GSP 08-22 An Post Retail Network
29/March/2022
Description
The impact of COVID-19 has been significant on the An Post retail network, resulting in a further accelerated decline in welfare and billpay transactions. The drive towards a cashless society was also accelerated, primarily because of safety measures. It is unlikely either of these trends will be reversed to any great extent. For its part, An Post senior management can be commended for their efforts to maintain and develop services, and in our discussions with them, we have committed to playing our part, doing all we can to assist.
However, the lack of commitment by the Department and Government to support the retail network, is highly questionable. In this regard, the CWU understands and shares the frustration of the Postmasters. It is not tenable that An Post should be expected to fully fund the maintenance of a valued network from scarce resources because the political establishment will neither support the business with financial assistance, or the provision of government services.
Lip service and inaction will not alone accelerate the demise of Post Offices, but it will place an additional and unfair burden on other aspects of An Post business and ultimately it will impact on staff and the services they provide to the community. We will examine this at our upcoming Conference and determine how best to develop our strategic approach to securing the long-term sustainability of An Post.
The postal retail network is an essential part of the social fabric of Irish life, especially in rural areas and it must be properly supported.
Work Measurement
In the interim, I wish to update you in relation to An Post’s plans to engage in a further round of work measurement efficiency exercises across the company retail network, week commencing 4th April 2022.
The basis underpinning this exercise is, as outlined above, the decline in the volume of transactions at Post Office counters. Core transaction volumes have declined and, post COVID, the associated footfall is slow to recover. Company analysis of transaction volume between 2019 and 2021 show an average drop of 20% across the network. Obviously, this will vary from office to office and a 20% drop in the volume of transactions does not automatically equate to a 20% drop in the required level of staffing resources.
We have agreed that the Company will prepare revised working proposals based on an 80% reduction of the identified surplus hours, leaving the remaining 20% to support sales growth. This approach is to reflect the need to address any potential gains i.e. foreign exchange, agency banking or to support sales campaigns.
Work measurement will be based on transaction volumes in October/November 2021 and the last two weeks of January/first two weeks of February 2022.
The steps in the process are similar to the last round of revisions and are detailed overleaf.
It is important that Branches ensure the best outcomes in terms of maximising the number of full-time duties in their offices.
Developing Sales
Notwithstanding the obvious impact of the above, the company is attempting to generate new business and is hopeful of consolidating the agency banking portfolio and for recovery of foreign exchange.
More positively, the company is attempting to drive revenues with a renewed sales focus, implementing a new sales structure, building on investment to date. It is also developing a commercial training programme for staff to assist in interaction with customers. As part of this, it is agreed to conduct a pilot of its Great Conversations project at three branch offices in April, with intentions to roll out to all offices in May.
Please bring this circular to the attention of all members working in retail branch offices.
Retail Work Measurement Process Steps
- Transaction data extracted from APBI for the 3 months reference period and converted into hours required each day Monday – Saturday based on daily average over the reference period.
- Line charts prepared for each day based on the indicative timings required (@80%) and duties built to reflect what is required to run an office each week. Outcome is a mix of F/T & P/T duties.
- Duties presented by Regional Operations Manager to Branch Manager for sense checking.
- Branch Manager to present to CWU Representatives with support from Regional Operations Manager as appropriate.
- One week for review by CWU and local engagement.
- Office baseline changed to reflect new duties. Duties to go live but taken to be under review for a two-week period, to allow for any minor modifications based on the experience of working the revised working.
- All staff impact issues to be addressed in advance of sign off.
- Duties signed off by Branch Manager, Regional Operations Manager and CWU Representative.
- Extract hours & realise savings through adjusted contract hours/FTE savings, etc, monitor savings achieved.