Proposed Site closures
A detailed review of depot capacity took place with external consultants. HDNL has more capacity in the operation than needed.
HDNL is currently paying for this through:
- depot lease costs and building maintenance
- people and structure (depots, sort, transport)
- utility bills
It has been identified that operating costs would be further reduced by closing some depots.
HDNL are therefore proposing to close the following depots in the one man network:
Daventry
Newcastle (1man and 2man out base)
Sheffield
Burslem
Basildon
Eastleigh
These depots were identified based on a number of factors including; operating cost (transport, delivery, site, running costs etc), capacity to handle current and future parcel volume, geographic location and impact on service and employees.
It is proposed that the closure of these depots takes place by 22nd February 2009. All employees at the 6 proposed depots will be impacted by the closures and have been briefed on Tuesday 20th January.
A consultation group will be formulated to discuss the details of the proposed closures.
One to one sessions will be held with every impacted individual to discuss the options available.
Although all of the jobs at the affected sites are at risk of redundancy, through the
consultation process, there may be opportunities for relocation to other sites.
As part of the planning process a round restructure including postcode re-allocations will be conducted to consolidate volumes from closing sites into alternative depots.
Depot Operating model & New Markets and New Services
Introduction of Rostering & Route scheduling
It is proposed that a route scheduling system is implemented into the one man operation.
This would pre-plan a driver’s route and determine which parcels to take each day.
This would be supported by a Satellite Navigation system integrated into the Hand Held Terminals.
To support this proposed new way of working, a new working week structure and associated pay scheme will need to be agreed and implemented. Part of this negotiation will include a proposal on contractual Saturday working.
‘Received Into Depot’ (RID)
Currently the RID scan is applied to every parcel at the depot using a symbol scanner via a mainly dedicated scan position. The Symbol scanner is old technology, has no support contract and the IT network infrastructure used is no longer supported.
It is proposed that “knuckle scanners” that are “hands free” be introduced to improve efficiency.
This would involve:
• Removing inbound scan’s
• Replacing CN3’s with knuckle scanners
• Adding EDD to sort scan and load to van
Integration of HHT and PAVI
Audits have highlighted discrepancies between the payroll system and actual deliveries. This
has resulted in inaccurate payments to drivers. To eliminate discrepancies, it is proposed that the HHT’s and the PAVI system are integrated.
This will ensure drivers are paid accurately and therefore reduce administration costs.
Timed Services
It is proposed to introduce timed delivery slots to clients as follows:
• Nominated day
• AM: Mon-Sat
• PM: Mon-Fri
• Evening delivery (17:00 – 21:00)
This has the potential to generate additional revenues from both existing client volume switching to this premium service and new clients coming to HDNL.
Late Seal
The current seal time at HDNL sort centres restricts the businesses ability to attract/retain 24hr next day delivery parcel volume from key Clients.
This volume is therefore handled by HDNL competition and is a threat to the HDNL business.
The proposal is to introduce a later seal time to enable the business to win additional next day volume.
Mid Range Service
Currently HDNL lack a mid-range (weight/cube) parcel delivery solution. HDNL therefore lose the opportunity to handle significant parcel volumes at a premium price. It is planned to offer a mid-range service to customers. To enable this, it is proposed that the one man operation handle items such as bikes which will create significant additional revenue.
Drop & Collect
Drop & Collect is a unique service which allows customer to drop off return parcels to a local shop through PayPoint instead of waiting for a driver to collect from their home. The driver would then pick up all collections from the local shop.
A trial has been taking place in the West Midlands for Shop Direct Group and it is proposed to roll out this service nationwide from March – May 2009. This new service provides a unique selling point (USP) for HDNL, differentiating HDNL from competitors.
Customer Experience
Since the formation of HDNL, Shop Direct Contact Centres (SDCC)- previously Optimum Contact solutions, has been the supplier of customer contact services.
The service contract came to an end this year. Following a thorough selection process, HDNL has selected Vertex to be the new supplier. Vertex is a leading UK provider of contact centre services and technology solutions with expertise in customer management.
This means that from Spring 2009 SDCC will no longer provide customer services for HDNL.
Through the partnership with Vertex, HDNL will be able to provide enhanced client and customer services which will put HDNL ahead of the competition in a number of areas
including:
- Proactive communication to increase RFT on difficult to deliver parcels.
- Effective communication to manage customer expectation where appropriate.
- Choice of redelivery options to best suit customer needs.
- Underpinning customer and client promise through integration with Track & Trace technology.
- Introducing a full range of contact channels targeted to reduce the overall contact
cost.
- The integration of client service within the contact service partner.
- The integration of depot customer service through virtual contact centre technology.
As a result of this change the client services operation will be impacted. It is proposed that the employees at Whiston be transferred to Vertex’s Knowsley site and be employed by Vertex.
Three new customer service related roles will be created within HDNL at Whiston.
In addition, the following changes to the Customer Experience are proposed:
• SMS - To allow customers the ability to nominate day of delivery for certain parcel types (e.g. POD, Failed Parcels – only applies to parcels when a valid phone number is provided).
• Replace the current carded process with a process that allows consumer choice and reduces the number of attempts required. Includes (HHT changes, depot sort change, card change, unique card number + barcode, GPS validation)
• The addition of re-delivery choice in line with premium services.
• The integration of stop and return requests with Track & Trace and HHT
• Create additional customer communication channels (Customer Web Portal, e-mail)
• Replace OTIS with a integrated Client Portal including work flow management and automation.
• Enhanced depot technology to facilitate a ‘single view of the parcel’ approach to
customer management. To be integrated with Vertex systems.
• Establish a customer management structure.
• Development of the depot administration function to align with an integrated customer management capability.
The Customer Experience Programme creates a fully integrated customer contact solution to enable more effective management of both customer and client experience to deliver a best- in-class customer service.
This has a significant impact on reducing failure costs within HDNL.
Specialised Operations
The 2 Man operation has also been experiencing a serious fluctuation in volumes. Forecasts indicate a substantial volume reduction in the second half of this financial year and into 2009/2010.
HDNL are proposing to close the Edmonton hub by September 2009 and transfer the volume predominantly to Blackpole. This will result in all colleagues in Edmonton and associated outbases being affected.
The proposal is to implement a phased run-down of Edmonton with redundancies taking effect between 1 April and 30 September 2009.
A consultation group has been formulated to discuss the details of the proposed closure. The first meeting is scheduled for 30th January 2009.
One to one sessions will be held with every impacted individual to discuss the options available. The decision may not result in redundancy for all colleagues. There may be opportunities for relocation at another site or within the business.
In addition to the Edmonton closure further work to manage costs and improve the efficiency of the operation is proposed as follows:
- Centralisation of the customer services function. The proposal is to either centralise the function in the Blackpole area or outsource it to an external service provider.
- A review of staffing levels across all sites
- A review of working practices to support additional Saturday and evening services.
- The pay and bonus scheme will also be reviewed
Next Steps
Groups have been set up to start the consultation process in relation to the proposals listed
within the statement. The consultation process will include looking at the business case,
assessing the impacts on the business and employees and time scales .
Some of these proposals will create efficiencies within HDNL and therefore, it is proposed that
a review of staffing levels take place in areas impacted by the proposed changes.. It is
anticipated this review will result in further redundancies during 2009
HDNL believe that the proposed changes are absolutely vital in safeguarding the business for
the future. The Company and The Joint Trade Unions will review the business case as part of
the consultation process.
The Shareholders have confidence in the potential for this business and have therefore
agreed to investing the funds required to make the changes. If the business can implement
the new service propositions proposed, whilst driving down costs, there is a bright future for
HDNL in the home delivery industry.
This will be a challenging and difficult time for the business and it’s employees. The commitment of all employees in getting behind the change programme is vital.
We will keep you updated on the consultation process. If you have any questions or concerns please speak to your line manager or shop steward. Questions can be sent to
HDNLinternalcommunications@hdnl.co.uk who will answer directly back to your site or direct the question to the consultation group as appropriate.
Tuesday, January 13, 2009
Some good news!
Asos delivers fast fashion with HDNL
E-commerce retailer asos.com has signed a contract with the Home Delivery Network Limited to carry out a home delivery and collection service on its behalf.
The online fashion and beauty store is using HDNL’s Monday to Friday 48-hour delivery service, and Monday to Saturday next day service, with Saturday deliveries offered to customers at no extra charge.
Stuart Hill, head of customer logistics for asos.com, said: “We needed a service that had the capability to provide a consistent, visible home delivery experience.
“HDNL’s track and trace system is a real advantage as it allows parcel visibility to our customers.”
Asos.com was launched in 2000 and now attracts more than 1.5 million visitors a week. The retailer recently reported a sales increase of 107 per cent compared to last year.
Source of information
http://www.logisticsmanager.com/Article/1085/Asos+delivers+fast+fashion+with+HDNL.html
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Job evaluation appeals have been taking place over the last couple of weeks and those FLM's who have appealed should now start to have the results of their appeals within the time frame given from the date of the appeal hearing which is 10 days.
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Work is being done on a new recognition and procedural agreement which is in it's final stages, it wont mean a lot to some but in layman's terms it's your new discipline a grievance procedures, basically a new white book agreement incorporating the Ex Business express terms, making in the same for everyone employed within HDNL
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Apparently this was one of the best service and cost benefit peaks we have had in a long time, and the commercial clients are happy with the service levels achieved through peak. We are by no means out of the woods yet, but hopefully this is the start of things to come. However we must not be complacent in the current climate and the TU's are aware that a lot of work is still to be done to make sure that he business continues to thrive.
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And finally an NNC/G is scheduled for the 19th January, once that has taken place and once we are able to share any information with you, then we will.
E-commerce retailer asos.com has signed a contract with the Home Delivery Network Limited to carry out a home delivery and collection service on its behalf.
The online fashion and beauty store is using HDNL’s Monday to Friday 48-hour delivery service, and Monday to Saturday next day service, with Saturday deliveries offered to customers at no extra charge.
Stuart Hill, head of customer logistics for asos.com, said: “We needed a service that had the capability to provide a consistent, visible home delivery experience.
“HDNL’s track and trace system is a real advantage as it allows parcel visibility to our customers.”
Asos.com was launched in 2000 and now attracts more than 1.5 million visitors a week. The retailer recently reported a sales increase of 107 per cent compared to last year.
Source of information
http://www.logisticsmanager.com/Article/1085/Asos+delivers+fast+fashion+with+HDNL.html
____________________
Job evaluation appeals have been taking place over the last couple of weeks and those FLM's who have appealed should now start to have the results of their appeals within the time frame given from the date of the appeal hearing which is 10 days.
----------------------------------
Work is being done on a new recognition and procedural agreement which is in it's final stages, it wont mean a lot to some but in layman's terms it's your new discipline a grievance procedures, basically a new white book agreement incorporating the Ex Business express terms, making in the same for everyone employed within HDNL
__________________
Apparently this was one of the best service and cost benefit peaks we have had in a long time, and the commercial clients are happy with the service levels achieved through peak. We are by no means out of the woods yet, but hopefully this is the start of things to come. However we must not be complacent in the current climate and the TU's are aware that a lot of work is still to be done to make sure that he business continues to thrive.
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And finally an NNC/G is scheduled for the 19th January, once that has taken place and once we are able to share any information with you, then we will.
Saturday, December 13, 2008
Acknowledgment at last!
HDNL: Delivering pay parity
All's fair at the Home Delivery Network thanks to Unite
Unite members at the Home Delivery Network (HDNL) have been celebrating an equal rights' windfall thanks to the union's actions.
Under a settlement agreed between the employer and Unite, members have received payouts ranging from £100 to £10,000 following a claim that workers doing the same job should be paid the same rate.
Some 240 members, managerial staff employed across the country, benefited after the company caved in to the pay parity claim and agreed to an out of court settlement last July. Mel Palmer, lead official at HDNL, explained: "This all started about a year ago when we raised a test case over pay.
"HDNL was formed in 2005 following the merger of the Reality Group and Business Express (part of the Littlewoods group). The company employs around 3,500 drivers operating out of some 52 depots, but Unite also represents managers.
"The 90 delivery team managers were doing the same job but were on different salaries. "We knew we had to challenge this. That's why we took forward our case and fortunately with the strong backing of our members the company saw sense.
"The result saw all 90 managers on the same basic salary, with the deal backdated to the original merger date of May 2005. This also led to a job evaluation process and in July 2008 the base salary was again increased even further. This job evaluation process resulted in salary increases for the 240 first line managers."
In total, the company has had to shell out about £200,000 to meet the claims. Ian Callaghan from the Oldbury depot said: "The pay parity win has meant a substantial amount of back pay for me and me family." Union rep Carl Haughton agreed: "Unite has done the members proud by not giving in to HDNL in inequality of pay, and making sure that everyone is treated fairly."
And Unite is not stopping there.
Continued Mel: "The win has given a real boost to the union and we've contacted all people that have benefited and used that to build our membership further.
Standing outside Unite's Birmingham office, with many of the members that have benefited from the win, a smiling Mel concluded: "This major success shows the difference Unite makes in the workplace.
"Our recruitment campaign continues and our next aim is to make sure we have a rep at every service site, this is just the start of things to come."
This story is from the December 2009 edition of the Workplace Reporter, Unite's new journal for workplace reps.
Monday, November 24, 2008
Whoops they did it again....
Briefings have taken place at locations in respect of correct delivery methods for drivers, it has come apparent this was a difficult message to put out now volumes are increasing, and the last thing the company need right now is large quantities of carded parcels, so well timed by them!
Not all sites have received the briefing and some site managers have been reluctant to brief the message as instructed and passed it onto one of the FLM's to brief. As long as the buck is passed eh!
The confusion is that an SDC says one thing the HHT another and the site managers saying something completely different.
Pseudo rounds continue to be controversial with high targets and managers not adhering to the agreements on implementation. This has been taken up by the relevant OWG and discussions are taking place. It is frustrating that once a procedure is agreed managers interpret another way.
On that note various meetings are taking place to continue to bring both Reality and Business Express closer together in terms of complete harmonisation.
The TU's are working on implementation of various agreements and procedures hopefully in time for the next NNC on December the 8th.
Pay Parity/Back Pay/implementation of shifts have now all been completed and all payments should have been received to all employees whether weekly or monthly paid.
However overpayments for Night Managers Shift payments has resulted in the company wanting to recoup monies overpaid next month. This has caused some issues and any concerns should be referred back to the Site Manager for clarification or your TU rep.
ACTS have been approached by the company through it's OWG to discuss the implementation of recording of hours for FLM's. Some sites across the business Clock in or manually record hours on a spread sheet or do nothing at all. It seems to be a bone of contention for the company, and we have asked them to go away and present us with the legal and H&S argument so we can recommend a uniform approach.
Saturday working is now up on us and the confusion still surrounds the compulsory Saturday's for Depot Operatives and FLM's in Ex Reality. All we can say is that nothing changes until negotiated, otherwise and what has worked in your location since integration should still remain.
We have spoken to the company to resolve the confusion surrounding this issue and we have agreed to review and discuss this early in the new year. So basically what works in your site should remain the same, and a sensible approach is needed from all employees covered by this agreement.
Rumors of the TU's having 'secret' meetings with the company are unfounded, as stated earlier various OWG's and the central steering committee are continuing to work on moving this company forward in a uniformed approach.
It has also been rumored that the company are going to present it's workforce with a Christmas hamper (Exc Booze) this year... erm!
85000 hits now... Thanks!
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