“Forward ever, backward never: onwards with Breaking Through”

No 41-2021
Formulated by UNI Apro Post and Logistics Sector
1. La poste and Carrefour joining forces to turn pickup points into essential service locations. May 28, 2021.
2. Gains for JD Logistics fizzle in Hong Kong IPO, after surging as much as 18% earlier. May 27, 2021.
3. Romanian Post reaches lucrative partnership with classified platform OLX. May 26, 2021.
4. Post Office pension scheme members – building a bigger pension. May 24, 2021.
5. NZ Post introduces carbon neutral sending. May 24, 2021.
1. La poste and Carrefour joining forces to turn pickup points into essential service locations
May 28, 2021 Carrefour has teamed up with La Poste via its subsidiary Pickup to create a new nationwide partnership to launch a new Pedestrian drive business model.
Customers will be able to visit “Pickup drives”to access several local services – all under the same roof: they’ll be able to pick up their food shopping, as well as picking up or dropping off parcels. The first Pickup drive is set to open this Wednesday (26 May) in Paris’ 19th arrondissement.
Carrefour has entered into an agreement with Pickup to expand its network of food shopping pickup points in France. Carrefour has already been blazing a trail since it launched its pedestrian drive service in 2018, and now has around a hundred or so such points in France.
For more than 20 years, Pickup – France’s leading pickup network – has been providing people with the opportunity to drop off and collect parcels from locations outside of their
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home, and recently launched its own first contact points, helping to offset the continuing increase in parcel volumes.
Combining these two activities has given birth to a brand-new concept: the Pickup drive. Located in the town centres of major urban areas, people can pick up all their e-commerce, food and non-food deliveries from such points, all from one convenient location.
So, on 26 May 2021, Carrefour is opening its first pedestrian drive at a Pickup drive, located at 30 rue de Lorraine in Paris’s 19th arrondissement. It will operate six days a week.
A service for France’s major urban areas
Having launched this first jointly-run site on 26 May, several dozen other sites are set to open across France’s major urban areas. They will be based on the same model – a combination of Carrefour’s Pedestrian Drive service and Pickup’s services.
With this new service, La Poste and Carrefour are joining forces to turn these pickup points into essential service locations in every neighbourhood, making everyday life easier. These locations are catering to the changing purchasing patterns of Carrefour and La Poste customers – they want things to be more digital, more practical and more convenient.
Elodie Perthuisot, the Carrefour Group’s Executive Director of E-Commerce, Data and Digital Transformation said: “Carrefour is delighted to be forging this partnership with Pickup. It will help us speed up rollout of our Pedestrian Drive service across the country, and we’ll be able to draw on Pickup’s expertise in managing e-commerce order pickup services in city centres.”
Paul-Ambroise Archambeaud, CEO of Pickup commented: “At Pickup, we have very much enjoyed working with Carrefour on launching this new innovative drive concept. Our respective experience and our shared aim of enhancing the quality of the customer experience are what drives us.
With the Pickup drive, we are making the lives of our customers easier – they can now pick up all of their online food and non-food purchases – right next to where they live.”
Source : https://postandparcel.info/138193/news/e-commerce
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2. Gains for JD Logistics fizzle in Hong Kong IPO, after surging as much as 18% earlier
May 27, 2021
Key Points
• Shares of JD Logistics surged more than 18% at one point on Friday, after opening at 46.05 Hong Kong dollars.
• JD Logistics priced its IPO at 40.36 Hong Kong dollars per share, the lower end of the expected range. The company raised $3.2 billion in its initial public offering.
• While JD Logistics has boosted warehouse efficiency with robots and automation, the final delivery leg depends heavily on more than 200,000 human couriers.
BEIJING — Shares of JD Logistics, the logistics arm of Chinese e-commerce giant JD.com, rose on Friday as the company debuted on the Hong Kong Stock Exchange.
Shares surged more than 18% at one point, after opening at 46.05 Hong Kong dollars. Much of those gains were later pared, with the stock ending its first trading day in Hong Kong 3.32% higher than its issue price.
JD Logistics priced its IPO at 40.36 Hong Kong dollars per share, the lower end of the expected range. The company raised $3.2 billion in its initial public offering.
The company plans to use the funds raised to invest in its logistics network and infrastructure, CEO Yu Yui told reporters Friday.
He said that in addition to expanding further into less developed parts of China, the company also intends to build up an international logistics business, with air freight development set to reach a “breakthrough” soon.
The logistics unit’s vast network of warehouses and delivery workers in China has given JD a competitive edge against its rival Alibaba, as the Beijing-based company can deliver products to millions of customers within the same day, or the next.
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Logistics is “very important,” as JD competes with rivals on service quality, EY Asia-Pacific IPO leader Ringo Choi told CNBC’s “Squawk Box Asia” on Friday. That, along with incorporating artificial intelligence and robots, will affect the firm’s “future competitiveness” against other e-commerce players.
“Logistic(s) is becoming more important and becoming one of (JD’s) killing weapons in the high competition environment,” Choi said.
JD Logistics’ public listing marks the latest in a series for the parent company, after JD.com itself went public in New York and, subsequently completed a secondary listing in Hong Kong. The company’s health unit, JD Health, was also listed in Hong Kong in December.
Dada, a grocery delivery company that counts JD and Walmart as strategic investors, went public in New York in June 2020. JD announced in March it was investing $800 million in Dada, for an ultimate majority stake of 51%.
Earlier this year, JD withdrew an application for listing its fintech arm on the Shanghai Star board.
Outlook for JD Logistics
JD Logistics earned 73.4 billion yuan ($11.4 billion) in revenue in 2020. But it expects to “record a significant adjusted loss” in 2021. The company disclosed net losses of 4 billion yuan in 2020, greater than the 2.2 billion yuan in 2019.
While JD Logistics has boosted warehouse efficiency with robots and automation, the final delivery leg depends heavily on more than 200,000 human couriers. As a result, the company said labor costs have accounted for more than 40% of total operating expenses and revenue costs for the last three years.
“Any failure to retain stable and dedicated labor by us may lead to disruptions to or delays in our services,” the company warned, noting overall tightening in the labor market and rising wages.
Another risk is heavy reliance on the state of the parent company JD.
JD Logistics has been trying to sell its delivery services to third parties, and counts U.S. shoe company Skechers as a client. But so far its revenue and business have been tied JD, which accounted for more than 50% of the logistics unit’s revenue last year.
When asked about these risks, Yu said he expects the share of revenue from non-JD clients to increase. The CEO said the company incurred losses due to needed investments, and expects the business to move in a “healthy” direction.
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Future third-party customers will likely come from businesses selling consumer electronics, home appliances, furniture, autos and other consumer goods, Yu said in an interview with CNBC.
While express delivery will remain a significant part of JD Logistics’ business, Yu said the company aims to sell its warehouse sorting and delivery management technology to customers to cover their entire supply chain.
The end-to-end coverage is JD Logistics’ strategy for standing out against competitors such as SF Express, a giant in China’s express delivery industry. Local start-ups are already selling warehouse management software and equipment.
Source : https://www.cnbc.com/2021/05/28
3. Romanian Post reaches lucrative partnership with classified platform OLX
May 26, 2021
The Romanian national mail service Posta Romana (Romanian Post) has concluded a partnership with classified platform OLX Romania, under which buyers will be able to opt for the delivery of products through Posta Romana at a preferential rate up to 44% lower compared to the standard costs.
So far, OLX was operating such a service in partnership with Fan Courier.
The parcels will reach the buyers through the INTER POINT service of the Romanian Post, intended for customers who sell or buy goods on online advertising platforms.
"Through the partnership concluded with OLX Romania, we come to the support of the users of this platform, with a tariff up to 44% lower. We are delighted that OLX has identified a reliable partner in the Romanian Post and contacted us, by concluding this contract, following the analysis which showed that 26% of shipments were delivered through our company.
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We are convinced that it will be a successful partnership, and we estimate the traffic [generated by the partnership] at over 600,000 parcels annually," said Horia Grigorescu, General Manager of the Romanian Post.
Source : https://www.romania-insider.com/
4. Post Office pension scheme members – building a bigger pension
May 24, 2021
“Members can maximise their retirement money pot by taking advantage of the new 8:12 contributions formula,” said CWU assistant secretary Andy Furey this morning, as he reminded branches of one of the key benefits agreed with the company in the 2020 national agreement.
“This was agreed in April and, just a couple of months later, hundreds of scheme members have opted into this enhancement mechanism, by which increasing their contributions to 8 per cent automatically triggers an employer contribution of 12 per cent.
“It’s great to see so many hard-working Post Office employees taking up this opportunity.”
In other pensions news, annual statements will be landing on doormats from next week, setting out each individual’s contributions, savings pot value and projected benefits.
“And members can access this information online as well, by logging onto their secure individual Money4Life Scottish Widows account,” adds Andy.
Next month, all scheme members will receive their latest pensions newsletter and this is another positive aspect of the new governance principles that Andy, the CWU and Scottish Widows, working with the Post Office, have instituted as part of the new ‘Transparency Agenda’.
“We all committed to raising the profile of pensions and the scheme members’ knowledge as our guiding principles – and this is happening in practice,” he explained.
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“It’s vitally important that our hard-working members get a decent standard of living while at work and decency and dignity in retirement too and that’s why we will be pushing for further improvements to the pension scheme.
“And this union will always be on our members’ side.”
Source : https://www.cwu.org/news
5. NZ Post introduces carbon neutral sending
May 24, 2021
Person to person letters and packages sent through NZ Post will be carbon neutral from now on.
It's all part of the company's goal of being a fully carbon neutral business from 2030, says chief executive David Walsh.
For the public it simply means NZ Post will calculate exactly how much carbon is emitted on the journey of all of its mail and parcels sent person to person, take actions to reduce emissions and offset the rest through the purchase of carbon credits.
Carbon neutral impact with all deliveries
The calculation includes carbon emitted from the entire lifecycle of the parcel, from processing in NZ Post depots, all transportation and delivery, to the parcels packaging from production to recycling or landfill.
"This means whether you are booking a courier to pick up a parcel, walking into a PostShop to send a present to your grandparents up north, or posting a letter to a friend down south, it will arrive at its destination with a carbon neutral impact," says Walsh.
All consumer products covered
Carbon neutral sending applies to all consumer products, including Postage Included and BYO packaged parcels, sent within New Zealand.
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It also applies to all sending arranged online with the likes of Print Postage, Send It Now and TradeMe Book A Courier.
Within the first year of carbon neutral sending NZ Post expects to offset about 17,000 tonnes of carbon.
"This is equivalent to 22,800 car trips from Cape Reinga to Bluff and back, or taking 7800 cars off the road," Walsh says.
Everyone doing their part for the planet
NZ Post is committed to sustainable business practices. "As a business we are committed to delivering for New Zealand in the most sustainable way and being accountable for our impact on the environment," he says.
Walsh encourages others to do the same, by way of supporting brands that are committed to reducing their carbon footprint, and also adopting easy, low-cost schemes themselves.
"Things like eating locally grown food reducing meat consumption, recycling and composting, buying local and second-hand, or even flying or driving less," are known ways to help, he says.
Sustainable leadership into the future
NZ Post's new carbon neutral sending move is part of its own wider campaign to become fully carbon neutral from 2030.
Other ways of reducing its emissions are already in place. "We're one of the largest electric fleets in the country with more than 50 per cent of our own fleet electrified," Walsh says.
With the aim of having 25 per cent of delivery partners' vans electrified by 2025, NZ Post is supporting its contractors to get into electric vehicles too.
"We are also making our sorting depots more energy efficient and we've recently changed our packaging to a lower emissions material," Walsh explains.
Only "unavoidable" emissions are being offset by carbon credits with person to person sending.
"We are offsetting those unavoidable carbon emissions, such as those emitted by planes, through buying carbon credits generated by association with environmental projects, such as local native forestry projects and international gold standard projects."
The calculations for emissions are verified by an independent third party partner Toitū Environcare.
Source : https://www.stuff.co.nz/environment/climate-newsPOSTAL NEWS
No 42-2021
Formulated by UNI Apro Post and Logistics Sector
1. Glovo makes multiple acquisitions in Eastern Europe. May 28, 2021.
2. Data breach at Canada Post. May 27, 2021.
3. It’s time to revitalize the United States Postal Service. May 27, 2021.
4. bpost launches bpost boost!: a springboard for jobseekers and employees. May 26, 2021.
5. EBA10 bargaining update: ADM to end on June 30. May 26, 2021.
1. Glovo makes multiple acquisitions in Eastern Europe
May 28, 2021
Glovo, a multi-category delivery company, has confirmed a series of separate acquisition deals with Delivery Hero, a global local delivery platform, to acquire some of its group companies in Central and Eastern Europe (CEE).
Glovo will acquire the foodpanda brand in Romania and Bulgaria, Donesi in Serbia, Montenegro, and Bosnia and Herzegovina, and Pauza in Croatia in deals worth a total value of €170m (US$207m).
Oscar Pierre, CEO and co-founder of Glovo, commented, “It’s always been central to our long-term strategy to focus on markets where we see clear opportunities to lead and where we can build a sustainable business. Central and Eastern Europe is a very important part of that plan. The region has really embraced on-demand delivery platforms and we’re very excited to be strengthening our presence and increasing our footprint in countries that continue to show enormous potential for growth.”
The transactions in Bosnia and Herzegovina, Bulgaria, Croatia, Montenegro and Serbia are expected to close within the next few weeks, subject to fulfillment of the conditions
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precedent and relevant regulatory approvals, while Romania will be completed following approval from the competition authority.
Glovo recently announced that it has also reached a separate agreement to acquire Ehrana, a local delivery company in Slovenia, for an undisclosed fee. The transaction is expected to close in the next few months and the company is now working closely with Ehrana to define the transition strategy for users, partners and couriers.
Niklas Östberg, CEO and Co-Founder of Delivery Hero, concluded, “Delivery Hero has built a clear leading business in the Balkan region in the last couple of years. However, with a lot of operational priorities on our plate, we believe Glovo would be better positioned to continue building an amazing experience for our customers in this region.”
Source : https://www.parcelandpostaltechnologyinternational.com/news/delivery
2. Data breach at Canada Post
May 27, 2021
Canada's primary postal operator, Canada Post, confirmed Wednesday that it has suffered a data breach.
The security incident occurred following a cyber-attack on one of the Crown corporation's suppliers, Commport Communications, which provides electronic data interchange solutions.
Commport Communications was hired by the postal service to manage the shipping manifest data of its large parcel business' customers.
Following the cyber-attack, Canada Post has informed 44 of its commercial customers that data belonging to more than 950,000 customers has been compromised.
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Commport Communications notified Canada Post that manifest data stored in its systems had been exposed in a malware attack on May 19.
“Shipping manifests are used to fulfill customer orders. They typically include sender and receiver contact information that you would find on shipping labels, such as the names and addresses of the business sending the item and the customer receiving it,” said Canada Post on Wednesday in a press release.
The corporation said that exposed information dates from July 2016 to March 2019 and that most of it (97%) contains the name and address of the receiving customer. The customer's email address and/or phone number were included in 3% of the compromised data.
Canada Post said that a detailed forensic investigation into the data breach had not turned up any evidence of financial information's being compromised.
“We are now working closely with Commport Communications and have engaged external cybersecurity experts to fully investigate and take action,” Canada Post said.
Though the breach hit Canada Post customers via an attack on a supplier, the corporation said they “sincerely regret the inconvenience this will cause our valued customers" and have notified the Office of the Privacy Commissioner.
“Canada Post respects customer privacy and takes matters of cybersecurity very seriously,” said the corporation.
The postal operator added that it will “incorporate any learnings into our efforts, including the involvement of suppliers, to enhance our cybersecurity approach which is becoming an increasingly sophisticated issue."
Last November, Commport Communications notified Innovapost, the IT subsidiary of Canada Post, of a potential ransomware issue. An investigation found no evidence to suggest any customer data had been compromised.
Source : https://www.infosecurity-magazine.com/news
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3. It’s time to revitalize the United States Postal Service
May 27, 2021
Amazon shares its position on The Postal Service Reform Act.
We think of the United States Postal Service (USPS) as our first and oldest business partner. Starting in 1994, Amazon founder Jeff Bezos would pack books in a garage in Seattle and drive them to his local post office, where he knew he could count on the USPS to deliver them.
Today, we work closely with the USPS to provide excellent service and to innovate for our customers. The USPS does not receive direct taxpayer funds. It relies on revenue from its services, including package delivery.
In 2020, packages contributed nearly $11 billion in profit for the USPS. Experts and impartial regulators have consistently recognized that USPS’s partnerships with companies like Amazon are a bright spot of growth and profitability for the Postal Service, contributing billions in profits annually and helping sustain USPS’s mission to serve every address in the nation.
Despite these strong partnerships, the USPS is not without challenge. Due to burdensome funding mandates and declining letter mail, the Postal Service finds itself in a financially untenable situation: It is projected to lose $160 billion over the next 10 years, according to its own estimates.
Thankfully, the leaders of the U.S. House Oversight Committee and the U.S. Senate Homeland Security and Governmental Affairs Committee recently introduced bipartisan legislation to help revitalize the USPS and get it back on a sustainable track.
The Postal Service Reform Act would implement meaningful policy reforms to help strengthen the USPS’s financial and operational arms, and ensure the agency could
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continue to provide reliable service to the American people and serve as an excellent delivery and logistics provider.
The legislation would also codify a longstanding Postal Service practice to maintain an integrated delivery network of mail and packages six days per week. Americans across the country have long depended on the USPS for its reliable and affordable delivery options. And, with individuals and families increasingly relying on home deliveries for business and personal needs, solidifying the essential services of the USPS couldn’t have come at a better time.
The Postal Service’s existing delivery network, with an unparalleled footprint and hundreds of thousands of dedicated postal workers and letter carriers, can easily make this happen. Codifying USPS’s universal service to ensure it can deliver to every house, almost every day, is just the right step to take to ensure the USPS can remain self-sustaining as a universal delivery provider. The Postal Service Reform Act also includes critical reforms to help get the USPS back on strong financial footing. There has long been bipartisan consensus in Congress to help alleviate the more than $130 billion in unfunded liabilities for retirees and USPS operating losses, which are estimated at over $9 billion annually. This legislation works to do just that.
Doing away with the Postal Service’s 2006 mandate to pre-fund health benefits for retirees and integrating postal employees into the Medicare program will help stabilize USPS’s finances
We’re proud of our partnership with USPS and want to continue working with the agency to innovate and deliver for our customers well into the future. With the House Oversight Committee’s swift advancement of the Postal Service Reform Act, we hope the full U.S. House and Senate will follow suit. Enacting these common-sense reforms will help guarantee that the USPS remains an affordable, reliable, and profitable package delivery system for the American people.
Source : https://www.aboutamazon.com/news/policy-news-views
4. bpost launches bpost boost!: a springboard for jobseekers and employees
May 26, 2021
As one of Belgium’s biggest employers, for many years bpost group has played an important role in employing and training people who would otherwise find it difficult to break into the job market. Bpost now takes this initiative to the next level with the launch of bpost boost!
Bpost boost! strengthens and extends the company’s existing training programme, providing jobseekers with a gateway to high-quality employment at the company or at
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employers in other industries that struggle to find skilled labour. It’s bpost’s ambition to train 10,000 people over the next five years.
bpost boost! is a response to the disparity between supply and demand in Belgium, where the number of jobseekers far outstrips the number of vacancies. Some 1.4 million people of working age are unemployed in Belgium. And yet employers are unable to find the right profile for a huge number of vacancies. This lack of candidates is explained in part by the fact that jobseekers do not have the skills these employers demand.
The coronavirus pandemic has accelerated the digital transition, which creates additional difficulties for jobseekers, who need to learn new skills before they can apply for long-term jobs in these growth industries.
“That’s why bpost wants to act now. The public company, which employs more than 26,000 people in Belgium, wishes to play a more active role in training employees to make them more employable and so make it easier for them to integrate into society,” says Mark Michiels, Chief Human Resources Officer of bpost group.
“This is not a new role for bpost. Every year, bpost recruits around 3,000 to 4,000 people, mainly people from vulnerable groups, the unemployed and the low-skilled. Investing in employee training and continued training in various ways has been important for bpost for many years.”
The company invests in its (future) employees by providing training to improve their employability, with the assistance of several partners throughout the country, such as Forem in Wallonia and VDAB in Flanders. The German-speaking Community and the Brussels-Capital Region will follow later this year.
On the one hand, the aim of the project is to offer jobseekers work-based training leading to a long-term job at bpost as a versatile operator. On the other hand, it offers operational employees continued training to enable them to take up other challenges in the company.In due course, the goal is to roll out this training initiative at other employers who experience difficulties finding skilled employees, particularly in transport and logistics.
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In Wallonia, 21 candidates who already have an upper secondary education diploma and a driving licence are following Forem’s short programme (three-and-a-half months). The (one-year) long programme for jobseekers who do not have an upper secondary education diploma or a driving licence will be launched in September 2021. In Flanders, 171 people have completed training this year as part of a partnership with VDAB. Similar programmes will be launched in September 2021 in Brussels, in association with Bruxelles Formation and Actiris, and in the German-speaking Community, in partnership with Ostbelgien Emploi, Arbeitsamt and ZAWM/IAWM. The goal is to train 600 candidates across Belgium in 2021. It’s bpost’s ambition to train 10,000 people over the next five years.
Dirk Tirez, Chief Executive Officer a.i.: "bpost wants to strengthen the role of social ladder in society. bpost boost! is therefore a project that is particularly close to my heart because, at bpost, we consider training and sustainable employment to be an essential means of promoting the inclusion of vulnerable people and of fighting poverty and social exclusion. We want to continue to contribute, as a driving force for retraining and skills development, to having a real societal impact. And of course, this programme will enable us to recruit thousands of skilled people to strengthen the bpost teams in the years to come."
Mark Michiels, Chief HR&O Officer de bpost : "People who want to work for us do not need to have a diploma. However, we do recognise that a diploma can give people a huge boost in terms of self-confidence and self-esteem. These people have often experienced disappointments and setbacks. That’s why we support those who want to study for their diploma while working at bpost. The work they do is recognised as a work placement, while the theoretical part is covered by distance learning. We don’t just want to play a social role, we also see a commercial case for keeping employees motived.”
Source : https://press.bpost.be/
5. EBA10 bargaining update: ADM to end on June 30
May 26, 2021
Bargaining for EBA 10 (Enterprise Bargaining Agreements ) continued over the past two weeks with meetings focussed on matters pertaining to retail, delivery and contact centres.
Robust talks progressed with discussions focussing on employment arrangements, start times and rostering arrangements including access to overtime and reduced attendance rostering, access to leave entitlements, workplace flexibility, the use of contractors and superannuation.
Lengthy discussion ensued around bringing ADM to an end, what a future delivery model should look like, and how it would be developed. A future delivery model means a new
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way forward – great. But what is critically important at this stage is determining what kind of role our members can and should play in that important process.
Getting a new model right is crucial for members across the entire organisation. In addition to our posties responsible for the last mile, our members across vans, transport and processing are all impacted by service standards and depend on an appropriate model to maintain their take-home pay levels and shift entitlements and our members in retail and the contact centres are the ones who feel the brunt of the public’s anger when bad decisions are made that affect the services you’re required to provide.
Such significant workplace change, particularly one that affects service delivery, job quality, take-home pay and workers’ health and wellbeing, should never again be allowed to occur without genuine involvement of workers.
Early indications are that Australia Post is indeed genuine about engaging with our members to develop a new way forward that delivers for the public and for workers. And today, Australia Post took that position publicly – writing to employees confirming temporary relief measures, including the ADM, would not continue past June 30.
This is an incredibly positive step in response to our bargaining claim for an end to ADM.
It is now crucial to get the consultative framework right, to determine what the delivery model looks like going forward. In our view, EBA10 can simply not be finalised without this forming part of the overall EBA10 package. And from your feedback, such a process would only be acceptable to members if it were guided by the following fundamental principles:
• One run per postie, delivering all articles five days per week;
• The ongoing maintenance of traditional take-home pay components, such as penalty rates;
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• Restoring entitlements and benefits lost across all workforce areas impacted by the temporary reform and COVID-19 changes; and
• Sufficient resourcing, modelled around quality permanent jobs – and where the work offering can efficiently be modelled around full-time employment, this should always be the preferred method of engagement.
Talks will continue on what exactly will happen in the short-term, post-June 30, and how the consultative process will be established to work through a new permanent model with genuine input from the workers who have to work within it.
We’ll keep members up to date as the bargaining process continues. Make sure you log on to our dedicated campaign website at www.eba10.com.au to keep up to date.
Source : http://www.cepu.org/2021/05