CWU CONSOLIDATED ACCOUNTS 2025

The purpose of the LTB is to inform Branches that further to LTB 270/26 dated 9th October 2026 which invited questions to the 2025 CWU Accounts, that at the closing time for questions to be submitted, (Thursday 22^nd October 2025 at 12 noon), two questions had been submitted with one received from the Greater Manchester Branch and one from the Harrow & District Branch.

Both questions are attached for ease of reference.

Any enquiries regarding this Letter to Branches should be addressed to dwilshire@cwu.org

Yours sincerely,

Nabih Fonkwe          

Head of Finance                                                                                

Dave Ward

General Secretary

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QUESTIONS TO THE CWU CONSOLIDATED ACCOUNTS RECEIVED BY 1200 HOURS ON 22^ND OCTOBER 2026

Question 1 Greater Manchester branch (from Jason Lee -Branch Treasurer) 

Having read the Consolidated accounts for 2025, I have several questions.

With the continuing losses at Elstead hotel, the PM Law costs, falling cash reserves and declining membership income. What are headquarters plans to getting the Unions cash position back on track?  Branch reserves have also fallen by around £1 million last year. Why has this happened, and can you assure branches that there are no plans to reduce branch funding or change the current rebate arrangements?

Finally, what are the predicted monthly costs of the new accounts software apps and what savings will they make?

Response to Question 1:

As disclosed in the accounts there have been some costs associated with the Elstead hotel closure that have impacted negatively on the 2025 accounts.

We had to react to the PM Law fraud situation where we were faced with a set of circumstances out of our control. These situations have impacted the cash position of the union. As part of our strategic approach, we are continuing to work with a property consultant to sale the Elstead Hotel building which should bring some cash back to the union.

These issues aside, the 2025 accounts however illustrate the Unions financial performance has started to see improvements, which should have a direct positive impact on the cash position going forward. Savings are being made across each department at HQ. We have started to realise the financial efficiencies from the restructuring decisions taken at the Special Conference in 2025, with further savings to be realised through the move to a biennial conference, national and Branch review as well as the review of the Standing orders committee.

Although challenges remain with loss of membership per the forecast, we continue to work towards recruiting new members. The NEC will be looking at the current membership subscription bands to see if they remain relevant and support our goal of remaining a standalone Union.

As stated, the CWU Branch review policy is still to be enacted, where everything will be considered although it is confirmed there are no premeditated conclusions.

As part of the ongoing review to make the finances easy to capture and understood at branch level, a financial software (Zoho) is at the implementation stage. The annual cost after the implementation of the new accounting software will be circa £1,440 per annum (excluding VAT) and we expect to recover more than this through efficiencies. The cost of this software will be met by Headquarters and not passed onto Branches. 

Question 2 – Harrow and District Branch (from Kanti – Deputy Branch Secretary/Organiser)

Note 27 to the CWU accounts states there are zero contingent liabilities on 31st December 2025. However, in the last published accounts Trade Union Legal LLP refers to the Memorandum of Understanding which can only mean that the CWU and GMB have agreed to continue to fund them. If there is also a guarantee to Premex it is hard to believe that this shouldn’t be disclosed as a contingent liability bearing in mind the accumulated losses that Trade Union LLP recorded in their last published accounts. How was the nil figure reached?

Note 29 to the CWU accounts seems to reference £4.7m owed by Unionline and says it has been reallocated to debtor balance of £190K. Can you explain what it means – has the debt of £4.7M been converted to £190K? Has the bulk of the £4.7M been written off?

Note 30 to the CWU accounts references TU Legal LLP and says the CWU had to pay £2M to refund the client account because of fraud. It is noted that this payment was on account, is the £2M figure likely to increase and what amount of the £2M does the CWU expect to be able to recover.

Response to Question 2:

Re. Note 27: At the time of preparing the 2025 accounts, CWU reviewed its liabilities and Trade Union Legal LLP was not considered as contingent liabilities, as the potential financial obligation seemed remote. Its likelihood might be possible but was not certain enough at the time of reporting. TU legal is a going concern limited company in its own right and all transactions with the union have been treated at this stage at arm’s length. We have been prudent enough to provide for all expenses/receivable that is on the union’s ledger that are doubtful.

We would look at its activities again in 2026 to see if it qualifies to be considered as a contingent liability to the union, should more information become available.

Re. Note 29, The £4.7m owed by Unionline was relating to management charge that was billed to Unionline over the years. As Unionline was not making enough profit to pay for the charges levied to them by the union, the amount has been provided in full as doubtful debt in previous years. In 2024 and now 2025, we were able to clawback £700k and £190k respectively, which we have now used to reduce the debt. This doubtful balance is still under review and we have continued to report as deemed appropriate.

Re. Note 30, as explained in the accounts, the £2m was the agreed split between CWU and GMB under the MOU in the ratio 25:75 respectively. The amount paid by CWU and GMB cleared the full amount request by Solicitors Regulated Authority.

So, no, the amount is not likely to be increased. The up-to-date expectation is that we should get some of the £2m back through an active insurance claim. However, it is difficult to determine the amount at this stage.

LTB 289/26 – CWU CONSOLIDATED ACCOUNTS 2025

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National Stress Awareness Day & ‘Talk Money’ Week 2026

The purpose of this LTB is to report to Branches, Safety Representatives, Safety Forums and members on National Stress Awareness Day, which this year falls on Wednesday 4^th November and Royal Mail Group activity around ‘Talk Money’ Week.

National Stress Awareness Day is a UK‑wide observance created to highlight the impact of stress on mental and physical health and was founded in 1998 by the International Stress Management Association (ISMA) with a strong focus on workplace wellbeing.  As such, it seeks to encourage individuals and workplaces to recognise stress, reduce stigma and adopt healthier coping strategies.

This year we continue to see high levels of stress across the UK due to economic pressures, post‑pandemic challenges and rising workplace demands.  Chronic stress is linked to anxiety, depression, burnout, hypertension and heart disease, making awareness and early intervention essential.

Key Themes and Related Campaigns:

National Stress Awareness Day falls in the middle of Talk Money Week 2026.  Talk Money Week is an annual campaign encouraging people to have conversations about their finances and talk about ‘money stress’.  This year, it runs from 2^nd to 6^thNovember.  This year’s theme is “It All Counts”, focusing on realistic, manageable actions.

Royal Mail Group are planning several communications during Talk Money Week, which they have highlighted with the CWU and which are outlined below:

• Communication piece on 2^ndNovember for Talk Money Week signposting to the available resources on Robin for all RMG employees and in Signpost for connected employees.
• Updating communications on the ‘Your Money’ pages on the RMG Wellbeing Hub with the latest resources available from partner organisations and services which are free to RMG employees. This is split into three segments: ‘money difficulties’, ‘saving for the future’ and ‘make your money go further’ with further reference to StepChange: StepChange Debt Charity.  GamCare: GamCare – National Gambling Helpline, pensions, etc.
• Throughout the rest of the week, RMG will be issuing daily posts from the Your Wellbeing account on Robin highlighting what’s available in each of the above three segments.
• RMG will also be reaching out to their Wellbeing Ambassadors to provide messaging and downloadable resources on Talk Money Week for onward use at a local level.

Although National Stress Awareness Day is in November, it connects closely with Stress Awareness Month, which was held in April.

• This year’s theme for Stress Awareness Month was: #BeTheChange, seeking to encourage personal agency and practical daily actions to reduce stress.

This broader campaign reinforces the November observance by promoting year‑round stress awareness.

 Emotional Signs of Stress – Common emotional indicators include:

• Anxiety or persistent worry
• Irritability or mood swings
• Feeling overwhelmed
• Low motivation or confidence

Practical Ways to Manage Stress – Evidence‑based strategies recommended for 2026 include:

• Daily self‑check-ins on mood and stress levels
• Mindful breathing, stretching or short walks
• Setting realistic boundaries and reducing triggers (e.g., workload, screen time)
• Talking openly about stress to reduce stigma
• Seeking professional support when needed

 Workplace Focus – Workplaces often mark the day with:

• Stress‑awareness workshops
• Mental‑health training
• Mindfulness or relaxation sessions
• Reviews of workload, expectations and wellbeing policies

National Stress Awareness Day 2026 serves as a mid‑week reminder to pause, reflect and take meaningful steps toward better mental wellbeing.

For more information, support and ways to get involved, visit the following websites:

The Stress Management Society – From Distress to De-Stress

How to manage and reduce stress | Mental Health Foundation

What is stress? | Types of mental health problems | Mind

10 stress busters – NHS

In publishing this LTB, I would like to thank Jamie McGovern, CWU Health & Safety Policy Assistant, for his work in pulling together this information and for equally highlighting RMG activity linked to Talk Money Week.

Any enquiries relating to the content of this LTB should be referred to the Deputy General Secretary (Postal) Department hford@cwu.org.

Yours sincerely,

Martin Walsh

Deputy General Secretary (Postal)

LTB 288/26 – National Stress Awareness Day & ‘Talk Money’ Week 2026

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DM26 – Future of the Company – Member’s Letter

Further to LTB 285/26, we have attached a member’s letter updating them on the Joint Statement and the union’s campaign on a new direction for the Royal Mail Group.

Direct link here: https://www.cwu.org/wp-content/uploads/2026/10/Update-on-DM26-Email-to-Members-261026.pdf

The letter will be sent out later today by email to all of the members that we have addresses for.

Given the importance of these developments, we are also asking branches to ensure that the letter is widely distributed to all our representatives and workplaces.

Any enquiries relating to the content of this LTB should be referred to the Deputy General Secretary (Postal) Department hford@cwu.org.

Yours sincerely,

Dave Ward

General Secretary                                      

Martin Walsh

Deputy General Secretary (Postal)

LTB 287/26 – DM26 FUTURE OF THE COMPANY – MEMBERS LETTER

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CWU’S APPROACH TO NEW ACCESS RIGHTS 

Following the National Briefing held last week to discuss the new access rights coming into force on Friday, 30th October, and to share the CWU’s approach going forward, we committed to provide the following additional information with branches:

• A detailed overview of the New Access Rights legislation
• The CWU’s Approach to Access – presentation slides

Following a request made during the briefing and as part of our coordinated approach to access, branches wishing to share information on target companies and/or local activity can do so by emailing a central email, which will then be shared with the relevant constituency: TradeUnionAccess@cwu.org. 

Any enquiries on the above LTB should be addressed to the interim access coordinator, mdaykin@cwu.org. 

Yours sincerely,

Dave Ward

General Secretary    

LTB 286/26 – CWUS-APPROACH-TO-NEW-ACCESS-RIGHTS

The New Statutory Right of Trade Union Access to Workplaces – briefing Oct 2026

National Briefing Slides – Trade union Access 231026 final

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UPDATE ON DM26 TALKS – GOVERNMENT INTERVENTION AND THE FUTURE OF THE COMPANY

The purpose of this LTB is twofold:

1. To provide an overview of the Joint Statement reached following discussions with both EP and Royal Mail.
2. To confirm a tripartite meeting with Government and set out the CWU’s views on the wider challenges facing Royal Mail and the future of the company.

Joint Statement Overview

Two weeks ago, the union took the decision to pause any further deployments of DM26 because we believed Royal Mail was moving too slowly to address those units where DM26 was not working effectively.  This was contrary to the national agreement.  In addition, the union believed Royal Mail was prioritising further deployments over carrying out the formal reviews needed to resolve local issues and make permanent the 8,100 temporary part-time uplifts.

The union also had major concerns, whereby according to Royal Mail’s own figures, the company’s self-inflicted recruitment and retention crisis has increased from on average 326 to 400 employees leaving per week, this being overwhelmingly, although not exclusively, new entrants.  The CWU has been consistent in stating that unless the company honours its agreement with the union and delivers stable resourcing, then customer quality can never be properly restored.

On Tuesday 20^th October, we held a Summit Meeting with the owners and CEO of Royal Mail to address these issues and identify a way forward.  Negotiations continued following the Summit and resulted in an agreed Joint Statement, which has been unanimously endorsed by the Postal Executive.

Main Points of the Joint Statement:

•  There are 195 Delivery Unitswith more than 10,000 workplan failures and/or delivery point coverage below 90%.  These units will be prioritised and stabilised including the early implementation of Peak arrangements such as filling the fourth duty. Once stabilised, the units will undergo formal review, and a new deployment plan will be agreed and implemented by 31^stJanuary 2027.
• All other reviews will now commence and be completed with priority given to units experiencing operational difficulties that are not included within the 195 identified Delivery Units.  We have already seen 1600 POD duties turn to 50/50 as a result of reviews; the key objective of these reviews is to ensure that the delivery unit is achieving all its quality targets.
• We have agreed that 8,100 temporary uplifts will be made permanent in two phases:

• • 4,600 temporary part-time to full-time uplifts will be made permanent by the end of November 2026.
  • 2,500 temporary part-time to full-time uplifts, together with a further 1,000 temporary increases in contracted hours, will be made permanent through formal reviews and no later than 31^st January 2027.
• A further 15 Delivery Units will be deployed by 2^nd November 2026.  These units have been identified locally for deployment and will still be required to pass the agreed stop/go-no-go process.
• 107 Delivery Units will not deploy DM26 before 13^th January 2027.  National discussions will determine how these units will operate during the Peak period.
• We have agreed the key principles for the Peak Arrangements.  The objective is to conclude a full national agreement by 30^th October 2026.
• The company has agreed to bring forward immediate negotiations on the next step and full plan to equalise new entrants’ terms and conditions.
• The company has also agreed an independent fatigue study, examining the impact of our members workload including the impact of extreme weather.
• A commitment has been secured to develop and agree a new delivery model that takes account of the findings of the fatigue study and feedback gathered through listening sessions with frontline employees.

Our decision to pause was never about preventing the deployment of DM26.  Instead, it was about ensuring full compliance with the National Agreement and requiring Royal Mail to resolve outstanding issues and complete the formal reviews necessary to ensure all units are operating effectively and achieving the required quality of service targets.  In many of the failing units this will now require additional hours or investment in delivery, in line with the commitments set out in the National Agreement.

As well as bringing forward negotiations to achieve the next step and full plan for new entrant’s equalisation, we have also secured a commitment to develop a new delivery model that addresses the growing impact of parcel growth, which is increasingly creating unachievable workloads for delivery members.

We have also agreed to an independent fatigue study, which will examine both workload demands and the extreme temperatures under which our members work.  The findings will help shape the new delivery model, alongside direct engagement with frontline delivery members.  The new model will remain aligned with the revised Ofcom USO regulations.

GOVERNMENT INTERVENTION AND THE FUTURE OF THE COMPANY 

In a further development, the tripartite meeting CWU called for with the Government and the owners, has now been scheduled by the Secretary of State for the 3^rd November.

The truth is Government intervention is ultimately the only way we can resolve the deeper rooted and long-established problems that threaten the future of the Royal Mail Group.

This is why the CWU are also campaigning for the Government and Public to support a radical new direction on the future of the company, including:

• A level playing field to stop the Competition undercutting Royal Mail – ending bogus self-employment and the race to the bottom on the pay, terms and conditions of all workers in the sector.
• A new regulatory framework that stops Ofcom damaging the finances of the business and blatantly promoting Competition over securing the future of the USO.
• A more ambitious growth strategy that is not just based on replacing letter decline with parcels. Instead, we believe growth must also be driven by utilising Royal Mail’s unrivalled infrastructure to develop innovative services that put Postal Workers at the forefront of adding social and economic value to the UK.
• A new ownership and governance model that provides for more public/customer accountability and is based on Government taking a bigger stake in the company, alongside the workforce.

As a result of the CWU’s campaign we have already seen the Government announce its intention, subject to a public consultation, to end bogus self-employment.

And there is definitely a will amongst politicians, including the Prime Minister, to look at a new way forward for the company and its workforce.

Please ensure the content of this LTB is distributed to all CWU representatives and local offices.

Finally, we look forward to discussing all of the above issues at the National Briefing on the 4^th November.

Any enquiries relating to the content of this LTB should be referred to the Deputy General Secretary (Postal) Department hford@cwu.org.

Yours sincerely,

Martin Walsh

Deputy General Secretary (Postal)                                     

Dave Ward

General Secretary

Tony Bouch

Assistant Secretary                                                               

Andy Furey

Assistant Secretary

Davie Robertson

Assistant Secretary

LTB 285/26 – UPDATE ON DM26 TALKS – GOVERNMENT INTERVENTION AND THE FUTURE OF THE COMPANY

Attachment: Final agreement -2310RMG

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UPDATE ON DM26 TALKS 

Following the continuing negative media and Parliamentary coverage on Royal Mail’s quality of service failures, we met the owners and senior management of the company last week and progress was made on an agreed set of actions.

These actions include putting additional resources in the failing DM26 offices, providing more support for our members during the peak period and bringing forward immediate negotiations on the next step and full plan to equalise new entrants pay, terms and conditions.

Additionally, 8,100 staff who were given a temporary uplift in their contractual hours, will now have these made permanent in two phases [November 2026 and January 2027]

These are welcome developments and a full copy of the agreed Joint Statement has been sent to all your CWU representatives. It is very important that our members now support your branch / local representatives to ensure the terms of the statement are fully implemented in your office.

However, whilst the union are totally committed to working with the company to restore customer confidence, we will continue to make clear both publicly and in parliament, that no delivery model will ever properly restore quality of service, unless the company honours the agreement it reached with the Union and ends their self-inflicted recruitment and retention crisis, alongside finally allowing genuine local solutions to workload issues.

We will do everything possible to achieve these objectives in the next phase of negotiations and will keep you updated on progress.

GOVERNMENT INTERVENTION AND THE FUTURE OF THE COMPANY 

In a further development, the three way meeting CWU called for with the Government and the owners, has now been scheduled by the Secretary of State for the 3^rd of November.

The truth is Government intervention is ultimately the only way we can resolve the deeper rooted and long established problems that threaten the future of the Royal Mail Group.

This is why the CWU are also campaigning for the Government and Public to support a radical new direction on the future of the company, including the following; 

·      A level playing field to stop the Competition undercutting Royal Mail – ending bogus self-employment and the race to the bottom on the pay, terms and conditions of all workers in the sector.

·      A new regulatory framework that stops Ofcom damaging the finances of the business and blatantly promoting Competition over securing the future of the USO.

·      A more ambitious growth strategy that is not just based on replacing letter decline with parcels. Instead, growth must also be driven by utilising Royal Mail’s unrivalled infrastructure, developing innovative services that put Postal Workers at the forefront of adding social and economic value to the UK.

·      A new ownership and governance model that provides for more public/customer accountability and is based on Government taking a bigger stake in the company, alongside the workforce being given an ownership stake.

As a result of our campaign, we have already seen the Government announce its intention to end bogus self-employment in the near future. And there is definitely a will amongst politicians, including the Prime Minister, to look at a new way forward for the company and its workforce.

We will be writing to you soon setting out in more detail the above ideas, seeking your input and explaining how you can help us engage politicians and the public in support of a new direction for the future of the Royal Mail Group.

Yours sincerely,

Dave Ward                                       

General Secretary                           

Martin Walsh

Deputy General Secretary (Postal)

ROYAL MAIL: JOB LOSSES (PROJECT EDISON) – CENTRAL / SUPPORT FUNCTIONS ADMIN GRADES

Further to LTBs 266/26 and 274/26 dated 7^th and 14^th October respectively.  Branches will be aware of the recent announcement by Royal Mail of up to 2,500 job losses (in two Phases) across the Group, with the majority in Phase one coming from managerial grades.

We continue to meet with Royal Mail management as a regular basis as part of the formal consultation process, and to this end we have met two occasions this week, Monday 19^th and Wednesday 21^st October specifically in regard to our Admin members impacted by this activity.

The number of Admin / LA1 and other comparable roles/grades in scope to cease are 26 in total, from the following Business Units / Locations:

• Address Management Unit, Southampton – 2 (5 roles to 3)
• Downstream Access LA1s – Whitechapel – 9 (11 roles to 2)
• Handstamping roles in Mount Pleasant (under Customer Services) – 3 (1 LA1 role and 2 OPGs, with movement of all work to Stamps & Collectibles, Edinburgh)
• HR Services, Pond Street Sheffield (HR Systems / Learning / Performance Admin) – 3 (11 roles to 8)
• Legal & Compliance (Accident Management Unit, Wolverhampton – Personal Injury / Motor Claims efficiency activity) – 2 (9 roles to 7)
• Revenue Protection (various locations) – 8 (15 roles to 7, although there is currently 1 vacancy)
• Technology (unknown location) – 1 (1 roles to 0)

We will now be considering our position on these matters and liaising with the relevant Branches and Reps.  Whilst these are not high numbers in terms of the actual job reductions, from the various areas they’re coming from, they are in some instances significant as the teams are very small.

Another area that is subject to ongoing discussion with management surrounds the issue of selection criteria, with the MTSF Resourcing Process stipulating that Admin jobs should be offered to members on a senior, most suitable basis.  In this regard, Management have advised us they have opened up a Portal from Wednesday 21^stOctober to enable members to indicate what their preference is going forward.  Essentially the Portal allows for an electronic preference exercise whereby members are able to indicate whether they want to retain employment (via MTSF and Bumping where appropriate) or take the agreed VR package.

Further developments will be reported.

Yours sincerely,

Martin Walsh         

DGS(P)         

Andy Furey        

 Assistant Secretary       

Davie Robertson   

Assistant Secretary

LTB 283/26 – RMG Job Losses (Project Edison)

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Royal Mail: PFSL Pay Negotiations – Impasse Reached

Further to LTB 273/26 dated 14^th October.

Branches are advised that two negotiating meetings with PFSL management and the Senior IR team were held on Thursday 15^thand Tuesday 20^th October.  The first meeting was broadly exploratory.  We had hoped the second meeting would be more productive, and whilst there was an indication that there was potentially scope for marginal improvements around the edges of the rejected offer, it quickly became apparent that progress in a number of key areas, such as pensions, was unfortunately not possible, and therefore we were not able to reach an Agreement.

To all intents and purposes, an impasse had been reached; however, it was agreed we would reflect on where we had arrived at.  Disappointingly, but unsurprisingly, Royal Mail have today confirmed there is currently no ability for them to improve the offer to an extent where we believe an Agreement would be possible.  Essentially, we have now broken down and there are no further talks planned.

The Postal Executive is due to meet on Tuesday 27^th October, and the intention is to review our position and determine next steps, which could include the Union formally instigating the Dispute Resolution Process via the PFSL IR Framework.  Following the Postal Executive meeting, we plan to meet with our Senior Representatives for both Cleaning and Engineering grades at the earliest opportunity to discuss our strategy, which may also include re-activating the plans for a consultative ballot of members.

Branches are asked to share this update with PFSL members and also to thank them once again for their patience, whilst reassuring them that the Union is seeking to secure the best possible deal that fully recognises the value of our PFSL members’ contribution to Royal Mail Group.

Yours sincerely,

Andy Furey 

Assistant Secretary 

LTB 282/26 – RM – PFSL Pay Negotiations – Impasse Reached

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Changes to the Employment Rights Act with effect from 1st October 2026 and 1st January 2027

The purpose of this LTB is to advise Branches of some significant changes to the Employment Rights Act relating specifically to issues relevant to unfair dismissal, due to come into force in January 2027.

These are changes in addition to the changes that have already become effective from the 1st of October this year.

From 1st October 2026

The time limit for bringing most Employment Tribunal claims increases from three months to six months. The change applies where the date of the event giving rise to the complaint falls on or after 1st October 2026.

From 1st January 2027

• Unfair dismissal qualifying period reduced to six months (previously 2 years) – applies to dismissals from 1st January 2027.
• Unfair dismissal compensation cap removed – (previously capped at 1 years pay) Section 124 ERA 1996 repealed, allowing awards based on actual financial loss.

These measures taken together represent a significant step in the right direction for employee rights at work and specifically their right not to be unfairly dismissed.

Branch Secretaries and Legal and Medical Secretaries should familiarise themselves with these changes when consulting with members. Further, arrangements are being made to amend the electronic versions of the Members Consultation Pack to reflect these changes.

Any queries relating to the contents of this LTB should be sent to employmentlaw@cwu.org

Yours sincerely,

Ian Taylor
Head of Legal Services

26LTB280 – CHANGES TO THE EMPLOYMENT RIGHTS ACT WITH EFFECT FROM 1ST OCTOBER 2026 1ST JANUARY 2027

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CAPITA TVL: PAY DISPUTE 2026 – BALLOT RESULT

Further to LTB 260/26 dated 29^th September.  Branches are advised the industrial action ballot of Capita TVL members in relation to the 2026 pay dispute closed today. The results are as follows:

Are you prepared to take part in Strike Action?Yes Votes29891.41%No Votes288.59%Turnout71.40%

Spoilt ballot papers – 1

Are you prepared to take part in Industrial Action Short of a Strike?Yes Votes31596.92%No Votes103.08%Turnout71.40%

Spoilt ballot papers – 2

Attached is a copy of the ballot result from the Independent Scrutineer – Civica Election Services

Capita TVL members have returned two excellent “YES” votes and our thanks go to Branches and members for their support in delivering these strong Yes votes.  We have written to Capita TVL management to advise them of the result.

Next Steps

We will be meeting with our Senior TVL Reps shortly to discuss next steps.  Our thanks go to the Reps for their efforts in raising the profile of this ballot and for helping to ensure a good outcome.  Now it’s time for Capita to listen to its employees and act accordingly by reaching a fair settlement to the pay dispute.  In this regard, we will be writing to Acas to reiterate our willingness to meet with Capita at the offices of Acas with the aim of reaching an agreement on pay 2026.

Further developments will be reported.

Yours sincerely,

Andy Furey
Assistant Secretary

Attachment 1: LTB281.26 Capita TVL – Pay Dispute 2026 – Ballot Result

Attachment 2: Att. to LTB281.26 – Civica Ballot Result

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