Following the overwhelming 97% vote by the Capita TVL members to reject the pay offer, we endeavoured to reopen negotiations with senior management to see if progress could be made towards an agreement we could recommend to our TVL members. Unfortunately, Capita have rebuffed this position and declared there is no more funding available to increase the pay offer.
As a consequence, the Postal Executive met for a special meeting and made the formal decision to ballot our TVL members for Industrial Action. The decision of the Postal Executive was fully supported yesterday when we met with our TVL representatives. Following this we notified Capita of our policy, and it was made clear that they have provoked this situation by their refusal to enter into meaningful negotiations. To put this matter into context for our lowest paid members in Bristol & Darwen the offer the members have rejected would have given them an insulting £13.16 per hour versus the Real Living Wage of £13.45. The Postal Executive believes this position to be intolerable.
The ballot timetable is currently under consideration and is being worked up in conjunction with our organising team. We will of course undertake a campaign aimed at ensuring our members deliver a good outcome in the ballot which will include the 2 questions for both Strike Action and Action Short of a Strike.
World Suicide Prevention Day 2026 – Thursday 10th September
Advisory note – This LTB contains information about suicide and suicide prevention.
Dear Colleagues,
Thursday 10th September marks World Suicide Prevention Day. It takes place globally each year to raise awareness of suicide, reduce stigma, and encourage action on suicide prevention. The theme spanning 2024, 2025, and 2026 is ‘changing the narrative on suicide’. It’s about moving from a culture of silence towards one of understanding and support.
This is the first World Suicide Prevention Day since the publication of BS 30480 Suicide and the Workplace, the first national workplace suicide prevention standard. The CWU took part fully in the pre-consultation process before the publication of BS 30480.
What Makes BS 30480 Different?
BS 30480 presents a holistic, systems-based approach to suicide prevention. It recognises that suicide is rarely the result of one factor, instead, it’s a complex interplay between personal, workplace, relationship, and societal pressures. For branches looking at their own training and support development needs, reviewing the BS 30480 standard in full is recommended as an essential first step. BS 30480 Download.
It provides a clear framework for what good looks like. The publication of BS 30480 has been seen by many organisations as a milestone for workplace wellbeing Breaking the Silence.
The CWU is continually striving to be a ‘suicide safer’ organisation. Each suicide has far-reaching social, emotional and economic consequences and deeply affects individuals and communities worldwide. In recognising the above triennial theme, the CWU is in its third year of ’30 for 30’ training, whereby at least 30 Mental Health First Aiders (MHFAiders) will be trained in 30 days for World Suicide Prevention month. As Part of our Mental Health Strategy Programme, CWU newly trained MHFAiders are also now encouraged to pursue the Royal Society of Public Health Qualification RSPH Level 3 Award in Mental Health First Aid.
Discussions between branches and regions are now encouraged to explore if the 2027 programme of CWU MHFA training is something you may wish to consider. The current CWU MHFA England training includes a session on crisis training for suicide first aid, exploring suicide language and warning signs for suicide.
Working with others
The CWU has recently worked with a suicide prevention organisation called 5asideCHESS, who use the simple motto, “Your 1st Move is Hello”.
They first put their ‘Battling Suicide Bus’ on the road in 2018 and it is now covered in several hundred messages, each written by people who have lost loved ones to suicide. It’s all too easy to quote statistics of lives lost, but every one of these messages on the Bus represents someone’s heartbreaking personal story. Battling Suicide Bus – 5asideCHESS
They are currently looking for three committed, enthusiastic and self-motivated people to be part the crew for the 2026 battling suicide bus tour of the UK. For further details of this opportunity, or to enquire about a workplace visit you can use the contact us link shown below.
For any untrained person the thought of identifying risk and intervening can be a daunting prospect. The learning and upskilling resources below can help to aid any needed conversation:
Please remember talking about feelings doesn’t have to be scary, there is always hope, clicking on the following link can take you to your nearest support service:
Launch of the mandatory electronic version of the Member Application Pack
The purpose of this LTB is to advise Branches and Branch Legal and Medical Secretaries of the availability of the electronic version of the Employment Cases Member Consultation Pack (attached below) as discussed at the quarterly Branch liaison meetings between Branches and the Legal Services Department.
Delegates to this year’s annual conference may recall that a printed version of the pack was made available at the CWU Annual Conference for feedback and was also shared and discussed at the recent training sessions for Legal and Medical Secretaries. The feedback has been overwhelmingly positive.
The consultation pack was developed by the Legal Services Department with the aim of improving the consultation experience for both members and Branch Legal and Medical Secretaries.
Also attached is a PDF version providing Branches with the option to make hardcopies if needed. Following receipt of this email, Branches are expected to use this for any membership consultation where support with any potential Employment Tribunal claim is being sought.
Any enquiries in relation to this email should be sent to swillis@cwu.org
Capita TVL: 97% Yes Vote in Consultative Ballot to Reject the Pay Offer
Further to LTB 207/26 dated 24th July. Branches are advised that the Postal Executive recently endorsed a consultative ballot of our Capita TVL members with the aim of achieving a Yes vote in favour of rejecting the current (inadequate) pay offer.
I can now report that our TVL members have voted overwhelmingly in support of rejecting the offer. The results are as follows:Yes29897%No103%Turnout30869%
The Rejected Pay Offer is:
Our lowest paid members on the TVL Contract – those in Bristol and Darwen, who were on just £12.66 per hour with the previous pay agreement (increased to the legal minimum of £12.71 from 1st April) – have been offered a meagre 50p per hour pay increase taking them to just £13.16 per hour (this is just 44p when you take into account the increase to the legal minimum). Crucially, £13.16 (the rejected offer) is significantly less than the Real Living Wage (RLW) hourly pay rate of £13.45.
For our Field members, the highest paid TVL employees, the rejected pay offer is 3.5%. With fuel prices high once again, and having risen earlier this year, our Visiting Officers and Field workers are struggling with the additional costs of travelling, which is necessary due to the nature of the job. Also, 3.5% doesn’t recognise the difficult job members do which includes regularly facing abuse and potentially physical harm. Capita is taking the Field members for granted just because they are on better pay than those members working in Darwen and Bristol.
Next Steps
I have today written to Capita Senior Management, to inform them of the ballot result and to invite them to enter into urgent negotiations with the aim of reaching an Agreement that recognises the real worth of our members’ contributions. We have also advised Acas of the ballot result, as Capita had previously contacted them when the negotiations first broke down.
We have also arranged a meeting with our Senior TVL Reps to discuss next steps. This is planned for Thursday 10thSeptember to allow Capita the opportunity to respond to the invitation referred to above.
If Capita doesn’t listen to the strong voice of our members and improve the pay offer, we will need to prepare for the possibility of holding a further ballot, this time for Industrial Action. Strike action would obviously be a last resort and would only be called if Capita continues to refuse to move from the current position.
Election of National Representative Positions – 2026
CWU Retired Members Committee (2026-2028)
Further to LTB 213/26 dated 30th July 2026, please see below the results of the ballot that closed today.
6 Retired members living in England to be electedJohn FarnanEastern No 675,133*ElectedMick GoldsmithEastern No 543,420Daniel McGouganLeeds No 1 Amal50,953*ElectedBrendan O’BrienMidland No 168,434*ElectedSean RyanEast London Postal64,748*ElectedJohn SkeltonManchester Combined61,670*ElectedKenneth WardPlymouth & East Cornwall60,244*Elected
Please find attached a branch analysis of the ballot result
Any enquiries regarding this Letter to Branches should be sent by email to lparrett@cwu.org or by telephone on 0208 971 7222.
This LTB provides a comprehensive update on DM26 and ensures that all representatives and members have the latest information regarding its deployment across the network.
It is important to remind all CWU representatives that management must be held accountable for the safeguards contained within the agreement. No unit should be deployed unless a fully agreed resourcing plan is in place for up to 6 weeks and all pre-deployment checks and governance processes have been completed.
You have the full support of CWU Headquarters to oppose deployment in any unit where an agreed resourcing plan has not been established. To date, more than 700 change requests have been agreed, with the vast majority resulting in deployment delays through the agreed Go/No Go process.
Regional Steering Groups retain full authority to pause or delay any deployment where adequate resources are not in place. Experience has already shown that units have been prevented from going live where they failed to meet the Go/No Go deployment criteria.
CWU Headquarters will fully support any Regional Steering Group decision to delay deployment where a unit is not appropriately resourced or prepared to implement DM26 successfully from day one.
Current Update on Deployed Units
As of 8 August 2026, a total of 320 Delivery Units had deployed DM26.
We asked Branches, Area Delivery Representatives and local representatives to provide feedback on how deployment is progressing within their units. The results are as follows:
Deployment Status
119 units are operating broadly in line with the agreed plan.
114 units have reported operational issues affecting clearance and performance. The severity of issues varies between units.
Some reported isolated POD concerns.
Others highlighted multiple POD and workload-related problems.
87 units have yet to submit feedback. Area Delivery Representatives are currently being contacted for updates.
Further information will be communicated once received.
Main reasons why units are experiencing difficulties
The four most commonly reported issues are:
POD-related concerns, including excessive workloads and duties that are not currently achievable.
Insufficient staffing levels and resource shortages.
Sickness absence and day-to-day operational pressures.
Increased parcel traffic and workload volumes.
The agreement clearly states:
“There will be a formal review process following deployment in each Delivery Office. This review of both indoor and outdoor operations will ensure the plan remains robust and fit for purpose, with any required changes implemented as soon as possible. Reviews will be undertaken jointly by the COM and CWU Representative on a daily basis, with a documented review taking place through the weekly resourcing meeting.”
Representatives should also remember that the agreement states that no surplus staffing issues can be addressed until a unit is consistently achieving its quality targets. Our immediate priority must be to stabilise and support those units experiencing difficulties.
We should also recognise that DM26 represents one of the most significant operational changes in Royal Mail’s history. As with any major transformation programme, there will be a period of adjustment and learning
Evidence supplied by Royal Mail yesterday suggests that DM26-related issues are limited to 39 Delivery Units. In addition, a further 24 Delivery Units are facing resourcing challenges as a result of sickness absence and employees leaving the business.
Regardless of whether 114 or 39 units are not working, the requirement remains clear: they must be resolved without delay and in accordance with the agreement.
Royal Mail has provided further evidence showing that Delivery Point Coverage, which measures the percentage of delivery points receiving a daily delivery, has increased from 91% to 98.2% in units that have already deployed DM26.
We also understand that the majority of deployed units have achieved the Delivery Point Coverage metric used within the incentive scheme.
Duty Patterns Selected
One of the key benefits arising from USO reform is the opportunity for delivery units to improve work-life balance through enhanced attendance patterns and increased Saturday rest days.
Prior to DM26:
Fewer than 2% of employees worked a four-day week.
Only 7% worked a nine-day fortnight.
The overwhelming majority worked a traditional attendance pattern with a single scheduled day off per week.
All attendance patterns available under DM26 represent an improvement for most employees when compared with previous arrangements.
Attendance Patterns Adopted Attendance Pattern
Units Deployed
2 in 5
207
2 in 5 Banked (Wallington)
47
9 Day Fortnight – Option 1
71
9 Day Fortnight – Option 2
21
4 Day Week
6
13 in 18
4
In addition, 10 pilot units elected to continue operating under ODM arrangements and retain their chosen attendance patterns. Within these units, firms and rural duties have moved to a 50/50 configuration.
PT increases and up to FT
Alongside the circa 320 units that have deployed, the CWU have received the below updated information which confirms that 1,585 employees have moved from PT to FT and 687 employees have increased their PT contracted hours on average by 4 hours.
The number of temporary part-time uplifts is due to two factors.
First, the formal review will determine whether any surplus exists within the delivery unit. Any identified surplus will be managed in accordance with the Managing the Surplus Framework (MTSF), with outcomes determined by seniority.
The second relates to an error the business alerted the CWU to, an issue within the original DM26 model week, in which the RM systems had overstated certain traffic forecasts and the temporary uplifts were put in place to ensure that the model week issue does not inflate the 6,000 part time uplifts to a much higher number.
Discussions between the CWU and Royal Mail have now aligned on an agreed position to progress the matter to support both those units already deployed and those still scheduled for deployment. Royal Mail has confirmed that this overstatement does not affect the agreed opportunities created by the programme for up to 6,000 part-time employees moving to full-time positions.
With fewer than one-third of delivery units deployed and most of the larger units yet to be implemented, we remain on track to achieve the target of converting 6,000 permanent part-time roles to full-time positions.
Conclusion
The evidence to date suggests that where the full DM26 deployment process has been followed, implementation has generally been more successful and sustainable. Feedback from local Representatives and Area Delivery Representatives consistently supports this conclusion.
That is not to say there are no challenges. Some units are experiencing issues relating to POD structure, workload design and duty performance. Others have reported difficulties managing parcel volumes, even where routes are performing just first-class deliveries and on the day absences which is a business-as-usual subject that needs to be resolved.
The important point is that the agreement provides the flexibility and mechanisms necessary to address these issues. Encouragingly, several units have already worked jointly to identify practical solutions and improve performance.
Regional Steering Groups must continue to ensure that any office experiencing problems resolves these issues before review processes are signed off. These safeguards were negotiated for a reason and must be fully utilised where required.
A number of units are currently experiencing difficulties because they deployed with existing vacancies and insufficient resource levels. This should not have happened.
The CWU has raised these concerns directly with Royal Mail and there is clear agreement that no unit should be deployed without a fully agreed resourcing plan being in place.
The message to all local representatives and Area Delivery Representatives is clear:
If management is seeking to deploy DM26 in a unit that does not have an agreed resourcing plan in place, the answer should be no.
Any such concerns should be immediately escalated through to Divisional Representatives and the Regional Steering Group.
Experience has already demonstrated that DM26 cannot succeed without the appropriate resource levels being established from the outset. Every duty must be covered within an agreed resourcing plan, with a minimum reserve level of one in six built into the deployment.
We fully recognise that many members will feel apprehensive about the scale of change that DM26 represents. It is one of the most significant transformations ever undertaken within Royal Mail’s delivery operation.
However, the national agreement contains important protections and safeguards designed to ensure that where units encounter problems, those issues are identified, reviewed and resolved.
It is equally important to recognise the positive feedback emerging from many deployed units. Representatives report that employees are no longer experiencing the same concerns around returning from rest days to find large amounts of their duty left unfinished. For many, this represents a significant improvement compared with previous ways of working.
Feedback from deployed offices also suggests that, whilst DM26 remains a major operational change, it is viewed more positively than the Optimised Delivery Model (ODM). Nevertheless, successful implementation will require time, adjustment and ongoing joint review to ensure that remaining issues are properly addressed.
Finally, we must remember that USO Reform was not optional. Following Ofcom’s decision to change the Universal Service Obligation in June 2025, both Royal Mail and the CWU have had to respond to a fundamentally different regulatory environment.
Our responsibility now is to ensure that Royal Mail delivers every commitment contained within the national agreement and that all agreed safeguards are fully applied and enforced.
The CWU will continue to support representatives at every level to ensure that happens.
The message is clear:
Deploy only where an agreed resourcing plan is in place.
Deploy only after all pre-deployment checks are completed and Regional Steering Group approval has been secured.
All units reported to have deployment issues require an agreed plan to resolve these operational issues.
Escalate concerns through the full union structure where necessary: Local, Area, Divisional and National.
Any enquiries relating to the content of this LTB should be referred to the Deputy General Secretary (Postal) department hford@cwu.org.
We have been advised by the Newcastle Amal branch that Tom Gaffney, former UCW Executive Council Member and Chair, sadly passed away last week at the age of 90.
Tom joined the old GPO in 1960 and served as a member of the union’s Executive Council from 1984 up until his retirement in 1995.
Tom was also a stalwart of the Newcastle Amal branch holding numerous positions within the branch from 1972 through to his election to the National Executive.
We wish to place on record our sincere condolences to Tom’s wife Sheridan and all his family.
Further information will be sent out on Tom’s funeral arrangements once they are known.
Any enquiries on the above LTB should be addressed to the General Secretary’s office aobrien@cwu.org.
Royal Mail: PFSL Pay – National Briefing & Membership Consultative Ballot
Further to LTB 221/26 dated 6th August. Branches are advised that our negotiating team met with PFSL management face to face earlier today. Whilst the meeting was cordial, unfortunately we were unable to make any further progress and there are no further pay meetings planned at this stage. As a consequence, the Postal Executive has this afternoon made the following decisions:
Consultative Ballot of PFSL Members (timetable to be confirmed) – we will undertake a consultative ballot of all PFSL members with a recommendation that the members support the Postal Executive’s rejection of the pay offer coupled with the lack of progress on Conference policy in respect of PFSL members being eligible to join the Collective Plan pension scheme.
National Briefing – To support the preparation for the consultative ballot, we will hold a National Briefing of Branch Secretaries with PFSL members, along with Local and Senior PFSL Representatives on:
Wednesday 9th September – 12.30 – 15:30
Indian YMCA
41 Fitzroy Square,
London W1T 6AQ
The National Briefing will enable Reps to fully discuss the pay offer and the reasons for rejecting it, along with the need to deliver the necessary support for rejecting the pay offer in the forthcoming consultative ballot.
Branches and PFSL Representatives are urged to make this National Briefing a priority.
In preparation for this year’s National Young Workers Conference, taking place in Manchester on 21st October 2026, the Union is facilitating two motion writing workshops taking place on the below dates.
The purpose of these workshops is to help branch young worker officers prepare motions for conference by developing an understanding of how motions should be worded, what issues comprise suitable topics for the young worker conference and how the process of debating, voting and implementing a motion is a core part of the Union’s democracy.
The sessions will be delivered via zoom by Joyce Stevenson from the Standing Orders Committee and Kerry Fleck, Young Workers Co-ordinator. They are open to all CWU members aged 30 or under who are considering attending conference and are interested in submitting a motion, they do not need any prior knowledge or materials but should consider some topics for a possible motion in advance.
Workshop 1: Wednesday 2nd September 1pm Workshop 2: Wednesday 2nd September 7pm
Branches are further reminded of the below deadlines relating to the Young Worker Conference and encouraged to urgently sign-up delegates to facilitate organisation.
Young Worker Conference Motion Deadline: 21st September (12noon)
Young Worker Conference Delegate Registration Deadline: 9th October
CWU Eastern No5 Branch 