“Forward ever, backward never: onwards with Breaking Through”
No.14 -2018

Formulated by UNI Apro Post and Logistics Sector

APWU and Postal Service Extend Moratorium on Private Retail Outlets. February 13, 2018.

Parcel Pending Working With Bell Partners. February 9, 2018.

Post Nord “Meeting Strong Growth In E-Commerce With Increased Capacity And Flexibility”. February 9, 2018.

DHL and BVL School of Logistics re-launch their Corporate Automotive Logistics Academy (CALA). February 7, 2018.

UPS Announces Strategic Cross-Border Investment In Heart Of North American Borderplex. February 6, 2018.

APWU and Postal Service Extend Moratorium    on Private Retail Outlets
February 13, 2018
In an effort to protect against further contracting out of retail operations and defend the integrity of customer service and our jobs, the APWU secured a Memorandum of Understanding (MOU) in the 2015 Collective Bargaining Agreement that imposed a moratorium whereby the Postal Service could not expand any Village Post Offices, Contract Postal Units and Approved Shipper outlets.
As part of this MOU, with the exception of the Stop Staples campaign, the APWU agreed that we would refrain from challenging the existing USPS “business relationships” through the same type of activism used in the Stop Staples campaign. That campaign ultimately led to the cancellation of the Approved Shipper program in Staples stores across the country in February of 2017.
During this moratorium, the union and management agreed to enter into discussions to address the future of retail operations. The Clerk Craft officers have met several times with the Postal Service to discuss the issues involved.
The moratorium initially expired in July 8, 2017, but was extended through the end of 2017. On February 7, 2018, the parties extended the MOU until September 20, 2018, thus protecting more retail jobs from potentially being lost to these programs through the expiration of the current union contract.
Source: Postaltimes.com

Parcel Pending Working With Bell Partners

February 9, 2018
US-based electronic parcel locker company Parcel Pending has added apartment renovator Bell Partners to its client roster.
In a statement issued yesterday (8 February), Parcel Pending said it will be rolling out its electronic parcel lockers to Bell Partners’ apartment homes throughout 2018.
With approximately 50,000 units under management, Bell Partners is one of the largest apartment operators and renovators in the United States.
Ashley Cook, director of procurement at Bell Partners, commented: “We partnered with Parcel Pending to allow our residents a convenient method to receive their packages, and appreciate their best-in-class customer service that supports Bell’s purpose to create communities our residents are proud to call home. We also appreciate that Parcel Pending’s electronic parcel lockers blend seamlessly within our communities and add value to our residents’ overall living experience.”

Source: Post and Parcel

Post Nord “Meeting Strong Growth In E-Commerce With Increased Capacity And Flexibility”

February 9, 2018
Post Nord has reported net sales of SEK37,079m for 2017, down from SEK38,478m in the previous year.

The adjusted operating income for the year was SEK338m, down from SEK500m.
The company has also reported that it will be inaugurating its new hub at Køge, near Copenhagen, in the second quarter of 2018, and new terminals will come on stream in Örebro and Växjö in Sweden during the course of this year.
In a statement issued today (9 February), Håkan Ericsson, President and CEO of Post Nord, said: “The accelerating growth in e-commerce brought record volumes in the fourth quarter and over the full year 2017. At the same time, digitization is continuing to adversely impact our mail volumes. PostNord has a clear strategy to meet the opportunities and challenges following digitization.
“Growth in e-commerce driven logistics is very buoyant and the Group’s e-commerce related B2C volumes rose by all of 19% in the fourth quarter and by 14% for the full year. The fourth quarter is seasonally a strong one in volume terms, driven by Black Friday and the traditional Christmas trade. Over the full year, the volume of mail decreased by 9%, 7% in Sweden and 18% in Denmark. Like-for-like net sales were down 4%, with growth in logistics being unable to offset low mail revenues.
“In October, we received an important and a welcome message from our owners. The Danish and Swedish States had reached an agreement regarding the financing of the transition to a financially sustainable production model in Denmark. The agreement is conditional on approval by the EU Commission, which we have not yet received. The Swedish government also decided a new postal regulation would be effective as of January 1, 2018. It states that two-day delivery is the new standard service for stamped mail items and allowed a one-off adjustment to postal rates. These decisions are essential for Post Nord to be able to fulfil its universal postal service obligations under reasonable financial conditions.
“Post Nord Strålfors continues to show strong profit growth. On an annualized basis, Post Nord Norway and Post Nord Finland have turned around their 2016 losses into profits. The poorer outcome for Post Nord Sweden resulted from falling mail revenues that could not be fully offset via cost adjustments. Post Nord Denmark is meeting the far-reaching effects of digitization with perhaps its biggest restructuring ever. The Group’s adjusted operating income amounted to SEK 272m (242) for the quarter and SEK 338m (500) for the full year. Items affecting comparability amounted to SEK –m (-1,254) for the quarter and SEK -462m (-1,583) for the full year. In 2017, these items consisted entirely of costs relating to reduction of employment for personnel benefiting from “special employment conditions” in the Danish business. While awaiting the EU Commission’s decision on the financing arrangement for the restructuring program in Denmark, no further terminations of employment for personnel with special employment conditions will take place. On the other hand, the transition to the new production model in the Danish business continues, and on January 21, 2018, the model for mail distribution was rolled out across the whole of Denmark. However, the impact on results will only be realized when we can reduce our staffing fully according to plan, which will take place once we have the approval from the EU Commission.
“Despite an increase in staffing to ensure quality in mail distribution in Sweden, the outcome for the fourth quarter was lower for overnight delivery than in the year previously. The outcome for the year was 90.4%, which we are not satisfied with, although it is higher than the statutory requirement of 85%. In Denmark, quality in the standard service “Brevet” was 95.1%, which is above the statutory requirement of 93%. Quality in parcels was slightly lower than last year as a result of the virtually explosive growth in e-commerce in the last quarter. To meet the demand fueled by the e-commerce driven growth, investments in additional terminal capacity are in progress. In the second quarter of 2018, we will inaugurate our new parcel and goods terminal with its distribution hub at Køge, just outside Copenhagen. Measuring 25,000 square meters, this is our biggest terminal in Denmark. In Sweden, our capacity will expand when the new terminals in Örebro and Växjö go on stream in 2018.
“Our goal oriented work on sustainability is moving forward in several areas. Since 2009, we have reduced our carbon dioxide emissions by all of 32%. During the year, we also intensified our focus on the work of establishing a sustainable supply chain. Around 180 suppliers have either performed self-assessment or have undergone an on-site audit. This represents a solid foundation on which we can continue to build.
“With a total focus on progressing our strategy, we have many exciting activities under way in the work of developing Post Nord into the best logistics and communication company in the Nordic region. For example, service development last year launched several recipient-oriented services offering increased flexibility and service. The Post Nord app has around 1.4 million users throughout the Nordic region, is very well-used and highly appreciated, and award winning. We are totally focused on regaining the confidence from customers and recipients and building a strong belief in the future among our employees.”

Source : Post and Parcel

DHL and BVL School of Logistics re-launch their Corporate Automotive Logistics Academy (CALA)

February 7, 2018
DHL Global Forwarding signed a three-year contract with the BVL School of Logistics to extend its collaboration on the global qualification program for automotive logistics experts. The Corporate Automotive Logistics Academy (CALA), initiated by Volker Oesau, CEO Middle Europe, DHL Global Forwarding, now serves even better the current needs of logistics experts in the automotive sector. For instance, the growing digitalization of the automotive sector and of its supply chains has become an integral part of the program. In the last few years, the first modules were tested in Europe, America and Asia. The findings were integrated into the new concept. For the next three years, CALA will be offering three LABS in Europe, America, Africa and Asia Pacific.
"With its eight automotive competence centers in the most important automotive countries around the globe and its integrated supply chain management portfolio DHL Global Forwarding is a longlasting and important partner of the automotive sector. CALA reflects our idea to shape our future together. The ongoing interactive LAB process of thinking, acting and reflecting in a group allows all of us to redesign the supply chain in a faster way," explains Volker Oesau, CEO Middle Europe, DHL Global Forwarding.
The automotive industry is facing the greatest transformation in history. Drivers are urbanization, digitalization and climate change. Smart factories must be closely interfaced with smart logistics. Processes, technologies, organizations and culture must be synchronized. This requires additional skills for all parties involved in automotive logistics.
Today, CALA offers three future LABs with premium knowledge, innovative learning formats, think tank rooms and global network options. Each LAB is divided into different didactic steps: a highgrade keynote lecture from top-class professors, industry experts and scientists; a discussion panel to gain the perfect mix of theory and practice; all participants will examine, brainstorm and create fresh ideas as well as first findings in various think tanks. Finally, the first joint experiences and results are presented. At the end of the LAB, the participants receive a certificate. A summary of the LAB is compiled soon after LAB completion.
Kick off for the newly designed global qualification program will be in Germany on February 21. The first LAB looking on Industry 4.0 will be held at the DHL Innovation Center in Troisdorf. During the one day lasting program managers will be introduced to the dynamic world of digital transformation with the special focus on industry 4.0 applications in automotive production. The participants will get a broad view of the actual developments as well as the trends for the future. Practical examples and experiences from the automotive sector and other leading branches will provide a deeper insight of realistic implementation scenarios for the own company.
"Talent shortfalls in logistics are considered one of the most important challenges in the coming years. CALA's qualification program is the perfect solution to prepare automotive logistics experts for the future. On February 21, 2018, we will start our first LAB on the topic of Industry 4.0 in the DHL Innovation Center in Troisdorf, Germany. We look forward to the first LAB experiences," says Prof. Josef Decker, PhD, Academic Director, BVL School of Logistics.

Source:  DPDHL

UPS Announces Strategic Cross-Border Investment In Heart Of North American Borderplex
February 6, 2018
UPS today announced development of a new package operations center to support commercial and residential commerce in the growing North America Borderplex. The strategic investment serves a manufacturing region that stretches across Texas, New Mexico and Ciudad Juarez, Chihuahua, Mexico. The North American Borderplex area is home to 2.5 million people and one of the world’s largest bilingual workforces. UPS’s facility will add more than 153,000 square feet of new processing capacity and is expected to begin operating in late 2018.

“El Paso is the gateway to one of the most important industrial corridors in the U.S. – Mexico trade lane. UPS is one of the pistons helping drive the economic growth engine in this community,” said Craig Wiltz, president of UPS’s Red River District that includes Texas and Oklahoma. “The new building positions UPS to increasingly support U.S. companies growing their cross-border commerce, as well as better serve the rapidly changing business and residential needs of our customers in West Texas.”

UPS’s $41 million project in El Paso is part of a multi-year investment plan to grow UPS’s smart global logistics network, which helps connect businesses and economies through cross-border trade.  Since early 2016, UPS has announced plans for 16 new and expanded U.S. facilities that will create more than 8,650 well-paying full- and part-time positions. 

"The UPS expansion and new state-of-the-art facility near the El Paso International Airport speaks to the strategic growth our community is experiencing,” said Dee Margo, Mayor of El Paso. “By increasing the number of direct flights into the area, enhancing our exceptional quality of life and maintaining our large bilingual bicultural workforce, El Paso will continue to attract new investment opportunities to the region comprised of three states and two countries.”

Manufacturing industries including automotive, electronics, appliances, and machinery producers will benefit from enhanced delivery speed and accuracy from the new El Paso center’s advanced package scanning and sortation equipment. The advanced technology also features increased flexibility to more efficiently route packages through UPS’s smart global logistics network.

The new facility will also support the UPS Trade Direct® Cross Border service, an integrated solution that simplifies the cross border shipping process by allowing shipments to bypass distribution centers, shipping directly to retail stores or end consumers across the Mexico/U.S./Canada borders.  Mexico is one of the United States’ most important trading partners, ranking second among U.S. export markets and third in total U.S. trade.

Source: UPS

No.15 -2018

Formulated by UNI Apro Post and Logistics Sector

Hermes Germany to add 5,000 PaketShops by 2020. February 14, 2018.

SIEMENS Commissions Flats Sorting Systems For New Zealand Post. February 13, 2018.

Norway's postal service could become a rarer sight with downgrade proposed. February 12, 2018.

National Four Pillars & Pay Agreement briefing. February 7, 2018.
Japan Post’s union to seek equal pay for equal work. February 7, 2018.

Hermes Germany to add 5,000 PaketShops by 2020

February 14, 2018
Hermes Germany has unveiled its plans to expand the number of Hermes PaketShops in the country from 15,000 to 20,000 by 2020. Most of the new stores will be opened in metropolitan areas, helping to increase the density of pick-up and drop-off locations available to customers. To achieve the widest possible network coverage, Hermes also plans strategic partnerships with retail chains.
In addition, all Hermes PaketShops will receive new scanner technology from the electronics manufacturer Zebra Technologies by spring 2018. This is intended to speed up and simplify on-site parcel processing.
Thomas Horst, managing director sales, Hermes Germany, said, “When we opened the first parcel shops in kiosks, supermarkets and other shops in 1999, we were a pioneer in the industry. In the meantime, all major parcel services have followed suit.
“Our ideal is a PaketShop network, in which the customer does not have to go more than five minutes to reach the next collection point. The closer our stores are to the customer and the longer they open, the more attractive it becomes for the customer to use them.
“Delivery to the front door is time-consuming, expensive and causes traffic and emissions. Consolidated delivery to parcel shops means that more parcels can be delivered with significantly fewer trips in a very short time. Traffic and emissions would be reduced and delivery times shortened.”

Source: Postal and Parcel Technology International

SIEMENS Commissions Flats Sorting Systems For New Zealand Post

February 13, 2018
Siemens Postal, Parcel & Airport Logistics (SPPAL) has equipped New Zealand Post’s largest mail sorting centres with new Open Mail Handling Systems (OMS) for flats sorting.
In a statement issued last week, SPPAL said the OMS in Auckland and Christchurch can process up to 25,000 magazines, flats, small parcels, letters and postcards an hour.
“The wide range of mail types it can handle combined with its fast sequencing and sorting processes are what makes the Siemens technology especially impressive,” said SPPAL. “Whereas open or plastic-wrapped magazines previously had to be separately routed to manual sorting, for example, the new system is able to handle these items automatically.”
Vanessa Ellis, General Manager Network Transformation of New Zealand Post, commented: “Siemens’ high-performance technology enables us to process a very large range of mail types and formats processed in New Zealand, significantly enhancing our efficiency.
“The systems are connected to statistics software that allows us to monitor system capacity utilization, providing a constant overview that lets us respond rapidly to changes.”
SPPAL has implemented a network management software package that allows all mail sorting to be controlled across all sorting locations. New Zealand Post’s previously existing sorting machines will also be integrated into the overall system.

Source: Post and Parcel

Norway's postal service could become a rarer sight with downgrade proposed

January 12, 2018
Norway's Ministry of Transport has proposed cutting down post deliveries to every second day.

The cutbacks could cost 2,500 jobs, reports news agency NTB.
A steep decrease in the volume of post sent by Norwegians is cited as the reason for the potential cuts to postal services, writes the agency.
Reduced demand means the cost of maintaining deliveries five days a week is reaching a critical level, writes Fri Fagbevegelse.
Delivering post only every other day would make savings of 500 million kroner annually from 2020 and 650 million kroner annually from 2025, writes NTB.
In a note written in response to the parliamentary proposal, the government said that the Posten service could switch to every-other-day delivery, provided commercial considerations were taken into account.
Norwegian Post and Communications Union chairperson Odd Christian Øverland said to NTB that the development was expected, but that time and money would be required to see through the transition.
“This is a result of the digitalisation of society, and that customers are sending fewer letters. Trying to stop this progression is not a battle we can win. But it is a dramatic challenge, as many good, adult employees risk losing their jobs within a short space of time. Our expectations and demands are for a three-way co-operation in this process,” Øverland said.
The proposal was sent for discussion in parliament on Tuesday this week. A deadline for hearings prior to parliament's vote over the proposal is set for April 6th.
Source : The Local. Norway

National Four Pillars & Pay Agreement briefing
 February 7 2018
Around 600 senior CWU lay officials gathered in central London for the union’s national Four Pillars & Pay Agreement briefing this morning.
Divisional, area and branch representatives came from all parts of the UK to hear a detailed presentation of the negotiators’ deal reached between the union and the company.
Opening the event, general secretary Dave Ward said that the package was “undoubtedly a good deal for our members” and he warmly praised the efforts of deputy general secretary postal (DGSP) Terry Pullinger and his team of senior national officers, as well as the CWU’S “army of reps.”
“That deal, and the concessions that have been forced out of Royal Mail, are entirely due to the support from members in the industrial action ballot,” he said, adding that the union’s communications strategy had also been extremely effective.
Dave went on to outline some of the union’s future plans in both the wider industrial and political arenas, with particular emphasis on our New Deal for Workers campaign. And the need to bud for the forthcoming national TUC demonstration scheduled for May.
Terry Pullinger spoke next and he began by taking the audience back almost two years, reminding the assembled activists of the national briefing in March 2016, when our Four Pillars campaign was born.
“We set out our vision and we set our agenda,” he recalled and drew comparisons between the company’s initial position at that time and

the extremely significant progress on all four of the Pillars of Security that represented the CWU’s negotiating programme.
“We turned Royal Mail around and everyone should be very proud of what has been achieved,” he explained, adding: “Back then, we were at a crossroads and we’re taking this industry down a different road, a positive road.”
Pointing to the huge support that members gave to the union in the industrial action ballot last autumn, Terry said: “We shocked them. The company and the media as well,” adding that this achievement was even more impressive in the context of the new anti-union laws.
The pay and shorter working week elements of the deal were some way ahead of what is being achieved elsewhere in other sectors, he continued and advised the audience that, if any of their members said that this part of the deal  not enough, then “tell them to go and ask a nurse.
“And tell your members how much has been achieved, because it’s absolutely massive.”
Terry then led a detailed session on the proposed new pension arrangements followed, during which the briefing also heard from Royal Mail’s chief of staff Mick Jeavons and head of public affairs Jenny Hall and a video presentation from Hillary Salt, from First Actuarial, who has been working with us on this.
A lengthy ‘Q&As’ session followed the speeches, reflecting the importance of this issue.
And the briefing concluded with presentations from our indoor and outdoor secretaries Davies Robertson and Mark Baulch, which focused on the operational and pipeline improvements contained within the Four Pillars agreement.
* In the next few weeks, Terry and his senior team of national officers will be holding a series of unit rep briefings at locations in every part of the UK.

Source : CWU.Org

Japan Post’s union to seek equal pay for equal work

February 07, 2018
The Japan Postal Group Union, the biggest corporate labor union in Japan, will request equal pay for equal work in this year’s shunto spring wage negotiations, informed sources have said.
The union of the Japan Post Group, led by Japan Post Holdings Co., will request the management to pay nonregular workers benefits that have been limited to regular workers, such as those to cover housing expenses, and compensate for work during the year-end and New Year holiday period.
The union, which has about 240,000 members, will seek a monthly pay scale hike of ¥6,000 on average. The same amount will be requested for contract workers paid by the month, the sources said.
As for bonuses, the union will demand an annual amount equivalent to 4.3 months’ salary, the sources also said. The salary and bonus requests will be unchanged from last year.
The union plans to make its final decision on the requests at a two-day central committee meeting from Feb. 15 and submit them to the management side later this month.
In the group, mail and parcel delivery unit Japan Post Co. suffers from a manpower shortage, particularly in busy periods including around the turn of the year.
“We aim to realize equal pay for equal work,” a union executive said, adding that the union will request the management to pay nonregular workers the benefits limited to regular employees, except for those paid only to regular workers for proper reasons.

Source : The Japan News