The only solution is to completely seperate the letters deliveries from the parcel deliveries.
It simply doesn't work having to deliver letters, pkts and parcels all at the same time.
Separating the two aspects means the USO could be substantially reduced and letter delivery would be much more efficient and cost effective and RM could offer a more accurate and convenient parcel delivery service.
We have been banging on about that for months Mike. There are more parcels coming into our network and because the duties are bigger we are delivering more parcels than ever before. Also, with auto-redelivery many posties are often trying neighbours to get rid of these parcels first time otherwise they know they will have more work to do for tomorrow. We need to go back to how it used to work with dedicated parcel drivers. Unfortunately, the management are more bothered about looking after the budget.
On the face of it, shareholder value is the dumbest idea in the world.
The only solution is to completely seperate the letters deliveries from the parcel deliveries.
It simply doesn't work having to deliver letters, pkts and parcels all at the same time.
Separating the two aspects means the USO could be substantially reduced and letter delivery would be much more efficient and cost effective and RM could offer a more accurate and convenient parcel delivery service.
Are you gonna look after the thousands that’ll lose their jobs!!
The only solution is to completely seperate the letters deliveries from the parcel deliveries.
It simply doesn't work having to deliver letters, pkts and parcels all at the same time.
Separating the two aspects means the USO could be substantially reduced and letter delivery would be much more efficient and cost effective and RM could offer a more accurate and convenient parcel delivery service.
We have been banging on about that for months Mike. There are more parcels coming into our network and because the duties are bigger we are delivering more parcels than ever before. Also, with auto-redelivery many posties are often trying neighbours to get rid of these parcels first time otherwise they know they will have more work to do for tomorrow. We need to go back to how it used to work with dedicated parcel drivers. Unfortunately, the management are more bothered about looking after the budget.
Yes I agree, even if there is a reduction in the USO I expect RM will want to keep everything else 'as is' even though its clearly not working.
Yes I agree, even if there is a reduction in the USO I expect RM will want to keep everything else 'as is' even though its clearly not working.
That seems to be the main issue. But people don't often look beyond the headlines of Royal Mail saying that we have lost billions and CEOs on over-inflated salaries asking for help to reduce the USO. They don't realise that the company has squirrelled away much of our profits and have invested it elsewhere under the guise of IDS.
On the face of it, shareholder value is the dumbest idea in the world.
The only solution is to completely seperate the letters deliveries from the parcel deliveries.
It simply doesn't work having to deliver letters, pkts and parcels all at the same time.
Separating the two aspects means the USO could be substantially reduced and letter delivery would be much more efficient and cost effective and RM could offer a more accurate and convenient parcel delivery service.
We have been banging on about that for months Mike. There are more parcels coming into our network and because the duties are bigger we are delivering more parcels than ever before. Also, with auto-redelivery many posties are often trying neighbours to get rid of these parcels first time otherwise they know they will have more work to do for tomorrow. We need to go back to how it used to work with dedicated parcel drivers. Unfortunately, the management are more bothered about looking after the budget.
What makes you think parcels have increased in volume? Royal Mail’s own figures published for financial reports, do not show an increase in parcels.
’You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.’
The only solution is to completely seperate the letters deliveries from the parcel deliveries.
It simply doesn't work having to deliver letters, pkts and parcels all at the same time.
Separating the two aspects means the USO could be substantially reduced and letter delivery would be much more efficient and cost effective and RM could offer a more accurate and convenient parcel delivery service.
We have been banging on about that for months Mike. There are more parcels coming into our network and because the duties are bigger we are delivering more parcels than ever before. Also, with auto-redelivery many posties are often trying neighbours to get rid of these parcels first time otherwise they know they will have more work to do for tomorrow. We need to go back to how it used to work with dedicated parcel drivers. Unfortunately, the management are more bothered about looking after the budget.
What makes you think parcels have increased in volume? Royal Mail’s own figures published for financial reports, do not show an increase in parcels.
’You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.’
Does park and loop/ 2 in a van put us in the Stone Age compared to other ‘parcel companies’? I feel like it leads to a far less dynamic and motivated work force.
We can't be compared to a parcel courier as we deliver letters also.
3 months end December 2023
Volume (m)
Total Parcels 2023. 387
Total parcels 2022. 321
% change 21%
9 months end December 2023
Volume (m)
Total Parcels 2023. 965
Total Parcels 2022. 934
% change 3%
So I think that’s called polishing a turd. We only did 387m parcels in the lead up to Christmas which of course included Black Friday (week)? That’s terrible. We need to be doing 400m plus each quarter in order to justify the massive investment in parcels and actually show a significant increase in volume across a year.
If we only did 387m during the busiest trading period then it’s going to be a year of insubstantial growth.
’You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.’
3 months end December 2023
Volume (m)
Total Parcels 2023. 387
Total parcels 2022. 321
% change 21%
9 months end December 2023
Volume (m)
Total Parcels 2023. 965
Total Parcels 2022. 934
% change 3%
So I think that’s called polishing a turd. We only did 387m parcels in the lead up to Christmas which of course included Black Friday (week)? That’s terrible. We need to be doing 400m plus each quarter in order to justify the massive investment in parcels and actually show a significant increase in volume across a year.
If we only did 387m during the busiest trading period then it’s going to be a year of insubstantial growth.
Where do you get 400+m from. Do you know these figures as a fact or have you just plucked a number out of the sky? How do you know that 387m is terrible? Just find it strange that a postie would be so clued up on what figures the business should’ve hitting each quarter.
3 months end December 2023
Volume (m)
Total Parcels 2023. 387
Total parcels 2022. 321
% change 21%
9 months end December 2023
Volume (m)
Total Parcels 2023. 965
Total Parcels 2022. 934
% change 3%
So I think that’s called polishing a turd. We only did 387m parcels in the lead up to Christmas which of course included Black Friday (week)? That’s terrible. We need to be doing 400m plus each quarter in order to justify the massive investment in parcels and actually show a significant increase in volume across a year.
If we only did 387m during the busiest trading period then it’s going to be a year of insubstantial growth.
Where do you get 400+m from. Do you know these figures as a fact or have you just plucked a number out of the sky? How do you know that 387m is terrible? Just find it strange that a postie would be so clued up on what figures the business should’ve hitting each quarter.
I get the figures from Royal Mail’s own published annual figures over several years. I have a background in business.
’You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.’
